Manufacturing the Future

"What used to take me two hours takes me about 15 seconds now." – Tyler Madsen

A striking before and after from Tyler Madsen, Director at Madsen's Millwork & Custom Cabinets, who rebuilt their estimating workflow by feeding drawings and specifications into an AI bot that strips out irrelevant data and returns only what's needed to quote a job.

The broader problem he and IT & Asset Manager Jason Bassett are solving isn't just speed, it's the operational drag that builds up when a manufacturing shop is still running on paper drawings, manual data sorting, and an IT person who becomes the bottleneck every time someone needs an answer.

When information lives on paper, you get version control failures, field installers working off outdated drawings, and a team spending its time managing data instead of acting on it.

In This Episode:

Tyler and Jason walk through how Madsen's Millwork has digitized its day to day operations, from estimating to the shop floor to field installation.

Tyler describes feeding specs and drawings into an AI bot that strips out irrelevant data for quoting.

Jason covers the physical changes on the shop floor: big screen displays at every workstation now pull live drawings, replacing paper that created double data sets and made version control nearly impossible. He also gives field installers the same live job data on site, so a mid job change reaches them in real time, and describes building knowledge banks inside Epicor Prism pre-loaded with the questions his team most commonly brought to IT, so employees self-serve instantly instead of waiting on him.

They're also candid about what isn't solved yet: getting skilled trades workers to trust and adopt AI day to day remains an open challenge, and they also flag hallucinations as a real operational risk that requires experienced human oversight to catch.

Topics

Cutting spec review from two hours to 15 seconds using an AI bot

Building Epicor Prism knowledge banks to eliminate the IT bottleneck

AI owns data retrieval; humans own judgment, their workflow decision framework

The mutual checking model: humans verify AI output, AI challenges human decisions

Replacing paper drawings with live digital displays at every shop workstation

Field installers accessing real-time job drawings remotely during installation

Using client AI renderings as the engineering starting point for custom projects

Why getting skilled trades workers to trust AI remains their biggest unsolved challenge

Hallucination risk in manufacturing operations and how to stay vigilant

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"Everything is basically a fact-finding mission. You're trying to figure out what you can do, how fast you can do it, and how efficiently you can do it." – Mike Wargocki

Manufacturing leaders who scale fast tend to break their own operations without realizing it, not through a single bad decision, but through a string of reasonable ones: reinvesting in an existing plant one quarter too late, forcing identical equipment into buildings that were never built for it, or promoting an early team member into a role they were never suited for. The trouble is that most of these metrics and mistakes don't show up on a standard dashboard. Mike Wargocki has spent his career finding the operational truths that hold across food, biotech, and custom consumer manufacturing, and figuring out which numbers actually predict performance versus which ones just look good in a report.Much of this conversation draws on Mike's time at Framebridge, a company rethinking how custom framing is designed, produced, and delivered. Framebridge built a direct-to-consumer model that turned a traditionally complex, expensive process into something far more accessible, and has produced over two million custom frames as a result. The company has continued scaling quickly, bringing new manufacturing facilities online across the US to support both e-commerce and retail growth.

In This Episode:

Mike Wargocki, VP of US Operations at DINGS' Motion USA, walks through the operational lessons he built over a career spanning research chemistry, food, biotech, and custom consumer manufacturing. He explains why OEE stops being a useful metric once production gets custom, and why he shut down a limestone cave facility outside St. Louis despite its near-free refrigeration, once quality started slipping. He breaks down the real cost of forcing identical equipment across a multi-site network, how to time a new facility build against a real growth plateau instead of a projected one, and how his team planned peak season staffing at Framebridge without blowing the annual budget. He also shares where he sees manufacturing leaders waste money without noticing, why early employees aren't always the right fit for the next stage of growth, and how his team has used AI tools to help non-native English speakers write difficult workplace communications.

Topics discussed:

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"We're common where possible and unique where necessary."

A deceptively simple principle from Daniel Topp, VP of IT at TASI Measurement, that gets very complicated when you're managing ERP across 16 autonomous business units and integrating newly acquired companies on a rolling basis. The real question is how you operationalize it so it doesn't collapse under the weight of competing business unit priorities and leadership requests for customization.

TASI Measurement is a global industrial measurement holding company with more than 1,000 employees, headquartered in Largo, Florida, operating through a highly decentralized structure where each business unit runs independently under the broader group.

In This Episode:

Daniel walks through the specific systems he's built to keep ERP standardization from becoming a constant negotiation. That includes a formal customization approval process requiring sign-off from key stakeholders before any deviation from off-the-shelf is permitted, and a 30-60-90 day acquisition integration playbook that separates non-negotiables like IT security tools from ERP decisions, which get evaluated through a risk and value heat map. He explains why data migration is where repeat ERP transformations actually improve, and why building a dedicated headquarters-level migration team, rather than relying on business unit staff, is what makes the process repeatable and scalable. He also makes the case that locking in structural decisions like chart of accounts early in a project is the difference between finishing on time and losing months at the end. On AI, his position is direct: having it available inside your ERP without a structured rollout plan is a liability, not an advantage.

Topics:

Why ERP projects fail at training and change management, not implementation

Formal customization approval process requiring stakeholder sign-off

30-60-90 day acquisition integration playbook and what's non-negotiable from day one

Risk and value heat map for sequencing ERP integration priorities across acquisitions

Gold standards center of excellence and how it serves newly acquired businesses

Why locking in decisions like chart of accounts early can make or break a project timeline

Building a dedicated, headquarters-level data migration team as a repeatable capability

Unstructured AI rollout inside ERP as an organizational liability

Translating IT efficiency into quantified dollar savings to shift IT from cost center to strategic partner

Meta Description:

A conversation with Daniel Topp, VP of IT at TASI Measurement, about how he built repeatable systems for managing ERP standardization and acquisition integration across 16 autonomous business units, and what it actually takes to position IT as a strategic partner in a decentralized global organization.

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"Every company is becoming both a data company and a bank. If you're not doing this stuff and not keeping an eye on it, other people are." 

A lasting warning from Jim Gallagher, CEO at JetStor, who argues that although manufacturers are generating more data than ever, most haven't built the infrastructure to actually use it. The common mistake isn't a lack of storage; it's treating storage as a flat, one-size-fits-all decision rather than a tiered architecture matched to how data gets used. Without that foundation, companies can't run real-time analytics, can't prepare for AI workloads, and are quietly accumulating technical debt that compounds over time.

Jetstor is a US-based enterprise storage company with more than 30 years in the business. The company designs and manufactures scalable storage systems built for demanding workloads, including virtualization, high-performance computing, media production, and data-intensive manufacturing environments. 

In This Episode: 

Jim walks through how manufacturers should be structuring their data strategy, starting with a three-tier classification framework: tier 1: for real-time, latency-sensitive workloads; tier 2: active archive for data that still needs to be accessible; and tier 3: deep archive for long-term retention. He explains why staying with legacy infrastructure isn't actually "free.” Jim closes with a concrete challenge for manufacturing leaders: when was the last time your team actually tested your backups? 

Topics

Why storage is not a flat ecosystem, and the performance-cost trade-offs that actually matter

Three-tier data classification: real-time, active archive, and deep archive

The "data lake" trap: why unstructured data hoarding happens and what it actually costs

Why training workloads and inference workloads need entirely different architectures

The 1-2% annual hardware failure rate and what that means for legacy infrastructure planning

How the DevOps movement in IT foreshadows the IT/OT convergence coming to manufacturing

Why "when did you last test your backups" is the question manufacturing leaders should be asking right now

Ransomware as a business risk, data insurance products, and what underwriting requirements actually look like

Why manufacturers that have been gathering data for decades may be sitting on unexpected revenue streams 

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Meet Cameron Peahl, Global Additive Manufacturing Strategy Manager for Industry 4.0 & Program Manager for I4.0 Digital Factories at Eaton

Cameron Peahl, Global Additive Manufacturing Strategy Manager for Industry 4.0 & Program Manager for I4.0 Digital Factories at Eaton, brings over 12 years of hands-on experience transforming how one of the world's largest power management companies approaches additive manufacturing. "It's a cultural journey through Industry 4.0. It's not a technology journey," Cameron emphasize, highlighting a fundamental truth many organizations overlook.

Manufacturing leaders face a critical challenge: how to adopt emerging technologies like additive manufacturing without falling into expensive pitfalls or creating unused "paperweights" collecting dust in factory corners. The misconception that 3D printing can simply replace traditional manufacturing processes has led countless organizations to failed investments and disillusionment. Meanwhile, those who dismiss additive entirely miss transformative opportunities for operations support, rapid prototyping, and product innovation.

Cameron's path at Eaton began as a manufacturing engineer on the factory floor in Rhode Island, progressing through quality roles before leading the company's Additive Manufacturing Center of Excellence. His team achieved an industry first: putting a 3D printed part in a commercial aircraft fuel system. This journey taught him that successful additive implementation requires understanding where the technology genuinely adds value versus where conventional manufacturing remains superior.

In This Episode

This episode explores Eaton's four-pillar strategy covering prototyping, operations support, supply chain resiliency, and superior production. Cameron shares why operations support has delivered unexpected massive returns, how to select reliable technology that teams will actually adopt, and why investing in organizational culture trumps technology purchases. His practical advice helps manufacturers avoid common mistakes while building innovation engines that transform workplace engagement and deliver measurable ROI.

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Meet Natan Linder, Co-founder & CEO of Tulip

Natan Linder, Co-founder & CEO of Tulip, brings a unique perspective to manufacturing technology, shaped by years spent working directly in production environments. As he explains, the genesis of Tulip came from observing a fundamental gap: "There's a missing piece of software platform in the stack that is designed for the people who actually do the work in operations." His career working on collaborative robotics, 3D printing, and embedded systems consistently brought him face-to-face with frontline workers who lacked the digital tools that office workers take for granted.

Manufacturing organizations struggle with rigid systems that cannot adapt quickly enough to changing business needs. Traditional enterprise software requires lengthy implementation cycles, detailed specifications, and often delivers solutions that are outdated by the time they go live. This inflexibility prevents manufacturers from achieving the continuous improvement and agility necessary to remain competitive in today's rapidly evolving markets. The lack of accessible tools for industrial engineers, quality experts, and process specialists means valuable domain expertise remains locked in spreadsheets and tribal knowledge rather than being captured in scalable digital workflows.

Tulip was founded in 2014 by engineers from MIT Media Lab, including Natan and his co-founder Roni Kubot. The company emerged from a simple but powerful insight: manufacturing needed a no-code, cloud-based platform that would allow frontline operations experts to create custom applications without requiring traditional software development. By giving industrial process engineers, quality teams, and operations managers the ability to digitize their workflows and capture data on their own terms, Tulip enables what Natan calls composable operations, where production systems can be built bottom-up by the people who understand the work best.

