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2026 POWERED BY:

Lights-Out Manufacturing: The Autonomous Factory & the Human Advantage An Implementation Playbook for Industry, Academia & Government • October 2026 Exclusively Sponsored By:

In Partnership With:

FOREWORD Beyond Automation: Building a Lights Out Mindset

ights out manufacturing brings to mind a factory so autonomous that production can continue in darkness, with no operators on the floor. Fortunately for fluorescent bulb makers, the reality is a little brighter. For manufacturers, the concept represents a practical pursuit of advanced automation, greater flexibility and production that requires less direct human intervention. Achieving that vision takes more than installing equipment. It requires a culture of continuous improvement, where small, deliberate changes build toward a more capable and adaptable operation. Viewed this way, lights out manufacturing becomes a mindset that guides how manufacturers evaluate processes, invest in technology and prepare their people for change. For this Integr8 roundtable, Tier 1 supplier HIROTEC gave participants an inside look at its automation efforts in Japan and Auburn Hills, Michigan. From palletizing robots and automated guided vehicles to vertical storage systems and AI-powered vision inspection, the operations showcased the possibilities of advanced manufacturing while prompting practical questions about implementation.

Tom Kelly

Where should manufacturers begin? How do they evaluate capital investments? What skills will employees need, and how can leaders build a culture that supports new ways of working? Representatives from industry, government and academia explored these questions together, examining both the technologies enabling greater autonomy and the organizational changes needed to support them. Their discussions reinforced the importance of people in designing, managing and improving increasingly automated operations. Automation Alley is proud to present this Integr8 Playbook on lights out manufacturing. Inside, we explore the workforce development, implementation strategies and continuous improvement mindset that help manufacturers translate ambition into progress. We hope these insights help you identify opportunities within your own operations and take the next step toward a more resilient, flexible and competitive manufacturing future.

Executive Director & Chief Executive Officer Automation Alley 2

TABLE OF CONTENTS

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Attendee List: Sponsors, Supporters and Roundtable Participants Main Feature: What it Takes to Keep a Lights-Out Factory Running Recommendations: Industry Recommendations: Academia Recommendations: Government Industry Insight: HIROTEC AMERICA HIROTEC’S Journey to Zero-Operator Manufacturing Key Takeaways: Main points from the Integr8 Roundtable Discussion Sources

SPONSORS, SUPPORTERS & ROUNDTABLE PARTICIPANTS SPONSORED BY: HIROTEC AMERICA SUPPORTED BY: Michigan Economic Development Corporation and US Center for Advanced Manufacturing ADDITIONAL LEADERS IN INDUSTRY, ACADEMIA AND GOVERNMENT IN ATTENDANCE: Tom Kelly - Executive Director & Chief Executive Officer, Automation Alley George Aultman - Vice President of Strategic Development, Vantage Plastics Brad Baumgartner - VP of Sales, Reliant Industries Raymond Becerra - Operations Consultant, P3 Group, USA John Bedz - Manager, Special Programs, Automation Alley Brian Boehm - CAD, PTM Corporation Axel Boehme - President, Marquardt Switches Inc. Bella Brykalski - Sr. Search Consultant, Contract Professionals, Inc. Dennis Burck - Digital Content Editor, Automation Alley Toussaint Carpenter - President & Fractional CIO, CMIT Solutions of Northwest Metro Detroit Pamela Castillo -Jones, Business Development Manager, MAG Energy Emily Fleury - Industry Liaison, University of Detroit Mercy John Gnotek - Strategic AI Advisor, Gnotek Ai Scott Goemmel - CEO, A&G Advisory Solutions George Greenough - Technology & Operations Leader, G2 Create Paul Gryczan - Industry Executive, Rockwell Automation Chris Haag - Sr. Project Development Manager, MAG Energy Kyle Harmer - Grant Program Manager, Automation Alley Arnd Herwig - VP Key Accounts, Brose North America, Inc. Carl Hobson - President & CEO, Oasis Advanced Engineering, Inc. Mike Julian - Prototype Plant Manager, PTM Corporation Al Khavari - VP Business Development, Reliant Industries Todd Kiilunen - Account Executive, HIROTEC AMERICA Katelyn Kontny - Program Manager, Automation Alley Tom Krent - Career Pathways Coordinator, Education Planning Resources, Inc. Gary Krus - VP of Business Development and Operations, HIROTEC AMERICA Donna Kuhr - CEO, PTM Corporation Steve Kuhr - Advisor, PTM Corporation David Lawrence - Executive Vice President, Chief Administrative Officer, AlphaUSA Alex Lechner - R&D Manager, HIROTEC AMERICA Reinhard Lemke - Attorney at Law & Senior Advisor USA Midwest, AmCham Germany Hendrik Lojek - Founder & Principal, ForgeShift Advisory Chris Nuccio - VP Door Modules and Window Regs, Brose Julie Oldham - Business Growth Consultant, Michigan Small Business Development Center Tom Schneider - President, HA Industries Jim Shanley - President, WeBuild Databases Dan Stewart - Relationship Manager, Automation Alley Lisa Stief - VP of Operations, Automation Alley Rick Sturgeon - Executive Director, Sealogix Corp. Atsushi Tanase - Business Development Manager, OKAYA USA Katsutoshi Uno - Chairman and CEO, HIROTEC AMERICA Alex Violassi - Partner, Violassi Family Farm Jeff Williams - Program Manager, Automation Alley Colette Witherspoon - Director of IT, PTM Corporation Michael Wylie - Development Specialist, University of Michigan - Flint Rohith Yannamaneni - PhD Student, Lawrence Technological University

