How can organizations ensure that investments in automation, artificial intelligence, and digital tools lead to meaningful and lasting improvements? That question brought manufacturers from across Wisconsin together for the UWEBC Manufacturing Special Interest Group on July 16.
James Rink, UWEBC Manufacturing Practice Director in Residence, opened the event by challenging participants to think about AI and automation as multipliers. Technology can amplify well-designed processes, disciplined execution, and strong cultures, or it can simply accelerate existing problems. His message set the stage for a day focused not on technology itself, but on the operational excellence, quality, and continuous improvement that enable technology to deliver lasting value.
Following the opening remarks, Clint Wenthur, Global Director of Digital Manufacturing Operations at Plexus, kicked off the day by challenging common assumptions about digital transformation. Clint described transformation as “a mindset, not a module” and reminded the audience that “culture comes before code.” His message was that AI, automation, and digital technologies create value only when they are built on a foundation of operational excellence, quality, and continuous improvement. He emphasized building trust, helping people understand the “why” behind change, and engaging those closest to the work in improving processes. As Clint put it, “adoption moves at the speed of trust,” reminding us that automating a flawed process simply produces waste faster.
.Jeff Wilkerson, Senior Quality Manager at Caterpillar, emphasized that operational excellence begins with culture. He explained that principles shape systems, systems shape behaviors, and behaviors drive results. Lasting improvement comes not from asking people to work harder but from designing work so the right behaviors become the natural way of operating. Using quality as an example, he described the shift from relying on inspection to building quality at the source, where preventing problems and taking ownership become part of everyone’s job.
The relationship between technology, leadership, and workforce readiness was further explored during a panel featuring David Ding, Interim Dean of the College of Science, Technology, Engineering, Mathematics and Management and Director of the School of Engineeringat UW–Stout; Sara Kraemer, Founder and Principal of Purcite and Lecturer at UW–Madison; Mike White, Founder and President of Secchi; and Be Ware, Vice President of Business Process Optimization at Husco. Their discussion reinforced that AI and automation do not reduce the need for human judgment; instead, they increase the importance of critical thinking, clear expectations, effective feedback, and employees who can evaluate whether technology-generated information makes sense in context.
Jared Petersen, Chief Operating Officer at Schuette Inc., shared how a multi-generational Wisconsin manufacturer is preparing for the future by developing people, leaders, systems, and technology together. He emphasized that operational excellence starts with people, not automation, and that technology should solve real business problems rather than become the strategy itself. His advice was straightforward: improve the process before automating it, think big but start small, and use technology to help employees grow, not simply reduce labor.
Jenny Patzlaff, UWEBC Supply Chain and Manufacturing Practice Director, closed the event by highlighting the value of continued peer exchange, followed by breakout groups for attendees to delve deeper into the topics discussed in the morning. Across all the presentations, panel discussions, and breakout conversations, attendees gained practical ideas for strengthening quality systems, preparing the future workforce, and making technology investments more effective, sustainable, and connected to business needs.
UWEBC members can view the full event recording and download presentation materials here.