Natan Linder discusses why he believes digital transformation is a meaningless term that should be replaced with continuous transformation. He explains how AI is finally becoming useful in operational environments when properly governed and integrated into platforms that understand manufacturing context. The conversation covers composability versus modularity, the importance of empowering frontline workers with first-class technology tools, and why manufacturing competitiveness depends on giving organizations the ability to iterate and improve rapidly rather than waiting months for new software features. 

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Meet Theresa Caragol & Brenda Nobleza

In a special episode of Manufacturing the Future, Theresa Caragol, Founder & CEO of AchieveUnite, shared a powerful insight about the changing landscape of business relationships: "I do fundamentally believe we are entering the era of partners and the organizations that partner the best will be the most successful long term." Brenda Nobleza, VP of Channel Sales at Epicor, reinforced this vision, explaining that "our manufacturing customers, they're not just looking for software, they're looking for solutions, they're looking for partnership, they're looking for a joint investment in their company and their growth." Together, they unpack what it takes to build channel partnerships that truly drive growth in manufacturing.

Manufacturing companies are looking for partners who will align with their strategy and become part of the team taking them to the next level. The old transactional model of channel relationships is giving way to strategic partnerships where vendors, partners, and customers collaborate to solve complex business problems, accelerate digital transformation, and leverage emerging technologies like AI.

AchieveUnite emerged from Theresa's desire to balance global business leadership with family life, evolving from consulting work into a company that now employs a team of experts focused on partner performance and channel consulting. Meanwhile, Epicor is undergoing its own transformation, embracing partners more than ever and creating a culture of team selling across the organization.

In This Episode

Throughout the episode, both leaders emphasize that successful partnerships require cultural alignment, transparency, and mutual investment. They discussed the importance of focusing on business outcomes rather than transactions, the role of AI in partner enablement, and why trust has become an essential currency in modern business. For manufacturing leaders, the message is clear: the ecosystem you build through partnerships can become as strategic an asset as your products themselves. 

Meet Ramji Mani & Jennifer Chew of Bristlecone

Supply chain leaders Ramji Mani, VP of Digital Supply Chain Ecosystem & Executive Board and Jennifer Chew, VP of Solution & Consulting at Bristlecone, bring decades of transformation experience to Manufacturing the Future. "You need to fix your processes to make sure that the processes can support what the business needs and that gets translated into technology," says Mani, highlighting a truth many organizations overlook in their digital transformation journeys.

Bristlecone tackles complex supply chain challenges across diverse industries, from helping a Canadian blood organization deliver life-saving products to ensuring pizza companies have doors ready at every outlet at the cheapest price. Their consultants work at the intersection of people, process, data, and technology to deliver value however clients define it, whether through bottom-line improvements, customer service excellence, or operational efficiency.

Founded in 1998 and headquartered in San Jose, California, Bristlecone emerged with a mission to be the best partner of choice for supply chain transformation. With over 300 completed engagements across more than 20 industry verticals, the company has built expertise in process optimization, change management, and risk resilience while partnering with major solution providers to deliver integrated supply chain, procurement, and analytics solutions.

In this episode, Ramji and Jennifer debunk persistent supply chain myths, from the belief that AI will solve everything to the assumption that existing data quality is sufficient for transformation. They share practical insights on managing tariff challenges, implementing successful AI solutions, diagnosing supply chain red flags, and balancing sustainability initiatives with business objectives while emphasizing the critical importance of change management in achieving lasting transformation success. 

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Meet Justin Brown, Chief Supply Chain Officer at Dollar Shave Club

Justin Brown, Chief Supply Chain Officer at Dollar Shave Club, understands the evolution of direct-to-consumer business models in competitive markets. As he reflects on the company's origins, "We came onto the scene and offered like an eight dollar pack or even obviously in the very early days, dollar razors and you could order them and get them directly shipped to your door, which was incredibly convenient." This approach to market disruption demonstrates how identifying customer pain points can transform entire industries.

Justin tackles the challenge facing direct-to-consumer businesses: balancing growth with profitability in an increasingly crowded marketplace. With average order values around ten dollars and customer acquisition costs reaching seventy to eighty dollars, Dollar Shave Club must continuously optimize operations while expanding into retail channels. This requires innovative approaches to cost management, shipping optimization, and technology implementation that maintain competitive advantages without sacrificing customer experience.

Dollar Shave Club began as a disruptive force in the razor industry, offering affordable alternatives to expensive traditional products through convenient subscription services. Justin has led the transformation from a pure direct-to-consumer model to an omnichannel business serving major retailers. This evolution required building new supply chain capabilities, implementing advanced technologies, and developing resilient operations that could adapt to changing market conditions and global uncertainties.

The episode covers Justin's approach to technology adoption, from AI-powered customer engagement systems to automated shipping rate optimization tools. He shares insights on managing geopolitical risks and offers practical advice on building resilient teams through empathetic leadership and clear communication strategies.

Meta Description

A conversation with Justin Brown of Dollar Shave Club about building resilient omnichannel supply chains while managing global disruptions, implementing AI solutions, and leading teams through crises.

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Meet Prashant Shah, Head of Supply Chain & Operations at SwagUp

Prashant Shah, Head of Supply Chain & Operations at SwagUp, brings a unique perspective to supply chain transformation shaped by his military background and 15 years of corporate experience. As he explains in our conversation, "In the military, through the military experience, I will say the one thing that came out very clearly that logistics means wars. We continue to say that in the military that if we want to win wars, logistics is the way to go. And same thing in business."

The promotional merchandise industry faces significant fragmentation challenges, with companies traditionally working with multiple vendors to source different items like hoodies, mugs, and notebooks. SwagUp addresses this pain point by creating a comprehensive one-stop solution with over 5,000 products available online, handling everything from design and production to warehousing and global fulfillment through their user-friendly platform.

Founded in 2017 and headquartered in New Jersey, SwagUp has grown rapidly by positioning itself as both a promotional company and a technology company, building most of their systems internally. Their mission to "make swag simple" resonated strongly in the market, leading to their acquisition by BDA in 2024, which expanded their reach while maintaining their innovative culture and customer-first approach.

This episode explores Prashant's insights on transforming supply chain operations from traditional cost centers into strategic profit drivers. He discusses his framework for technology implementation, the role of AI in amplifying human judgment rather than replacing it, and shares practical examples of counterintuitive decisions that led to dramatic improvements in operational efficiency and customer satisfaction.  

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Meet Lauren Dunford, CEO & Co-founder of Guidewheel

Lauren Dunford, CEO & Co-founder of Guidewheel, brings a refreshing perspective to manufacturing technology. "The nice thing about Guidewheel from the customers is starting with the simple fast 80/20 and then we can layer on lots of things," she explains, describing how their approach prioritizes immediate value over complex implementations.

Guidewheel addresses a critical challenge in manufacturing: gaining operational visibility without the massive disruption of traditional digitization projects. Many manufacturers struggle with the complexity and cost of connecting diverse equipment across their facilities, often deterred by the "nightmare projects" that involve extensive PLC integration across different makes, models, and ages of machinery. Lauren's company solves this by monitoring the one thing all equipment has in common: electricity consumption.

The company was founded after Lauren's experience of making difficult calls to customers about production delays. This frustration, combined with her Stanford MBA work, led to the development of Guidewheel's innovative sensor technology. The company has evolved from a failed energy management system into a comprehensive factory operations platform, guided entirely by customer feedback and real-world applications.

In This Episode

Guidewheel's Factory Ops platform demonstrates how the right technology approach can simultaneously drive productivity improvements and sustainability goals. By starting with controllable downtime and operational efficiency, manufacturers achieve immediate business value while naturally uncovering opportunities for energy savings and emissions reduction, creating a sustainable flywheel of continuous improvement and environmental benefit.  

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Meet James Butler, SVP & Chief Supply Chain and Corporate Strategy Officer at Brinker International,

"I always tell the team, our vision is to be the world's leading supply chain, restaurant supply chain organization. And that really comes down to five pillars that I've ordered in exactly their level of importance. And the very first one is food safety and quality," says James Butler, SVP & Chief Supply Chain and Corporate Strategy Officer at Brinker International, showcasing his unwavering commitment to excellence in supply chain management.

James addresses one of the most complex challenges in modern business: managing supply chains that must deliver consistent quality across thousands of locations while maintaining the highest food safety standards. Restaurant supply chains face unique pressures, including perishable inventory, multiple daily deliveries, and the need to support rapid growth without compromising operational excellence. His role uniquely combines supply chain operations with corporate strategy, allowing him to align tactical execution with long-term business objectives.

James's journey to Brinker began with a diverse career spanning sales, consulting at Deloitte, and supply chain leadership at major companies including Georgia Pacific and KFC. His experience during the pandemic at KFC, where he navigated product shortages, steep inflation, and changing consumer demands, prepared him for the strategic challenges he faces today. This breadth of experience across industries has given him a unique perspective on creative problem-solving and the importance of building resilient, forward-thinking supply chain operations.

In This Episode

James Butler's leadership philosophy centers on transforming traditional supply chain teams from reactive "firefighters" into proactive "fire preventers." Through his innovative Smokey Bear Award and emphasis on building stronger processes, he demonstrates how strategic thinking can elevate supply chain operations from tactical necessity to competitive advantage, ultimately supporting Brinker's mission to deliver exceptional dining experiences across their global restaurant network.  

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Meet Tyler Madsen, Director of Madsen's Millwork & Custom Cabinets

Tyler Madsen, Director of Madsen's Millwork & Custom Cabinets, exemplifies how traditional craftsmanship can thrive through technological innovation. "If you're not updating your technology, updating your equipment, updating your processes, you're going to be left behind," Tyler explains. "The most important thing here is speed. It's not just quality, it's how rapidly we can pump out quality."

Madsen's Millwork, founded in 1962, specializes in high-end custom woodworking for educational, residential, and commercial spaces, employing 75 skilled craftsmen and producing up to 30% of the region's architectural woodwork. The company needed to maintain its reputation for excellence while adapting to post-pandemic business realities and evolving customer expectations.

Under Tyler's leadership alongside his brother Josh, the company has embraced digital transformation while honoring traditional values. They've implemented sustainable practices like their innovative biomass heating system, which converts wood waste into energy, demonstrating their commitment to both environmental responsibility and operational efficiency.

In This Episode

In this milestone 50th episode, Tyler shares how upgrading from Epicor 905 to Kinetic and implementing AI tools like Prism has revolutionized their operations. From streamlining complex estimating processes to empowering field teams with real-time data access, Madsen's proves that embracing technology enhances rather than replaces traditional craftsmanship, enabling faster delivery without compromising quality. 

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Meet Zeeshan Zia, CEO & Co-founder of Retrocausal

"If the operator is about to put the tip of the soldering iron at the wrong place, the system offers an alert right there and then, helping them reduce that scrap rate from 30% down to 3%," says Zeeshan Zia, CEO & Co-founder of Retrocausal, describing a process his team helped a medical device manufacturing client improve. His story showcases how enterprise partners want AI that understands human activities, not just fancy interfaces.

