The Apple Manufacturing Academy is focused on fundamentals. That’s what makes it such a meaningful opportunity for Amtech, selected as one of just a few organizations to participate in this groundbreaking program in partnership with Michigan State University.

In this episode, Amtech CEO Jay Patel shares what the experience has been like from the inside: the hands-on learning, the expert guidance, and the shift in mindset that comes from working alongside teams with extraordinary operational excellence.

We talk about time spent with Apple CEO Tim Cook, what Apple gets right from systems thinking to daily execution, and how those lessons are influencing Amtech’s own evolution. This is a story about what’s possible when people at every level are invited to think, act, and lead with precision.

Referenced in this episode:
Apple Manufacturing Academy
Wired article on the program

When systems break down in manufacturing, it’s easy to blame the machine, the software, or the spec. What’s harder to face is when failure starts upstream, inside the team dynamics, cultural norms, and delivery expectations that define how work gets done in the first place.

In this episode, Jay Patel is joined by Dana Korf, a veteran engineer and manufacturing insider, for part one of a two-part deep look into the human side of systems engineering. With stories drawn from decades of experience across the engineering and manufacturing industry, Dana reveals how unwritten rules, territorial behavior, and knowledge hoarding can quietly undermine progress, even in highly technical environments.

From tribal knowledge to the myth of clean handoffs, this episode looks at what really happens between the lines of code, behind the standard operating procedures, and inside the organizations trying to build better processes.

Every decision a leader makes sends a signal...about priorities, credibility, and direction. And not making a decision is also a decision. It sends a signal too.

In this conversation, Amtech CEO Jay Patel shares how he’s rethinking the silent cues that shape perception across his business. From hiring and branding to floor audits and team alignment, Jay explores how leaders unintentionally broadcast their values and how being intentional about those signals creates stronger reputations, healthier operations, and better outcomes.

We get into game theory, signaling asymmetries, and the difference between appearing capable and being capable. Jay reflects on how owning your current state and projecting your next step without overpromising can shape trust with employees, vendors, and the market.

The way your operation runs is already telling a story - is it the story you want to be telling?

AI adoption in manufacturing only matters if it solves real problems. In this episode, Amtech CEO Jay Patel talks with Everett Frank, founder and CEO of SnapChip, an AI-powered copilot for electronic component sourcing. Together they explore how manufacturers are using AI to make sourcing decisions faster and more reliable, especially when facing long lead times or shifting supplier relationships.

We look at why some AI tools never make it past the pilot phase, and what makes SnapChip different. Everett shares how the platform was built around a persistent challenge: how to choose the right component when the answer keeps changing. He explains how SnapChip fits into real-world workflows, complements existing systems, and improves decision-making without adding complexity.

This conversation explore how AI can close long-standing gaps in sourcing, strengthen supplier relationships, and make data-driven decisions faster and more dependable across the manufacturing supply chain.

A machine goes down. A product ships late. A customer gets frustrated. These are easy problems to spot. What’s harder - and probably more important - is seeing what caused them in the first place.

In this episode, Amtech CEO Jay Patel joins us as we explore how many manufacturers are operating with invisible gaps in their processes. From missing metrics to unclear accountability, we look at how hidden issues stack up and compound into missed opportunities or bigger problems.

You’ll learn why reporting, measurement, and communication are essential so you can respond to what’s wrong and to create a system that prevents those problems from happening at all. We discuss the value of iteration, where solving problems one at a time, building on what you’ve learned, is the fastest way to lasting change.

The prisoner’s dilemma is one of the most famous concepts in game theory: two players must decide whether to act in self-interest or trust each other. In business, we face the same choice every day. Do you squeeze your partners for every advantage, or build relationships that create value for both sides?

In this episode of Hardware is Forever, Amtech CEO Jay Patel explores how game theory helps explain why self-protection often leads to stalled deals and missed opportunities, while cooperation creates resilience, growth, and long-term profitability. From vendor negotiations to team alignment, trust and collaboration are not weaknesses. They are the strategy that sustains success.

Game theory is the study of how people and organizations make decisions when outcomes depend on what others do. In this episode, we explore how that concept applies to business and manufacturing. Whether it’s pricing strategy, supplier negotiations, or workforce dynamics, leaders are constantly operating in environments shaped by limited information, competing incentives, and multiple players. Amtech CEO Jay Patel unpacks how game theory helps explain misaligned teams, stubborn competitors, and even stalled initiatives, and what to do about it. Rather than think "process maps and spreadsheets," think: leverage, coordination, and strategy. Game theory offers a way to think about problems that live upstream of process. And for businesses stuck in reactive mode, it’s a path to playing offense again.

In high-mix, low-volume manufacturing, documentation directly affects performance. Engineering drawings and BOMs serve as production tools, not background files. If they’re unclear or inaccurate, they slow teams down and shrink margin.

Strong documentation supports profitability by reducing rework and preventing delays. When the build process is clearly documented, teams spend less time clarifying and more time producing. That clarity creates margin, especially in HMLV environments where variation and pace leave little room for error.

In this episode, Amtech CEO Jay Patel explains how better documentation leads to faster throughput and fewer mistakes. He shares how work instructions connect engineering intent to operator execution, and why change management needs to be deliberate, not reactive.