October 01, 2025 by Derek Schroeder, Universal Machine, Sales and Proposal Manager, GROB Systems, Inc. While much of the US manufacturing industry struggles to fill open positions, one manufacturer has not only survived but thrived by developing a strategy that emphasizes cultivation over recruitment. Grob Systems, the U.S. division of the German, family-owned GROB-WERKE GmbH & Co. KG, looked to its European roots to develop an apprenticeship-based solution to the skills gap that has been successful for over three decades. At SME’s recent Manufacturing Technology Series East event, Greg Jones, Director of Strategic Programs and Partnerships with SME, sat down with Universal Machine Sales and Proposal Manager for Grob Systems, to discuss the company’s celebrated apprenticeship program. Their conversation revealed a model that is both deeply traditional and remarkably effective in addressing the modern workforce challenge. A Legacy Built on Apprenticeship Grob Systems first established its U.S. presence in Bluffton, Ohio, in 1983. While the initial operation was small, the company's commitment to building a skilled workforce was immediate and unwavering. "We didn't start our real presence until 1990 when we built the first production area," Schroeder explained. "At that time, it was really small, I think 20 or 30 employees. But at the beginning, we started with our apprenticeship in 1990. The first class was six apprentices at the time." The Bluffton facility, which began with a modest 45,000 square feet, has expanded to over 500,000 square feet and now employs nearly 950 people. Today, Grob is a global leader in designing and building advanced manufacturing technology, including highly complex production and automation systems, 5-axis machining centers, and solutions for the burgeoning electromobility sector. The apprenticeship program, too, has grown, and its graduates are the backbone of the company. According to Schroeder, “roughly today, a third of the workforce is past or current apprentices. And when we look at more specifically about employees who are in the production area, I think it's greater than that, it's probably 40 or 50 percent of the technical staff is past recurrent apprentices, so it's a really important piece of our company.” This model is a cultural import, directly influenced by Grob’s German roots. "We're kind of copying a lot of the curriculum, and the structure of the program is from our plant in Germany," Schroeder said. "That is kind of how it started. When we copied that production facility to the US, we took along a lot of the standards that they did as well." More Than a Job: A Holistic Training Program Grob's apprenticeship is a four-year, dual-training program that provides apprentices with both an associate's degree in engineering technology from Rhodes State College in Lima, Ohio, and a journey person's card. This dual approach is key to developing highly skilled, well-rounded technicians. The first two years are a deep dive into foundational knowledge and hands-on skills. "In the first two years they go to class two days a week. They work the other three," Schroeder noted. The training isn't just theoretical. The instructors, many of whom are long-time Grob employees, come to the facility to teach. "Within those first two years, basically the first year they're doing projects. They're learning basic skills,” said Schroeder, “hand tools, files, hacksaws—really to learn patience. You know how important those things are and what it feels like when you get to a drill press or a mill or lathe—cranking the handles. You can feel what it feels like to remove material." The curriculum is designed to make apprentices well-rounded. "It's not only machining, but it is more assembly processes within that time," Schroeder explained. The second year focuses on a crucial rotation through nearly every department in the company. "And that's not to make them experts at any one thing but make them well-rounded, so they can understand why departments do certain things or what's important for them to know ahead of time." In years three and four, apprentices are placed in a final department, such as fabrication, sub-assembly, or final assembly, where they specialize and apply their diverse skills. “We always talk like every department has a customer, and it's the next one down the line. What are the requirements everyone's expecting?” This rotation ensures that by the time an apprentice is placed in a final department in their third and fourth years, they have a holistic understanding of how the company works and how their role fits into the bigger picture. A Powerful Recruitment Engine To improve the manufacturing workforce pipeline and raise awareness about manufacturing careers, many US manufacturers host a Manufacturing Day event in October, where they open their doors to students and their families. Grob’s approach, however, is a testament to the power of sustained, year-round engagement. The company has a dedicated staff member who focuses on community outreach, and the results are remarkable. “They've taken the program from less than 10 apprentices per year to now we're at 60 some per year. That didn't happen by itself. They really had to do it intentionally,” said Schroeder. Grob's strategy is multi-faceted: Tours for Schools: The company hosts over 20 tours a year for students, teachers, and guidance counselors, bringing in busloads of attendees to experience the modern manufacturing environment. Open Houses for Families: Grob opens its doors to the public once a month on a Saturday, allowing parents and families to see the facility, meet the team, and understand what the apprenticeship program offers. This is crucial for changing the perception of manufacturing as dangerous, dark, and dirty. This commitment to year-round engagement, paired with a robust program, has created a pipeline of talent that is both qualified and culturally aligned. Grob looks for more than just technical aptitude; they seek applicants with a strong work ethic, a curiosity for how things are made, and a desire to work with their hands. The Journey Person's Path to Leadership Jones pointed out that while many in manufacturing talk about "career pathways," Grob’s model is more like a “career ladder system.” It provides a clear, upward trajectory, allowing employees to move from the production floor into roles in project management, engineering, and sales. This provides a tangible return on their initial investment of time and hard work. Schroeder himself is a living example of this. "I went there because I like to create things. I always liked working with my hands, so it was a natural fit for me," he said of his start in 2004 as one of six apprentices. His journey has taken him through numerous roles within the company, from running and building machines to working in applications and service. For the past five years, he has been in a sales role, a position in which his technical background is invaluable. As Schroeder said, “I've lived it. I've turned the handles, and I know what all that means.” This path isn’t unique to Schroeder. Apprentices have gone on to hold positions in project management and engineering, demonstrating the vast opportunities available to those who complete the program. Grob's model isn't just about training a skilled workforce; it's about building future leaders. A Model for All The Grob Systems apprenticeship program stands as a powerful testament to the idea that a company can solve its workforce challenges by cultivating its own talent using the right kind of outreach. By combining a time-tested dual-training model with proactive, year-round community engagement, Grob has created a self-sustaining pipeline of highly skilled, loyal employees. It’s a model that offers a clear, effective blueprint for any manufacturer looking to build a sustainable, competitive workforce for the future.