Retrocausal tackles the forgotten 80 percent of manufacturing jobs still performed by humans while robotics investments focus on the automated 20 percent. Their AI doesn't replace workers — it catches mistakes like double-torquing bolts while missing others entirely, preventing $1,200 endoscopy cameras from hitting trash bins.

Born from Zeeshan's realization that augmented reality hardware wasn't the bottleneck, Retrocausal decoupled AI capabilities from head-mounted displays. The Seattle company now deploys facial blurring and body pixelation so thoroughly that even strict union environments show the least resistance to their tools compared to other process analytics solutions.

In This Episode

Beyond preventing defects, their platform enables production supervisors to perform industrial engineering tasks through simple video uploads — the AI breaks down processes, generates Excel sheets, and suggests line rebalancing. Zeeshan reflects on how manufacturers have shifted from innovation teams driving AI adoption to plant managers and line leaders becoming true believers, largely thanks to ChatGPT educating the broader public on AI's potential.

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Meet Alexandre Georgetti, Director of Global i4.0 Automation Strategy at Eaton

"Don't go for a technology just because it's cool. Go for a technology that is going to address a problem," advises Alexandre Georgetti, Director of Global i4.0 Automation Strategy at Eaton, emphasizing the importance of strategic thinking over technological fascination in automation decisions.

Manufacturing organizations worldwide face increasing pressure to automate processes while maintaining workforce engagement and operational efficiency. The challenge lies in identifying which processes to automate first, ensuring successful human-robot collaboration, and implementing technologies that truly solve business problems rather than just adopting the latest innovations.

Eaton, a global power management company operating in more than 175 countries with over 92,000 employees, leads the charge in smart manufacturing adoption. Under Alexandre's leadership, the company's automation strategy spans approximately 200 sites across diverse business units, from electrical components to aerospace systems. This breadth of operations provides unique insights into successful automation implementation across different cultures and manufacturing environments.

In This Episode
Alexandre shares his expertise on emerging automation technologies, including humanoid robots, collaborative robots with advanced gripping capabilities, and AI-driven learning systems. He emphasizes the importance of maintaining a continuous improvement mindset while implementing automation, and shares practical strategies for ensuring successful human-robot collaboration.

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Meet Gene Marks, Business Keynote Speaker, Author, Columnist, & Business Owner at The Marks Group

"If you're doing business with China, you've got some serious challenges," warns Gene Marks, Business Keynote Speaker, Author, Columnist, & Business Owner at The Marks Group. As a prolific business columnist for publications like The Guardian and Forbes, and the head of his own company, Gene brings decades of experience helping small and mid-sized businesses navigate economic challenges.

Manufacturing companies today face a perfect storm of challenges: shifting tariff policies creating supply chain uncertainty, rapidly evolving AI technologies demanding implementation strategies, and persistent workforce shortages requiring innovative talent acquisition approaches. Gene addresses all three with practical, tactical advice drawn from his network of successful manufacturing clients across the country.

Gene's journey into business advisory began unexpectedly: he was running his CPA firm when he decided to start writing as a creative outlet. His column for the Philadelphia Business Journal, "The Penny Pincher's Almanac," gained popularity and launched his career as a trusted voice for small and mid-sized businesses. This therapeutic writing practice evolved into a second career spanning prestigious publications and speaking engagements where he shares wisdom gleaned from successful manufacturing companies.

In This Episode

In our wide-ranging conversation, Gene provides immediately actionable strategies for manufacturers dealing with tariffs (like utilizing bonded warehouses to defer costs), a practical three-step approach to prepare for AI implementation (clean your data, engage with vendors, create policies), and unexpected advice on talent acquisition (look for service industry workers with great attitudes who can be trained in technical skills). Gene emphasizes that although technology creates tremendous opportunities, success ultimately depends on having the right people to implement it, making talent acquisition and development perhaps the most critical challenge manufacturers face today.  

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Meet Dan Klepack, Chief Supply Chain Officer at DSG Supply

Drawing from his diverse experience across defense, retail, and industrial distribution, Dan Klepack, Chief Supply Chain Officer at DSG Supply, brings a unique perspective to supply chain modernization. From building fighter jets to leading a supply chain, a process is a process and the disciplines transfer seamlessly. Dan explains, “There's a right way to do it and there's a standard operating procedure that needs to be written to do it.” His journey from manually tracking assembly line performance on paper to leveraging advanced ERP systems demonstrates how technology has fundamentally shifted the focus from data collection to problem-solving.

DSG faces the complex challenge of managing diverse product categories across electrical, plumbing, HVAC, and industrial automation sectors while meeting growing customer expectations for supply chain visibility. Unlike competitors who specialize in single categories, DSG's breadth creates unique operational challenges that require sophisticated technology solutions to balance the competing demands of operations teams seeking repeatability and sales teams needing flexibility.

Founded 125 years ago, DSG operates as an employee-owned company with 62 branches spanning from Montana to Michigan, and leverages Epicor distribution solutions across their business. This employee ownership model creates a distinctive culture where every team member has a financial stake in the company's success, fostering collaborative problem-solving and shared accountability in decision-making processes that impact modernization efforts.

In This Episode

Dan explores how industrial distribution is evolving to meet B2B customers' expectations for the same level of supply chain transparency they experience as consumers. He discusses the industry-wide "Where's My Stuff?" initiative, where competitors collaborate to solve visibility challenges, and shares practical advice on preparing organizations culturally for technology adoption while emphasizing that successful modernization requires understanding your business fundamentals before investing in solutions. 

Meet Michael Matisz, Vice President of Supply Chain at Leaf Home

"You have to have a component of quality with all the components of speed," says Michael Matisz, Vice President of Supply Chain at Leaf Home. This philosophy has driven Leaf Home's remarkable transformation from a single-product company to North America's largest home improvement enterprise, serving over 2 million households with solutions from gutter protection to water purification and stair lifts.

The home improvement industry traditionally suffers from lengthy delivery and installation timelines, creating customer frustration and slowing business growth. Michael's team tackled this challenge by developing a revolutionary supply chain model that enables Leaf Home to deliver custom solutions anywhere in the United States within 48 hours, allowing installation within the same business week while competitors might take months to complete similar projects.

Leaf Home's journey began with a simple supply chain for their flagship LeafFilter product, consisting of just 12 SKUs and a few vendors. Michael joined in 2015, and helped establish inventory and supplier management systems that positioned the company for the hypergrowth it would experience during the COVID pandemic. Starting with affordable warehouse and transportation management systems costing just $1,000 annually, the company gradually built more sophisticated operations while maintaining its commitment to rapid customer service.

Michael shares practical wisdom on building resilient supply chains despite economic volatility, treating suppliers as strategic partners rather than just vendors, and balancing inventory positions across a hub-and-spoke distribution network. His engineering background provides a unique perspective on understanding supplier operations, while his retail experience from Joann Stores equipped him to manage exponential SKU growth. He also offers valuable insights on forecasting, sustainability initiatives, and creating supply chains flexible enough to navigate everything from seasonal fluctuations to unexpected tariff changes and interest rate impacts.

Meta Description

A conversation with Michael Matisz of Leaf Home about how he built a nationwide supply chain network that delivers custom home improvement solutions within 48 hours, fueling the company's transformation into North America's largest home improvement enterprise.

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Meet Jeremy Codiroli

"I tell everybody I want to hire on my team that you need to love chaos," says Jeremy Codiroli, VP of Global Supply Chain at AVI-SPL, highlighting his leadership philosophy that has transformed the company's supply chain operations. This embracing of chaos, rather than trying to eliminate it, has become a competitive advantage as his team navigates the complexities of global supply chain management.

AVI-SPL faced significant challenges as a global audio-visual integration company with no dedicated supply chain team. The audio-visual industry traditionally lacked supply chain maturity, with each office handling logistics independently. This fragmented approach created inefficiencies, inconsistencies, and missed opportunities for cost savings and customer satisfaction. Additionally, as the last contractors on job sites, they faced unique scheduling pressures and the risk of technology obsolescence with expensive inventory.

Founded in 1979 and headquartered in Tampa, Florida, AVI-SPL has grown to become the world's largest audio-visual and unified communications integrator, serving 80% of Fortune 100 companies globally. Jeremy joined the company during an acquisition and initially focused on process improvement before recognizing the critical need for dedicated supply chain management. What began as a one-person initiative has rapidly expanded to a global team of over 100 professionals in just 18 months, delivering significant business impact.

In this episode, Jeremy shares how his team is leveraging cutting-edge technologies like AI, including a specialized chatbot for international trade decisions and advanced logistics planning systems. He emphasizes the importance of embracing chaos rather than trying to eliminate it, using data to drive every decision, and maintaining a customer-centric approach that passes cost savings directly to clients. Jeremy also discusses their impressive sustainability initiatives, including a 10% reduction in fleet fuel usage and an innovative "hyper-localized" e-waste program. Throughout the conversation, his passion for creating an "elite supply chain" shines through, demonstrating how supply chain excellence can drive competitive advantage in any industry. 

Meta Description

A conversation with Jeremy Codiroli of AVI-SPL about how he built a data-driven global supply chain organization that embraces chaos, leverages AI innovations, and maintains a customer-centric approach to deliver competitive advantages in the audio-visual integration industry.

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Meet Mohamed El Shami, CSCO at Garlock Flexibles

"I feel supply chain is like the brain of the operations," Mohamed El Shami, CSCO at Garlock Flexibles. With a background spanning chemical engineering, sales, R&D, and operations, Shami brings a comprehensive perspective to the packaging industry that he describes as "the Switzerland of packaging" — where technical expertise meets operational strategy.

The flexible packaging industry faces significant challenges in balancing sustainability with performance requirements. As consumer demands shift toward more environmentally friendly options, manufacturers must innovate with materials like mono-layers, reduced gauging, and post-consumer-recycled content while ensuring products remain functional. For produce packaging specifically, maintaining freshness for perishable items becomes an additional complexity that impacts every aspect of the supply chain.

Garlock Flexibles has built its reputation over nearly 40 years as a leader in the packaging industry, with a particular strength in the produce market where they supply approximately 60% of salad kits and fresh-cut vegetables in the US. With manufacturing sites in Massachusetts and Nevada, the company has evolved from a family-owned business to their current position under private equity ownership. Their journey reflects the larger transformation of manufacturing in America, balancing domestic production capabilities with global supply chain realities.

In This Episode

In this episode, Shami explores how Garlock navigates post-pandemic supply chain disruptions through diversified supplier relationships, implements sustainability initiatives without compromising product integrity, and prepares for emerging technologies like AI-supported equipment. He emphasizes that successful supply chain management requires understanding the entire product lifecycle, from raw materials to consumer experience, while maintaining profitability for both Garlock and their partners. His insights provide valuable guidance for manufacturing leaders facing similar challenges in an increasingly complex global marketplace.