What It Takes to Keep a Lights-Out Factory Running 6

t a HIROTEC production facility in Japan atop a mountain, one employee remains at the end of the line to perform final quality checks. Around that checkpoint, automated systems handle parts, move materials and connect storage to production needs. Even so, the work of making the operation more autonomous continues. That remaining inspection role illustrates the distance between installing automation and creating a production system that can consistently operate without direct human intervention. Each step toward autonomy requires manufacturers to examine what a process needs, where it can fail and who has the knowledge to improve it. For HIROTEC, that work has unfolded over roughly 20 years of design, process improvement and refinement. Its experience provided the basis for a recent Integr8 roundtable on lights-out manufacturing, where company leaders discussed the technical decisions and organizational challenges behind the autonomous factory. The discussion repeatedly returned to questions manufacturers can ask well before considering a fully autonomous operation: What problem needs to be solved? How will a change affect the rest of production? Who will keep the equipment running when the initial installation is complete? For Katsutoshi Uno, HIROTEC’s chairman and CEO, the business case began with pressures that automation needed to address. “A customer is not going to pay us extra for automating or being flexible, right?” Uno said. “Our automation flexibility journey started from necessity. Japan is having an aging problem with experienced guys retiring and younger people not wanting to do manufacturing.” The workforce pressure extends beyond Japan. A 2024 study by Deloitte and the Manufacturing Institute estimated that U.S. manufacturing could need 3.8 million new employees between 2024 and 2033. About 1.9 million positions could remain unfilled if manufacturers cannot address gaps in skills and applicants. The forecast adds context to the search for ways to sustain production with a constrained workforce. However, a more autonomous factory still has to produce what customers need, at a quality and cost they will accept. The technology must earn its place in that process. 7

Challenges Start with the problem A lights-out factory can be an ambitious longterm goal. The first useful investment may be much narrower: one subassembly process, one material-handling task or one recurring interruption that prevents a line from operating consistently. Choosing that starting point requires a clear understanding of the problem. An automated task can look successful in isolation while leaving the larger production challenge unresolved. Manufacturers must be able to explain what the investment should change and how they will determine whether it worked. Todd Kiilunen, an account executive at HIROTEC, cautioned against carrying an existing problem into a new automated system. “We need to find the problem and automate the solution. Don’t automate the problem,” Kiilunen said. That distinction extends beyond the machine performing the task. During the discussion, Kiilunen pointed to the quality and consistency of incoming components and the containers used to store or transport them. Those details help determine whether a process is ready for automation and what the solution must accommodate. Research at the National Institute of Standards and Technology illustrates why those connections matter. In a 2024 account of its Collaborative Robotic Operations Workcell, researcher Michael Sharp explained that small errors can accumulate across production stages, leaving an unacceptable finished product even when individual operations remain within tolerance.