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Meet Michael Krachon, President of Theragenics Interventional

"The manufacturing process itself is challenging because there are really three distinct aspects of it," shares Michael Krachon, President of Theragenics Interventional, in our latest Manufacturing the Future episode. "We have to make the radioisotope itself, then put it into the seeds, and then put the seeds into custom configurations for each patient." This insights-packed conversation reveals the incredible precision required when manufacturing devices smaller than a grain of rice that save lives.

Theragenics tackles a manufacturing challenge like no other: creating medical devices that are tiny, radioactive, and perishable. These brachytherapy seeds, used primarily for cancer treatment, must be manufactured with absolute precision because they'll be implanted directly into patients. The complexity is staggering: managing radiation safety, tracking invisible materials, ensuring perfect quality in something the size of a grain of rice, and dealing with a product that has a limited useful life due to radioactive decay.

Founded over forty years ago, Theragenics has grown into a global manufacturer with one of the country's largest "cyclotron farms" — specialized equipment that creates the radioactive isotopes used in their products. Through multiple acquisitions, including Needle Tech, Galt Medical, and Aerotech, they've diversified their capabilities while maintaining their focus on life-saving medical technology. Over their history, they've manufactured more than 21 million seeds, a massive production volume that, as Michael notes with wonder, "would all fit in almost a cigar box."

In This Episode

In this fascinating conversation, Michael takes listeners behind the scenes of this highly specialized manufacturing operation. From the stringent radiation safety protocols that protect workers to the challenges of supply chain management for components measured in fractions of millimeters, the episode reveals manufacturing excellence at its most precise. Michael also discusses how emerging technologies like AI, targeted robotics, and 3D printing are opening new possibilities for Theragenics while they maintain the extraordinary quality standards necessary when manufacturing devices that patients' lives depend on. It's a rare glimpse into a manufacturing environment where there's no room for error — because getting it right means saving lives.

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Meet Lisa Pope, recently retired President and Chief Revenue Officer at Epicor

"I think honestly the number one thing is to be client centric at all costs," says Lisa Pope, recently retired President and Chief Revenue Officer at Epicor, encapsulating the mentorship philosophy that has defined her remarkable 40-year career in software technology. Throughout leadership roles at industry giants including NCR, Oracle, QAD, Infor, and ultimately Epicor, Lisa has cultivated a leadership approach centered on empowering teams and maintaining unwavering customer focus.

Today's technology leaders face unprecedented challenges in navigating digital transformation, particularly as artificial intelligence emerges as what Lisa calls the third wave of ERP evolution. After the Y2K and cloud computing revolutions, AI represents a critical inflection point where software providers must seamlessly integrate this technology into their core systems rather than treating it as an add-on. Companies failing to embrace this change risk falling behind competitors who leverage AI to enhance decision-making and operational efficiency.

Lisa's career journey began unexpectedly when Triad Systems (later acquired by Epicor) recruited her after college, initially placing her in customer-facing roles that instilled a deep appreciation for client perspectives. This foundation guided her through multiple leadership positions across the industry, eventually bringing her full circle to Epicor where she helped drive the company's transformation into a billion-dollar cloud technology leader. Under her leadership, Epicor evolved from reactive customer relationships to deep collaborative partnerships, while simultaneously achieving double-digit revenue growth.

In This Episode

Lisa shares invaluable insights on strategic career planning, including the importance of thoughtful job transitions, the value of lateral moves for gaining broader experience, and practical advice for retirement planning. She discusses how mentorship and building diverse professional networks can accelerate career development, while emphasizing that the most sustainable path to organizational success lies in unwavering customer-centricity. For technology leaders navigating today's rapidly evolving landscape, Lisa's experience offers both practical guidance and inspirational perspectives on creating meaningful impact.  

For more discussion about the future of AI in ERP, check out Arturo Buzzalino, Epicor Chief Innovation Officer, on the SourceForge podcast.

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Meet Alexej Kinderknecht, President & Technical Director of MRU Instruments

"Support is what we learned over the last couple of years," reflects Alexej Kinderknecht, President & Technical Director of MRU Instruments, emphasizing how technical innovation must be matched with exceptional customer service to truly transform manufacturing efficiency.

In today's manufacturing landscape, companies face the dual challenge of optimizing their operations while meeting increasingly stringent environmental requirements. This intersection of efficiency and environmental responsibility demands precise, reliable emissions monitoring solutions that can deliver accurate data while being robust enough to handle the harsh conditions of industrial environments.

Alex's journey with MRU Instruments spans over 16 years, starting as an intern in manufacturing before moving through R&D and service roles. His path to leadership was driven by a passion for efficiency and continuous improvement, eventually leading him to oversee US operations where he combines technical expertise with a deep understanding of customer needs.

In This Episode

The episode explores how precision-engineered analyzers are revolutionizing everything from home heating efficiency to industrial-scale emissions monitoring. Alex shares insights on balancing innovation with practical implementation, the critical importance of customer support in technical solutions, and why accuracy in emissions monitoring directly impacts both environmental compliance and operational costs. His perspective highlights how the right combination of technical excellence and customer support can transform environmental requirements from mere compliance issues into opportunities for significant cost savings and operational improvements.

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Meet Srinivas Suresh

"When you're working on new technology, none of these product and manufacturing processes exist. Getting to build, identify, and create those supply chains, and that's the best part of my job," reflects Srinivas Suresh, Supply Chain Lead at Joby Aviation, capturing the excitement driving innovation in manufacturing today.

The challenge of building supply chains for cutting-edge technologies is becoming increasingly complex as manufacturers push the boundaries of what's possible. From electric vehicles to commercial drones, and now revolutionary ridesharing aircraft, supply chain leaders must create entirely new processes while ensuring reliability and scalability.

Suresh's journey to Joby Aviation spans multiple innovative industries. After moving from India to Dubai and then to the United States for higher education, he built his career across procurement, supply chain, and manufacturing operations at companies including Tesla, Impossible Aerospace, and Apple. This diverse experience gave him unique insights into scaling production from prototype to full-scale manufacturing.

In This Episode

This episode explores how data intelligence is transforming supply chain management, the importance of building adaptable and resilient strategies, and the future impact of AI and robotics on manufacturing. Suresh shares valuable perspectives on sustainability, supply chain disruption management, and the exciting potential of electric aircraft to revolutionize transportation — from short urban hops between San Francisco and San Jose to eventual cross-continental travel. 

Meet Jim Crawford

"What's better and more honorable than protecting the ideas of the United States of America?" reflects Jim Crawford, President and CEO of Threat Tec, capturing the passion that drives his unique approach to manufacturing innovation. In our latest episode of Manufacturing the Future, Jim shares how his journey from Army infantryman to defense technology leader has shaped his perspective on manufacturing's crucial role in national security.

Manufacturing capabilities in the United States have increasingly moved offshore, creating strategic vulnerabilities in our ability to respond to critical needs. Threat Tec addresses this challenge by combining advanced manufacturing capabilities with strategic defense expertise, developing solutions that range from Hollywood props to mission-critical military systems.

Crawford's path to founding Threat Tec was unexpected. After serving as an Army infantryman, he spent 20 years in commercial industrial construction before the 2007 downturn led him to government contracting. This transition allowed him to merge his military experience with manufacturing expertise, creating an organization that excels in threat emulation, wargaming, data visualization, and mission engineering.

In This Episode

The episode explores how military strategic thinking can transform manufacturing leadership, the importance of collective innovation through design thinking, and the game-changing potential of emerging technologies like AI and AR/VR in manufacturing. Jim also shares valuable insights on cybersecurity, mobile manufacturing solutions, and the critical need to rebuild America's manufacturing capabilities to ensure technological independence and national security. 

Meet Josh Roberts, Regional VP of Sales at Epicor

“We have to invest in these robots to keep up with the demand. There's not enough people. And even if we did hire them, training them has become a challenge because we haven't been able to document our processes, our procedures, and have a standard training mechanism to onboard people.” Our very own Josh Roberts, Regional VP of Sales at Epicor, shared this quote from a customer’s story. What he found wasn't a story of automation replacing jobs, but rather one of transformation — a shop floor where robots handle the welding while former welders learn to program and manage the automation systems.

The conversation highlights how manufacturers are finding success by focusing on fundamentals. In another example story, a Twin Cities manufacturer worked with Josh to unlock capabilities they already had but weren't utilizing. Through a simple training session, they discovered features that transformed their inventory management processes.

Epicor was founded with a mission to partner with the world’s hardest-working businesses, providing them with the technology solutions needed to succeed. Over the years, we’ve evolved from a traditional software provider to a leader in business technology, serving over 23,000 customers worldwide. Josh’s journey at Epicor reflects this evolution; starting as a business development representative, he has spent over 15 years learning the intricacies of manufacturing and technology, ultimately rising to a leadership role where he drives innovation and customer success.

Kerrie speaks with Josh Roberts about the critical intersection of technology and workforce development in manufacturing. They explore how companies can leverage automation and AI to address labor shortages while emphasizing the importance of reskilling employees. Tune in to gain valuable insights into the future of manufacturing and the role of technology in shaping a more efficient and competitive industry. 

Meet Kevin Thompson, Leadership Coach at Cambridge Air Solutions

“Don’t lead if you can’t love,” says Kevin Thompson, Leadership Coach at Cambridge Air Solutions. True leadership is about enriching the lives of employees and fostering a culture of care and respect. By prioritizing people over profits, leaders can create an engaged workforce that drives success.

Kevin highlights the disconnect often found in traditional leadership models, which tend to prioritize management over genuine human connection. Many organizations struggle with low employee engagement, high turnover rates, and a lack of innovation. Kevin believes that by shifting to a people-centric approach, companies can build stronger relationships with their employees, vendors, and customers. This transformation not only enhances workplace morale but also leads to improved productivity and even profitability.

Cambridge Air Solutions was founded over 60 years ago as a second-generation family-owned business. The company is committed to creating better indoor environments through innovative heating and cooling solutions. Over the years, they have invested heavily in research and development, leading to the creation of energy-efficient products that benefit over 37,000 installations. Their journey reflects a dedication to continuous improvement and a strong focus on the people who make their success possible.

In This Episode

In this episode, Kerrie and Kevin dive into the importance of a people-first mindset in leadership. They explore practical strategies for fostering a culture of trust and collaboration, the role of vulnerability in leadership, and how these principles can lead to lasting organizational success. Tune in to discover how embracing a people-centric approach can revolutionize your leadership style and transform your organization! 

Meet Christopher Seifert, Founder of Enabling Empowerment

"The simplest trick is to stop telling people what to do,” says Christopher Seifert, Founder of Enabling Empowerment. Even when leaders don’t want to become micromanagers, sometimes they end up in the doom loop that leads them straight there. But there’s a solution — empowering teams to take ownership of their decisions rather than relying on top-down directives. 

The pervasive issue of micromanagement in organizations not only stifles creativity and initiative but also leads to disengagement among employees. As Christopher points out, the human brain is not naturally wired to make decisions in complex, uncertain environments, and many professionals lack formal training in decision-making processes. This gap creates a significant barrier to effective leadership and team performance.

Christopher's journey began in the U.S. Navy, where he learned the importance of empowering individuals to understand their roles in high-stakes environments. After transitioning to the civilian workforce, he applied these lessons in various leadership roles within manufacturing. Recognizing the need for a structured approach to decision-making, he founded Enabling Empowerment to help leaders transform their teams into independent, high-performing units.

In this episode, Christopher shares his insights on breaking free from micromanagement, the importance of empowering teams, and practical strategies for fostering a culture of accountability. Tune in to discover how you can enhance decision-making within your organization and drive meaningful change.

Meet David R. Brousell, VP & Executive Director of the Manufacturing Leadership Council

In the latest episode of Manufacturing the Future, I speak with David R. Brousell, VP & Executive Director of the Manufacturing Leadership Council. David shares profound insights on the ongoing digital transformation in the manufacturing sector, stating, “What I think we've learned over the years is this is indeed the challenge and the opportunity before manufacturing companies. If they can take the evolving set of advanced technologies, leverage them, change their organizations, their cultures, and have the right kind of leadership in their organizations that adopt a digital-first mentality, they can progress, they can achieve new competitive advantages, they can really transform and reinvent manufacturing in their companies.” This quote encapsulates the essence of the challenges and opportunities that manufacturers face today.

The manufacturing industry is at a crossroads, grappling with rapid technological advancements and the need for cultural shifts within organizations. Many companies struggle to keep pace with the evolving landscape, often underestimating the importance of leadership and change management in their digital transformation journeys. David emphasizes that without a digital-first mentality and the right leadership, even the most advanced technologies will not yield the desired results. The challenge lies not just in adopting new tools but in fostering an environment that embraces change.

The Manufacturing Leadership Council was founded to address these challenges head-on. David recounts how the organization began as a response to the need for ongoing dialogue among manufacturing leaders about the convergence of IT and operational technologies. Over the years, it has evolved into a vital resource for manufacturers seeking to navigate the complexities of digital transformation, providing insights, research, and a platform for collaboration.

Kerrie and David explore the critical issues facing the manufacturing sector today, from leadership to technology adoption. David offers valuable insights on how to effectively drive change and innovation in your organization, ensuring a competitive edge in the ever-evolving manufacturing landscape.  

Meet Kiva Allgood and Jennelle McGrath

In our latest special episode of Manufacturing the Future, Kerrie chats with Kiva Allgood, Head of Centre for Advanced Manufacturing & Supply Chains, World Economic Forum, and Jennelle McGrath, CEO & Inbound Sales and Marketing Agency Partner, Market Veep. They dive deep on how effective communication and transparency can enhance workplace morale and productivity in the manufacturing sector.

The manufacturing industry faces significant challenges, particularly in workforce engagement and morale. A recent report highlighted a disconnect between management and frontline workers, with only 45% of workers reporting high morale compared to 57% of managers. This gap often leads to increased stress and operational pressures, making it crucial for leaders to implement strategies that foster a more inclusive and communicative work environment. By addressing these issues, companies can improve employee satisfaction, reduce turnover, and enhance overall productivity.

Market Veep was founded with a mission to help manufacturing companies expand their market share and modernize their sales processes, after Jennelle recognized the need for specialized marketing solutions tailored to the unique challenges of the manufacturing sector. Over the years, Market Veep has grown into a trusted partner for numerous organizations, earning accolades such as HubSpot Diamond Certified Partner and Inc. Best Workplaces.  

The World Economic Forum (WEF) is a renowned international organization dedicated to fostering public-private cooperation to address global challenges. Founded in 1971, the WEF has evolved into a platform where leaders from business, government, and civil society come together to discuss pressing issues and drive positive change. Through its commitment to inclusivity and dialogue, the WEF plays a pivotal role in shaping the future of work and manufacturing on a global scale. 

In this episode, Kerrie Jordan engages with Jennelle and Kiva to explore the future of work in manufacturing. They discuss the importance of transparency, the role of technology in empowering workers, and strategies for fostering a collaborative workplace culture. Our two guests also offer valuable insights on navigating the challenges of the manufacturing industry and the transformative power of effective communication and upskilling. 

Meet Luke Hampton, Head of Supply Chain at the Society of Motor Manufacturers and Traders

In our special episode of Manufacturing the Future: Supply Chain Insights, Luke Hampton, Head of Supply Chain at the Society of Motor Manufacturers and Traders (SMMT), shared a powerful insight: “The future is not certain,” he says, referring to the pressing need for unity among automotive stakeholders as they face unprecedented changes in technology, regulation, and consumer demand. 

“Trade associations as an organization type are really fantastic to work with in that space because they provide you with that touch point, that regular opportunity to engage with the rest of the industry, to hear what the latest is, to understand what that future may look like.”

The automotive industry is currently grappling with a seismic shift toward EVs and digital transformation. As companies strive to meet new regulatory mandates, such as the zero-emission vehicle targets, they face significant challenges in adapting their supply chains and production processes. Additionally, the lingering effects of Brexit and the COVID-19 pandemic have disrupted traditional operations, leading to increased costs and uncertainty. Luke and the SMMT are dedicated to providing guidance and support to manufacturers, helping them navigate these complexities and seize opportunities for innovation and growth.

Founded in 1902, the Society of Motor Manufacturers and Traders (SMMT) has evolved alongside the automotive industry, serving as a vital trade association for UK manufacturers. Over the years, SMMT has played a crucial role in advocating for the sector, providing market intelligence, and facilitating collaboration among stakeholders. Luke Hampton's leadership has been instrumental in steering key initiatives, including research on Brexit implications and the launch of programs to support the industry post-COVID. The organization continues to adapt and respond to the changing landscape, ensuring its members are well-equipped for the future.

In this special episode of Manufacturing the Future: Supply Chain Insights, Kerry speaks with Luke Hampton about the transformative changes facing the automotive industry. They discuss the impact of digital technologies, including the role of AI and data analytics in enhancing supply chain efficiency. Additionally, he discusses the necessity of collaboration among industry stakeholders and regulatory bodies to achieve sustainability goals and navigate the evolving landscape of the automotive sector. Luke shares insights on how SMMT is helping members navigate the transition to EVs and overcome the challenges posed by recent global events. 

Meet Kiva Allgood, Head of Centre for Advanced Manufacturing and Supply Chains

In the latest episode of the Manufacturing the Future podcast, Kiva Allgood, Head of the Centre for Advanced Manufacturing and Supply Chains at the World Economic Forum, shared some profound insights on the future of manufacturing and supply chain management. "People have to be part of the journey. We've learned that scaling technology and avoiding 'pilot purgatory' is 100% dependent on classical change management," Kiva says. 

One of the critical issues Kiva is addressing is the challenge of integrating new technologies like AI into existing supply chains effectively. Many companies struggle with identifying the right problems to solve and end up in that "pilot purgatory," where pilot projects never scale into full-blown solutions. Kiva stresses the importance of involving people in this journey, ensuring that technological advancements are aligned with the workforce's needs and capabilities. By focusing on key pain points and facilitating dialogue around them, Kiva helps organizations navigate these complexities and achieve meaningful transformations.

The World Economic Forum, where Kiva leads the Center for Advanced Manufacturing and Supply Chains, has a storied history of fostering global collaboration to tackle some of the world's most pressing issues. Founded in 1971 by Professor Klaus Schwab, the Forum has grown into a pivotal platform for leaders from various sectors to collaborate on solutions that improve the state of the world. Kiva’s journey with the Forum began after a 30-year career in industry, when she decided to go back to academia to gain new insights and perspectives, ultimately leading her to this influential role.

In This Episode

In this episode, Kiva explores the nuances of digital transformation in manufacturing. She discusses the importance of integrating AI to enhance decision-making processes and create more adaptive supply chains. Kiva shares valuable strategies for identifying the right problems to solve and highlights the significance of involving the workforce to avoid common pitfalls. Whether you're a business leader looking to modernize your operations or an entrepreneur entering the manufacturing sector, this episode offers invaluable insights into navigating the digital landscape.

Meet Cameron Piron, President & Co-founder at Synaptive Medical

“We really are 24/7, and surgeries are happening 24 hours a day in all regions, so we need to be on all the time in all regions with many different functions of the company. 

“So the synergy between the different electronic systems is really essential for us getting those right data points and making sure they're flowing up to management so that we can really track the important metrics for the company and really making sure those are linked all the way to our corporate goals and objectives that we check in on.”

As Co-founder and President, Cameron Piron wants to make sure Synaptive Medical is tackling one of the most pressing issues in the medical field today: improving surgical outcomes and patient care. With surgeries becoming increasingly complex, the margin for error is slim. Traditional methods often fall short in providing the precision and reliability required for modern medical procedures. Cameron and his team are leveraging AI and comprehensive data collection to enhance the accuracy and efficiency of surgical practices, ensuring better outcomes for patients and healthcare providers alike.

In this insightful episode, Cameron discusses Synaptive Medical's transformative role in the healthcare industry. He also describes how their innovative solutions are not just about creating images but generating quantitative data that can be consistently relied upon. He touches on the importance of maintaining a culture of relentless innovation and the challenges of scaling a rapidly growing company. This conversation offers a deep dive into how Synaptive Medical is setting new benchmarks in the medtech industry, making a significant impact on surgical precision and patient outcomes.

Meet Dean Bartles, PhD, President and CEO, Manufacturing Technology Deployment Group

"I wanted to figure out how we could help small and medium-sized manufacturers. That eventually led me to the job I've taken now."  

Dean Bartles, PhD is addressing one of the most pressing issues in the manufacturing industry today: the struggle of small- and medium-sized enterprises (SMEs) to stay competitive in a rapidly evolving technological landscape. While larger corporations have the resources to easily adopt new manufacturing technologies and processes, SMEs often find themselves lagging behind due to limited resources and expertise. Dr. Bartles' work aims to bridge this gap by providing these smaller manufacturers with the tools, knowledge, and support they need to thrive. By focusing on applied research and technology deployment, his initiatives help SMEs integrate advanced manufacturing methods, making them more efficient and competitive.

The Manufacturing Technology Deployment Group (MTDG), where Dr. Bartles currently serves as President and CEO, was born out of a need to support manufacturing innovation and technology adoption. Dr. Bartles' extensive background, including 30 years at General Dynamics Corporation in various global manufacturing leadership roles, uniquely positioned him to understand the challenges faced by the industry. MTDG now serves as a holding company for the National Center for Defense Manufacturing and Machining and Advanced Manufacturing International, focusing on applied research and the practical deployment of manufacturing technologies. 