“Start on a small scale. Start with the problem statement, scale from there. Look for holistic solutions. Don’t just look at the point solution because it seems like it’s a good flashy thing. Look at how it fits into your process. How’s it going to impact the upstream and downstream?” Alex Lechner Research and Development Manager HIROTEC AMERICA

The experimental workcell was designed to study interactions across the system, including material flow, controls and quality, and could support research into fully autonomous operation. For example, automating part loading requires attention to how parts arrive at the loading station. A manufacturer evaluating that investment needs to understand the conditions the equipment will encounter, including variation in the components and how they are presented. Otherwise, the project may address the visible task while leaving its sources of disruption untouched. Alex Lechner, HIROTEC’s research and development manager, described a similar approach to evaluating new technology. “Start on a small scale. Start with the problem statement, scale from there. Look for holistic solutions. Don’t just look at the point solution because it seems like it’s a good flashy thing. Look at how it fits into your process. How’s it going to impact the upstream and downstream?” Lechner said.

The questions help establish the scope of an investment. A change in one area may require changes elsewhere before the manufacturer can realize its full benefit. Understanding those dependencies early gives a team a more realistic picture of the work ahead.

Develop the People Who Keep it Running The term “lights-out” directs attention toward the possibility of an unattended production floor. The discussion at Integr8 devoted considerable attention to the people needed to make that possible. In Deloitte’s 2025 Smart Manufacturing and Operations Survey, 35% of respondents identified preparing workers for the factory of the future as a top concern. The survey covered 600 executives at large manufacturers with U.S. headquarters or operations. Its findings reinforce the importance of developing employee capabilities alongside new equipment. 10

As equipment takes on more tasks, manufacturers still need employees who understand the process, recognize problems and know how to respond. Installing a system creates an ongoing responsibility to maintain it and develop the knowledge required to use it effectively. Gary Krus, HIROTEC’s vice president of business development, emphasized the importance of building that capability among the people closest to production. “You have to have a champion from the floor. You have to train them to get them ready to be able to do the job and keep it running,” Krus said. That responsibility reaches beyond demonstrating that equipment works when it is installed. Someone must have the preparation and ownership to keep using it, address interruptions and help the organization carry improvements into daily practice. A champion also gives an automation effort a connection to the experience of the people working with the process. Their involvement can help a manufacturer understand whether the system is functioning as intended and what support employees need as their responsibilities change.

“You have to have a champion from the floor. You have to train them to get them ready to be able to do the job and keep it running.” Gary Krus

VP of Business Development and Operations, HIROTEC AMERICA

Uno similarly emphasized the importance of expertise that remains available within the organization. “At the table, we spend a lot of time talking about people’s culture. I think my recommendation is always try to have in-house experts for certain. You could have an outsider, but you always want to have a list of people and a team that you can rely on it in case you fail. And I think that’s critical,” Uno said. For a manufacturer planning an investment, that makes training and internal ownership part of the implementation decision. The organization needs to consider who will understand the system after installation, how that knowledge will be developed and what happens when a problem exceeds the team’s capabilities. The workforce discussion also reflected the circumstances driving Hirotec’s investment. Uno described experienced employees retiring and younger people showing less interest in manufacturing work in Japan. Within that context, automation became a way to address the ability to sustain production. Employees still need to understand what the company’s plans mean for them. A long-term vision becomes more tangible when leadership explains the problems being addressed and the roles people will have in making the changes work. Technical preparation and communication need to develop alongside the equipment.