In our latest podcast episode, Dr. Bartles, an industry veteran with a wealth of knowledge in manufacturing and technology management, shares his journey from a 30-year career at General Dynamics Corporation to his current role at the Manufacturing Technology Deployment Group. He dives into the challenges and opportunities faced by small- and medium-sized manufacturers, highlighting the critical role of technology in leveling the playing field. Dr. Bartles also discussed the importance of education and continuous learning, offering valuable advice for both students and professionals looking to advance their careers. 

Meet Anupam Agrawal, PhD, Associate Professor at Texas A&M University's Mays Business School

"At the end of it, we should have good people coming out of our universities who are trained better to solve problems and make lives better for other people."

Anupam Agrawal, PhD, Associate Professor at Texas A&M University's Mays Business School, addresses a significant challenge in the manufacturing industry: the integration of new technologies and digital processes. As industries move forward, traditional methods are becoming obsolete, and the need for digital transformation is paramount. Dr. Agrawal highlights the complexities involved in this transition, such as data acquisition, cybersecurity, and the seamless integration of new technologies into existing systems. By focusing on these challenges, he aims to ensure that companies can navigate the digital age effectively, maintaining competitiveness and driving innovation. As an academic, he also wants to ensure that the next generation of manufacturers is as prepared as possible to enter the field and succeed.

The journey of Dr. Agrawal and his work at Texas A&M University began with a strong foundation in academia and a passion for supply chain management and operations. Over the years, he has built a reputation as a highly respected teacher and researcher, contributing significantly to the field. This journey has been marked by a commitment to bridging the gap between academic theory and practical application in the industry.

In our latest episode of the Manufacturing the Future podcast, Dr. Agrawal offers a deep dive into the future of manufacturing and digital transformation. He shares his expertise on the importance of digitalization, the challenges of adopting new technologies, and the necessity of close collaboration between academia and industry. By breaking down complex concepts and providing actionable insights, Dr. Agrawal equips listeners with the knowledge needed to navigate the evolving landscape of manufacturing.

Meet Ira Moskowitz, CEO, Advanced Robotics for Manufacturing Institute

“If we offshore manufacturing, we offshore our manufacturing innovation, and therefore, we offshore a lot of our design innovation as well. And then, of course, the COVID pandemic showed us what happens when your supply chains get tight because they are overseas, and they're not domestic, and you lose control.”

As the CEO of The Advanced Robotics for Manufacturing Institute, also known as the ARM Institute, Ira Moskowitz has learned how manufacturing and innovation are heavily intertwined. Although it might have previously made sense to offshore the task of manufacturing, with ever-expanding globalization, technological advances, and sustainability efforts, it has become clear that has changed. In fact, manufacturing needs more innovation than ever before. Ira and the rest of the members of the ARM Institute would say that robotics is an excellent place to start.

The ARM Institute is a leader in the Manufacturing USA Network and is revolutionizing the future of manufacturing by integrating people with robotics to tackle national challenges and to create great products. Each of the 17 members of the Network focuses on a different discipline, but all have the same mission. This mission is to accelerate both the development and the adoption of advanced manufacturing technologies across the country and train the workforce in those technologies. For the ARM Institute, that means robotics and automation and, increasingly, artificial intelligence as applied to robotics.

In this episode of the Manufacturing the Future podcast, we interview Ira Moskowitz, CEO of the ARM Institute, who talks about how they are helping to make robotics more accessible to businesses of all sizes. Ira also touches on the importance of fostering education in robotics, sharing inspiring success stories and emphasizing the rewarding nature of a career in this field.

Deborah Wince-Smith, President and CEO of the United States Council on Competitiveness, has made it her life’s work to foster partnerships in driving the future of manufacturing, restore the dignity of work, and ensure the United States maintains its competitive edge. 

The Council on Competitiveness is a leadership organization that includes CEOs, university presidents, labor leaders, and directors of national laboratories. With over 20 years as a senior official in the US government, Deborah was the first senate-confirmed Assistant Secretary for Technology Policy at the Department of Commerce and Assistant Director for International Affairs for the Reagan administration.

On our recent episode of the Manufacturing the Future podcast, Deborah, who is also the president of the Global Federation of Competitiveness Councils, talks about the frontiers of advanced manufacturing, emphasizing its impact on national security. She highlights the integration of digital technologies in traditional manufacturing processes and discusses the challenges and opportunities facing the industry today, including talent shortages. 

National Council on Competitiveness website

Meet Rick Oppedisano, Founder and CEO of Delta Bravo AI

“In the case of AI, it's making someone make better decisions faster. How do we take that training cycle from six months to a day? How do we take the impact of attrition at that job level from hurtful to minimal? How do we create joy in that job and fulfillment and make that person feel like they're a bigger part of the team, faster, by doing things correctly the first time. And then lastly, how do you scale that?”

Rick Oppedisano, Founder and CEO of Delta Bravo AI, has built an AI platform that allows manufacturing companies to answer those very questions. Using their client’s company data, Delta Bravo can help quickly understand the influencing factors on a production outcome. For example, they built an AI engine that predicts a production run and tells their operators in real time how and where to adjust certain set points, allowing them to produce a higher-quality product with less steel scrap. This sort of time- and material-saving information can save a company millions of dollars over just a year or two.

In This Episode

In our recent episode of Manufacturing the Future podcast, Rick speaks about Delta Bravo’s impact on manufacturing and gleans other fascinating insights into AI’s role in the industry, including how it can help a company improve quality, reduce waste, and enhance workforce training with the end result of lessening costs and increasing profits.

In this special episode of Manufacturing the Future podcast, Kerrie hosts a roundtable discussion about Epicor's second-annual Voice of Essential Manufacturing Workers report. 

Together with Marc Weinmann, owner of VEM Tooling and Arturo Buzzalino Vice President of Products, Innovation, and Design at Epicor, Kerrie explores the day-to-day work, upskilling and new skill sets, technology and modernization in the workplace, and the outlook on manufacturing work to gain a deeper understanding of those who make our industry thrive. 

In today's chapter, Kerrie, Marc, and Arturo dive deep into the technologies poised to transform the daily work of manufacturing workers. Here are a few key takeaways:

Resources

In this special episode of Manufacturing the Future podcast, Kerrie hosts a roundtable discussion about Epicor's second-annual Voice of Essential Manufacturing Workers report. 

Together with Marc Weinmann, owner of VEM Tooling and Arturo Buzzalino Vice President of Products, Innovation, and Design at Epicor, Kerrie explores the day-to-day work, new skill sets, technology and modernization in the workplace, and the outlook on manufacturing work to gain a deeper understanding of those who make our industry thrive. 

In today's chapter, Kerrie, Marc, and Arturo examine the challenges and necessity of upskilling in a busy corporate environment. They emphasize the importance of making continuous learning a priority to keep pace with industry demands and to retain valuable talent.

Topics discussed:

Resources

In this special episode of Manufacturing the Future podcast, Kerrie hosts a roundtable discussion about Epicor's second-annual Voice of Essential Manufacturing Workers report. 

Together with Marc Weinmann, owner of VEM Tooling and Arturo Buzzalino Vice President of Products, Innovation, and Design at Epicor, Kerrie explores the day-to-day work, upskilling and new skill sets, technology and modernization in the workplace, and the outlook on manufacturing work to gain a deeper understanding of those who make our industry thrive. 

This episode will be broken up into three chapters that will feature the key topics of the discussion. In today's chapter, Kerrie, Marc, and Arturo dive into what their workers’ day-to-day experience looks like and how Marc and Arturo see the outlook of manufacturing. 

Chapter 1: A Worker’s Day-to-Day and the Outlook of Manufacturing

Chapter 2: The Impact of Tech and AI on Communication & Upskilling

Chapter 3: Modernization and Technology

"Most immediately before coming to IDC, I helped provide research and background for CFOs,” says Lynne Schneider, Research Director, Location and Geospatial Intelligence, DaaS and Data Marketplaces at IDC. "CFOs, we think of them as having all the financial numbers, but I think that ambitious and interested CFOs want to go beyond that … and so when there was this opportunity at IDC to look at data really broadly, I was just really excited by that. I'm kind of a data nerd at heart."

International Data Corporation, or IDC, is a premier global provider of market intelligence, advisory services, and events for the information technology, telecommunications, and consumer technology markets. IDC has been providing strategic insights for more than 50 years. It has solidified its position as a trusted source of strategic insights for organizations looking to navigate the ever-evolving landscape of technology and innovation. 

Still, despite its well-earned wisdom, IDC faces the challenge of nimbly adapting alongside the rapid pace of technological advancements. As data has gotten more and more valuable, so has the complexity of protecting it while keeping it appropriately accessible. 

In this episode, Lynne discusses how IDC helps clients stay on top of the data trends and understand the data they have so that they can better leverage it, whether it’s to bring more value to their business or join the data marketplace. 

Meet Adam Bartlett, Data Systems Manager at Arnold Lumber Company

"My direct boss, the COO of Arnold Lumber, Matt Semonik, says I'm often the man behind the curtain. I make things happen," says Adam Bartlett, Data Systems Manager at Arnold Lumber Company. "I tell my team that our job is to make other employees' jobs easier, as easy as we possibly can, and to develop the tools, give them the tools, buy the tools, whatever we need to do to make their jobs easier. So I do a lot of things like report writing, business intelligence. I solve business problems. They have a problem. They come to me. Do we have the tools? Yes. No. Let's get the tools. Let's find a solution. A lot of brainstorming, a lot of teamwork, a lot of data wrangling and managing. But it's fun. I enjoy it. I enjoy coming to work."

Arnold Lumber Company has grown from a small wood lot in North Kingstown, RI to a full service supplier with locations across the state. They serve the broader New England area with a wide range of building materials, hardware, cabinetry design services, contractor referral services, and much more. Arnold Lumber Company has everything their customers might need to bring their visions to life.

However, running the tight, employee-friendly and customer-first business they are today hasn't always been so smooth. Although it was an adjustment period, when Arnold Lumber embraced technology, specifically BisTrack, in 2015, it has ultimately helped them grow and improve. 

How can technology be a game-changer for everything from less paperwork to better scheduling for both customers and employees? Listen to our conversation with Adam Bartlett to hear all about Arnold Lumber Company's journey with not only embracing technology, but using it to succeed.

As with any business, expansion is overall a good thing--but it does come with its challenges. PureCycle has worked to strike a balance between keeping costs low via making their processes more efficient and using materials that are cheaper and expanding to new locations and working with new partners. 

Dustin also describes how having a "culture of bias to action" allows PureCycle to make decisions quickly and by extension lean into new technologies. Aside from its main values of innovation, sustainability, and recycling, PureCycle focuses on being as digital as possible.

Listen to Dustin Olson talk about PureCycle's culture of bias to action, staying connected to technology, focusing on sustainability, and more.

Episode summary 

Dustin Olson believes that PureCycle's mission is to innovate how polypropylene plastic is the future of sustainability. "At the end of the day, it's not marketing, it's not shows, it's not promise. It's just boots on the ground manufacturing excellence that gets it done." By focusing on technology, listening to people within the company, and celebrating even the small wins, PureCycle is proving him right. 

In our latest podcast episode, Dustin talks about the challenges that recycling faces as a whole and how PureCycle addresses those challenges in a unique, sustainable way. According to Dustin, people and companies generally want to recycle and commit to being more sustainable, but it's often difficult due to cost, inconvenience, or both. 

PureCycle's process takes plastic that might otherwise end up in a landfill, washes it to a pure and more versatile product, and gives it to the customer for use however they need. This process also means that those same products can be turned right back around and recycled again, indefinitely. 

At the core of all this innovation and vision? Working hard, grinding through the problems, being kind, staying humble, and leaning into technology.

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"Because we've always been one of the smaller companies with competitors, we needed technology so that we could compete and not have as many people," says Tammi Carter, CEO at E4D Technologies, in our newest podcast episode. "Also being a medical device company, there's a lot of regulations about traceability and serialization, and so, from day one, there was some level of technology. Obviously, we've grown, we've expanded, we've enhanced, but technology was always part of the DNA of E4D."

E4D Technologies is a leading contract manufacturer and design company that serves customers with innovative technologies and methods like 3D scanning, as well as unique approaches to product development and manufacturing. The E4D methodology centers around four principles: "Dream, design, deliver, and delight." When a customer comes to them with a dream for a product — which could even be a sketch on a napkin — they bring it to life and support it until the end of its lifecycle.

However, running a great organization doesn't happen by chance, and takes deliberate thought and effort to make sure you're optimizing technology, processes, and people to address your challenges. E4D uses technology to stay competitive as a smaller player, as well as uses automation and robotics to address labor shortage gaps. They also focus on understanding the customer so they provide technology that actually meets their needs and have created a culture that's comfortable with change.

In This Episode

How can manufacturing leaders leverage their technology and culture to stay competitive and bring those dream products to life for their customers? Listen to our conversation with Tammi Carter to learn more about how to build great products and a great team behind those products.

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"How do you practically apply artificial intelligence? I think that's the core question that most manufacturers are asking themselves," says Michael Lynch, CEO at Praxie, in our new podcast episode. "AI is the second step. The first step is getting digital, because you can't use AI unless your stuff is digital. So if you think about a pragmatic roadmap, it's get digital, get all that stuff out of Excel sheets and paper, and build those workflow processes."

Praxie is an AI-powered software platform that advances digital transformation for discrete and process manufacturing companies. Once a company digitizes its documents and processes, the AI built into their workflows can give feedback and insights about issues seen on the factory floor, or generate an action plan by tapping into a large language model. Or, AI can extract insights from a company’s data, identifying root causes of problems.

However, for manufacturing organizations to reap the full benefits of AI, they have to ensure they're underway with their digital transformation first. Two of the challenges to digital transformation are cost and time: how expensive your infrastructure providers will be and how long it'll take to implement the solution. But another challenge is the human element, because if you try to implement new digital processes that are different from what you currently have, they won't be adopted.

In This Episode

How can manufacturers overcome the hurdles to a successful digital transformation, and use AI to improve their processes to make them better execution leaders? Listen to our conversation with Michael Lynch to learn more about how AI is transforming manufacturing today and how it will continue to do so in the future.

"We're trying to go back and figure out how can we produce what we do, maybe less expensive. How can we do it quicker, more efficient?” says Robert Bunting Jr., President & CEO at Bunting, in our new podcast episode. “A lot of it is through our processes. Does a process bring value? If it doesn't, figure out a way to cut it out. That's how you compete in the world today, is being as efficient as you can."

Bunting is a family business that, since 1959, has manufactured precision magnetic products for the worldwide printing, automotive, plastics, food, electronics, pharmaceutical, and recycling industries. Today, they've grown to 250 employees with offices in Kansas, Pennsylvania, England, and other parts of the world. Robert started working in the office as a teenager, and after some time away, returned to work in a variety of roles in the company, from sales to product management, before rising to President and CEO.

But Bunting is at a point in their company's lifecycle when they're looking at how to improve their processes to stay competitive — especially when the "Amazon effect" is changing customer expectations for better service and faster delivery. So, they're turning to technologies like digitization, cloud platforms, automation, and more to create more efficiencies and bring more value to their processes and, ultimately, their customers.

In This Episode

What can mid-sized manufacturing companies do to ensure they're well-positioned for the future of the industry and increase their competitive advantage? Listen to our conversation with Robert Bunting to learn more about how to implement new technologies and processes to prepare for the future of manufacturing.

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"One of the things that we wanted to do at Epicor was to start to broaden our understanding of manufacturing beyond just production orders or MES systems — really start to further learn more about the finance, the accounting side, because that's so, so important," said Mark Jensen, Director of Product Marketing at Epicor on a recent episode of the Manufacturing the Future podcast. "We surveyed finance and accounting leaders in over 200 companies worldwide ... the people that are in there day in, day out, working with the financial and the accounting aspects of software."

Mark recently visited the podcast to discuss the findings from Epicor's "The Evolving Role of Financial Leaders in Manufacturing" report. As he explains to Kerrie, the report shows how much the role of the CFO is changing and in many ways elevating to new responsibilities. The CFOs surveyed are also looking to new technologies like AI and business intelligence to support growth and profitability. They're also finding a lot of value in the cloud as well.

However, CFOs are facing a number of challenges today, including talent shortages and retention, and how to manage and maximize the value of data. Yet they're turning to technology to address these challenges, like automation that can help improve retention by minimizing manual tasks and robust data management platforms to help extract value from all that data.

What's on the minds of manufacturing CFOs today? Listen to our conversation with Mark Jensen to hear more about the findings from "The Evolving Role of Financial Leaders in Manufacturing" report.

"Voice of the Manufacturing Manager" Roundtable

What's on the minds of manufacturing leaders today? What's on their to-do lists? What do they see on the horizon? Epicor recently surveyed 400 manufacturing leaders for our "Voice of the Manufacturing Manager" report to find out more about how they're approaching technology, business strategies, worker engagement, and the future of their industry

In this special episode of the "Manufacturing the Future" podcast, we invited three manufacturing leaders to discuss the findings of the report and to hear their perspectives on the key takeaways. Kerrie hosts John Preiditsch, President & CEO, Six S Partners; Mark Jamieson, President & CEO, 2WTech; and Ivan Rebolledo, Chief Revenue Office, Technology Coast Partners for an insightful discussion on the technology shaping manufacturing today, how to increase engagement across your workforce, and how being perceived as "modern" can promote your business. 

"A lot of times you can really get stuck when you're doing something. You lose sight of what's next because you're so fixated on what you're doing that you don't think about the future," says Ario Khoshbin, Founder & CEO at Prollenium Medical Technologies in our newest podcast. And Ario has done just that in building a medical aesthetics technology company from scratch, learning the ins and outs of the industry as it scaled, and instilling a mindset of constant innovation.

As Ario explains, Prollenium Medical Technologies started with a $300 loan and is now a company that employees 300 people. Instead of hiring expertise from already established companies, Ario built it from scratch, learning how to create formulas for their products and ensuring that they're being produced in sterile environments. As they grew, they implemented more technology like HR software and an ERP system to empower employees, especially to keep the pulse of employees as the environment scaled.

Ario founded the company after working with his immigrant parents in their own businesses, and being inspired by their hard work. That’s been another factor he’s focused on: scaling a company while staying true to his family roots and values.

In This Episode

What can young entrepreneurs learn from someone who put in the work to found and scale a company in a highly-regulated industry, and make sure that that growth is sustainable? Listen to our conversation with Ario Khoshbin and leave inspired to follow your passions and see your hard work come to fruition.

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"When we look at some of the technology or capability that our aerospace and defense manufacturers are looking for, it really is centered around how can we let technology improve their operation and put a minimum impact on the resources or the people that they have inside their organization?" That's what Bob Aronson, Chief Revenue Officer at Cre8tive Technology and Design, does each day: help manufacturing customers understand how to leverage technology to either obtain or maintain compliance in a very rapidly growing industry.

Manufacturers in the aerospace and defense industry need a number of elements to be successful. Not only do they need methods in which to track their manufacturing and visibility into their operations in order to stay productive and efficient. Manufacturers with government contracts also need to stay compliant to certain regulations as well, like the Cybersecurity Maturity Model Certification (CMMC) that ensures contractors have safe cybersecurity practices. A failure to stay compliant can mean losing their contract.

How does an ERP system play into this? As Bob explains during the conversation, an ERP system and other technology can not only optimize production, but it can ensure you're staying compliant while taking out human error and lowering risk.

In This Episode

How can aerospace and defense manufacturers seek to improve their operations as well as ensure they're staying in compliance with often-changing government regulations? Listen to our conversation with Bob Aronson to find out how to leverage technology like an ERP system in order to thrive in the growing aerospace and defense industry.

"The leader of the lab asked me, 'So what are you really all about? Do you love building things or doing research?' And in my heart, I knew that the answer was building things." For David Merrill, it was his love of building things and his realization that "logistics needs better solutions” that led him to create a new approach to enable same-day shipping to every person on the planet: Elroy Air. 

By using autonomous cargo aircraft systems, Elroy Air is doing more than just making sure your package gets to you quickly. They envision the ability to provide humanitarian aid, disaster relief, and resupply in locations that may be challenging to reach with current aircraft. But building new types of aircraft requires finding ways to manage materials, product requirements, compliance, software updates, and more.

As Elroy Air continues to invest in R&D and prove that their technology works, the question now is: When do we begin to integrate technology to help scale our efforts? When do we transition from pen and paper that allowed us to move fast to digital systems that can standardize, automate, and scale our production? David talks about facing and answering these questions in our new episode of Manufacturing the Future.

In This Episode

Elroy Air has the opportunity to revolutionize logistics for a number of industries across the globe. Listen to our conversation with David Merrill to get a behind-the-scenes look at a manufacturing company at a digitization inflection point, and how they're beginning to implement technologies that will help them grow alongside with their goals.

In This Episode

The panel offers insights for those already running Kinetic who want to learn more about others' experiences, or for those who are in the early stages of thinking about moving their enterprise resource management into the cloud. Take a listen as three manufacturing business leaders talk about their experiences, give advice, and answer audience questions in this special episode of Manufacturing the Future.

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"We're competing against regions that have extremely low cost of labor, cost of utilities … extremely low-priced product that we would never be able to compete with if we weren't using all of this technology," says Daniel Izhaky, CEO at United Safety Technology (UST). What is UST competing on? Producing high-quality PPE masks and gloves for frontline healthcare workers.

When the PPE shortage began to impact healthcare workers during the pandemic, Daniel and UST took action to fill the manufacturing void. Facing supply chain issues and challenges sourcing from overseas, they decided to ramp up production domestically to produce N95 masks and nitrile exam gloves. A federal government contract helped boost manufacturing, and today, they run lines that produce between 45,000 to 48,000 units per hour, surpassing the industry standard of 30,000.

But maintaining that manufacturing efficiency and ensuring quality requires technological innovation, something that UST has thoroughly embraced. On a recent podcast episode, Daniel details the ways in which they're using end-to-end automation, AI, visualization, smart sensors, data, and more to ensure that healthcare workers are getting the equipment that they need to keep themselves and their patients safe.

In This Episode

How can manufacturing companies take a cue from United Safety Technology and adopt technological innovations into their operations to increase productivity, efficiency, and quality? Listen to our conversation with Daniel Izhaky to learn more about how to meet customer needs while staying competitive on a global scale.

"If you do things right and if you focus on quality and on time delivery and don't take the shortcuts, then you can be — relatively quickly — relatively successful," says Marc Weinmann, Owner and President of VEM, about the early years of creating and scaling VEM, a plastics manufacturing and tooling company.

VEM started as an electronics company in Hong Kong in 1998, printing circuit boards and doing assembly, until a customer asked them to make a plastic housing around the circuit board. After that initial creation, they moved more into tool making and plastics, opening locations first in China, then in other locations around the world. Today, VEM offers a full range of services including prototyping, production mold making, injection molding, component sourcing, testing, packaging, and more, in the medical, aerospace, automotive, and consumer plastics space. 

Of course, global manufacturing companies, especially those creating medical devices, face not only complexity challenges but they need to ensure high-quality standards as well. How does VEM do so? Weinmann tells us in our new episode of Manufacturing the Future. 

In This Episode…

Despite having been in the tooling and plastic injection molding industry for 30 years, VEM continues to evaluate its processes, adopt new tools and technology to improve efficiencies and reduce costs and waste, and continues to find ways to increase collaboration at its sites around the world. Listen to our conversation with Marc Weinmann to learn more about how to prioritize and execute operational excellence at scale.

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"I had no real path that I knew I wanted to go in.” It was what Randall Thompson was thinking when, after playing baseball all his life, the Toronto Blue Jays released him. "I knew I wanted to be creative and I wanted to create things. So I started Dugout Mugs."

The idea was simple: Take the barrel of a baseball bat, hollow it out, and turn it into the "ultimate game day mug." Of course, while the idea was simple, creating the first prototypes took a bit of work. ", I didn't know what a wood lathe was. I didn't know anything about woodworking in the beginning. I tried to make one myself, and unsuccessfully," Thompson tells us in our newest podcast episode. Eventually he found the right resources to create the mug he envisioned.

Thompson began the company in 2014, but saw major growth during the pandemic when there was an increase in online purchasing, and people had stimulus checks to spend. Since then, Dugout Mugs has seen hyper-growth in the ecommerce space. So how does a company keep up? Thompson tells us in our new episode of Manufacturing the Future.

In This Episode…

Dugout Mugs creates the ultimate game day mug, a unique product that is great for sports fans, and a fun conversation piece. But getting the products into the customers' hands takes effort and efficiency. Listen to our conversation with Randall Thompson to learn more about how to hit a home run with your manufacturing operations.

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"Is there a way to make his environment better that perhaps would reduce asthma triggers and really improve his quality of life?" It's the question that Peter Mann asked when trying to find solutions in 2009 to improve life for his asthmatic son. The question led him to start Oransi, which today is a leading manufacturer of HEPA air purifiers, and a leader in clean products and technologies. Just in the past two years, they've seen a 122% growth.

In This Episode

Oransi has many people breathing easier, but there's still work to be done to ensure that they keep costs down and stay competitive — especially as they scale their manufacturing here in the US. Listen to our conversation with Peter Mann to learn more about how to achieve operational efficiency and excellence.

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"Very few people start businesses, fail, and then try the same business again. So I did and — knock on wood — it worked the second time around," says Marty Metro, Founder and CEO of UsedCardboardBoxes and UCBZeroWaste, in our newest podcast episode. It was a simple problem he was trying to solve: he didn't want to spend money on new boxes to move. As Metro drove around to find used, free boxes discarded by stores, he realized there was a business model there: gather used boxes and get them to companies who need them.

The first business he started that did this was a "colossal failure." But Metro tried again, this time launching UsedCardboardBoxes differently, with "funding and technology, and a focus and a management team and infrastructure." Today, they are the largest processor of used boxes in North America and their clients include Dole, General Mills, Kellogg's, McCormick Spice, Walmart, and Walgreens.

In This Episode…

Not only has UsedCardboardBoxes solved a waste problem for a number of companies, they've also created ways to handle internal complexities and reduce costs by building custom software — which is now being used to solve bigger sustainability challenges. Listen to our conversation with Marty Metro to learn more about how to solve operational challenges, and how an entrepreneur did it right the second time around.

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How can you improve on ice delivery? It's an industry that's been around for centuries, yet it hadn't changed much — then, it was chopped-up chunks of ice on the back of a buggy, and now, companies are manufacturing ice in a plant and putting it on a diesel truck with a heavy carbon footprint for delivery. "We believe that this is a space that can be easily disrupted," said Ben Gaskill, Director of Sales at Everest Ice and Water Systems, in our most recent podcast episode. "What we believe is that ice and water vending is the way that ice will be delivered to the consumer in the future. That we can make a better product, fresh and on demand at the point of use, where the customer is."

While ice vending machines have been around for twenty-three years, Everest Ice and Water Systems saw that they could make a better product with better technology, that's more sanitary and 30% more efficient than other machines. And customers are responding, as Everest Ice and Water has seen a three-year revenue growth of 850%.

But with growth at that scale, how can a business make sure that its operations remain efficient and its people connected? Ben Gaskill explains how in this episode of "Manufacturing the Future." 

In This Episode…

Not only has Everest Ice and Water innovated on fresher, more sanitary, and more efficient ice vending machines, they're innovating on their operational approaches as well to sustain their business growth. Listen to our conversation with Ben Gaskill to learn more about operations in a scaling company, and why hiring the right people can provide that foundation for growth.

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"I started To the Market because I believe fundamentally that the retail manufacturing industry can and should be reimagined," states Jane Mosbacher Morris in our newest podcast episode. Morris is the Founder and CEO of To the Market, a turnkey solution for ethical manufacturing by democratizing access to the global supply chain. "But how I even discovered that that was an opportunity was a little bit of a winding road."

After spending time in the public sector in counterterrorism, Morris realized how impactful the private sector can be. She saw that if you could leverage market forces to drive change, an organization can have an impact on social and environmental opportunities. 

With that drive, Morris turned to retail manufacturing, an industry that was in need of reimagining, and created To the Market, which connects companies to a syndicated network of sustainable, story-rich suppliers, improving sustainability efforts and increasing ethical sourcing in their supply chain. To the Market recently ranked in the top 20% of the Inc. 5000 list of America's fastest growing private companies.

In This Episode…

Not only is To the Market looking at ways to improve supply chains and reimagine the retail manufacturing industry, they're also making the world a better place as well. Listen to our conversation with Jane Mosbacher Morris to learn more about the impact To the Market is having on companies around the globe.

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It's a common problem: someone's laptop or phone dies and they don't have a charger. Or they have a charger and need to find an outlet to plug it in to. Matt Buscher noticed this with colleagues and especially travelers needing access to outlets in an airport. He knew he could solve that problem with power station kiosks that could provide a charge. But those kiosks could do more, he realized, like rent laptops. Buscher saw a need in the market for this, especially at universities and public libraries, and LaptopsAnytime was born. Located in every continent except Antarctica, LaptopsAnytime has frequently appeared in Inc. 5000’s Most Successful Companies in America.

But how do you build and assemble products that are constantly changing?

One of the biggest challenges for LaptopsAnytime was being able to produce products when every product made is different. "Most people build a product, and they build it once. We build this product every day, and we build it different every single day. So the part may change by 50 thou or 100 thou, the part may get a little bit longer because your laptop gets a little bit bigger, or the device we're checking out is square, not rectangle. So all of those factors come into play," Matt explains in the episode.

Those challenges could only be solved through digital tools, yet Matt found that some of the manufacturers they worked with still did everything on paper. But once they moved manufacturing and assembly in-house, the challenge for digitalization still continued. "I have to have a vision for digitizing. Right? And if you don't know the tools, then how are you supposed to have a vision on how to bring all these digital parts into play in these assemblies? And how do you use them properly? And what are the latest tools?" — just some of the questions Matt had to ask when learning and adopting new technology to improve his company.

In This Episode…

What digital solutions did LaptopsAnytime put in place to solve their manufacturing challenges and position themselves for growth? Listen to our conversation with Matt Buscher to learn more about the evolution of LaptopsAnytime's operations, how digital tools are making that evolution possible, and what attributes manufacturing leaders should possess to bring their operations and employees into the future.

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"I have to create opportunities for myself, right?" It was the thought Jordan Erskine had after years of working for other manufacturing companies, first for a cosmetics and skincare contract manufacturer, then for a large dental care manufacturer. But after 15 years in the industry and armed with an MBA, Jordan reached out to his co-founder Gavin Collier and proposed starting a business. With a space and some angel investments, they launched Dynamic Blending in 2015 as a small lab creating formulas for brands, with an outside manufacturer.

But Jordan, with his experience in manufacturing, knew he could do it better.

"Quickly we realized we need to do it all. We have to figure out a way to do it all because everybody's doing it wrong. Nobody's taking care of the small guys, or the startups, or people that could have good ideas," Jordan explains in our podcast episode. Today, Dynamic Blending offers not only formula creation and manufacturing, but branding, package design, marketing assistance, fulfillment, and more. They recently ranked seventeenth on Inc. 5000's list of America’s Fastest-Growing Private Companies.

But how do you go from an idea to competing against some of the biggest companies in the world in a low-margin, capital-intensive industry? Jordan explains how in our latest podcast episode.

In This Episode…

Not only has Dynamic Blending adopted a number of technologies to improve operations, but they look at how they can enhance the customer experience as well — not just deliver a product. Listen to our conversation with Jordan Erskine to learn more about how Dynamic Blending embraces innovation to stay competitive as a newcomer in a legacy industry.

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Lifelong campers, Chris and Jen Hudak wanted to fit outdoor adventure into their busy lives. But they found that they were spending more time setting up camp than actually camping. There was the first problem they needed a solution for, and solved it by building an off-road teardrop trailer they could bring with them, giving them back more time to adventure.

They started Escapod in 2016, and today have scaled to over seventy employees. They were recently named the ninth fastest-growing manufacturing company by Inc. But with that kind of growth comes a whole new set of problems to solve, which Jen and Chris talk about in this podcast episode.

In this Episode…

Listen to our conversation with Chris and Jen Hudak to learn more about their journey to creating Escapod, their approach to operations, and their advice for people like them who had an idea that solved a problem, and now want to scale their business to sell to the world.

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