“At the table, we spend a lot of time talking about people’s culture. I think my recommendation is always try to have in-house experts for certain. You could have an outsider, but you always want to have a list of people and a team that you can rely on it in case you fail. And I think that’s critical.” Katsutoshi Uno Chairman & CEO HIROTEC AMERICA 12

Opportunities Build autonomy in stages HIROTEC’s presentation outlined a “3 Zero” philosophy: zero operator, zero tryout and zero downtime. The approach sets an ambitious direction, but the company’s account of its development emphasized a progression of smaller steps. The facility discussed during the roundtable combines automated part handling, material storage and delivery, and quality-control technologies. Examples included small-part stacking, automated loading and autonomous mobile robots delivering racks. Vertical storage systems help make use of available floor space, while storage and production planning are connected to delivery requirements. Together, these examples show how much of the work toward autonomy takes place between individual production operations. Parts have to reach the right place, in a usable condition, when the process needs them. A machine’s ability to complete its own task is one part of that broader requirement. Uno described the company’s investment approach through an internal expression. “We have this internal saying called ‘conservative aggressive,’” Uno said. “For the technical side, when we created the roadmap for future manufacturing, we did it small and step by step, then big,” he said. That sequence allowed the company to learn from a limited application before carrying the experience into a larger system. It also gave subsequent investments a foundation in what had already been attempted on the production floor. “From there, we took the lessons learned and implemented them to our main line for the second generation of systems. We looked at it like a risk management approach with lessons learned,” Uno said. 13

For manufacturers considering their own projects, the value of a smaller starting point is the opportunity to test assumptions under operating conditions. A successful trial can establish what should be repeated. An unsuccessful one can reveal which conditions need to change before the company expands the approach. Krus said that learning requires a willingness to put technology to use. “If you don’t try the technology, you won’t know where to go with it. The idea was we need to start trying this new technology before we go forward,” Krus said. The decision to start small still needs to connect to a larger purpose. Without that connection, a manufacturer can accumulate individual automation projects without developing a more capable production system. Each stage should help inform the next decision.

Make experimentation useful A gradual approach to automation does not eliminate failure. New technology introduces questions that may be difficult to answer until a team has worked with it in its own production environment. The challenge is to make those experiences useful without leaving critical operations exposed. The roundtable notes emphasized identifying hidden risks, preparing backups and drawing on internal experts when making decisions. Kiilunen described the balance between evaluating an investment carefully and moving decisively once it is underway. “Be careful in making the decision to automate, but once you have made the decision, you have to be able to fail and fail fast. We have to work quickly to come up with our problems and solve our problems very quickly throughout that vetting process once we make a decision,” Kiilunen said. That approach requires teams to distinguish between a promising technology and an application that is actually improving the process. Time spent testing should produce information that helps determine whether to continue, revise the approach or stop. Lechner linked that discipline to the conditions surrounding the technology and the lessons a team retains. “If your process doesn’t support it, you can have the best technology in the world, and it really might not have the impact that you’re looking for. It is great to have a culture of go fast, make mistakes, but I tell my team, don’t make the same mistake twice. As long as we’re learning from it, you can have a lot of failures that lead you to what that final process is going to look like,” Lechner said. For manufacturers, the practical question is how an experiment changes the next attempt. Lessons need to influence the process, the equipment requirements or the implementation plan. Otherwise, the company risks repeating the same difficulty as it moves to a larger application. 15

Final Thoughts HIROTEC’s discussion included a long-term vision extending to 2035. Such a timeline provides direction, but it also places a responsibility on teams to identify what can be accomplished now. A manufacturer may know it wants longer periods of unattended production while still needing to determine which obstacle to address first. The next project should have a clear relationship to that goal, whether it concerns material delivery, part handling, quality checks or the expertise needed to support the system. The remaining final inspection role at the Japanese facility offers a useful perspective on that work. During the presentation, HIROTEC outlined the possibility of eventually automating that process as well. For now, it remains part of the production system, even after years of development elsewhere in the operation.

That is a more practical way to evaluate progress than treating autonomy as a single milestone. Manufacturers can examine which tasks operate reliably, where human intervention remains necessary and what must be understood before taking the next step. For smaller manufacturers, the discussion offers an accessible starting point: choose a specific production problem, involve the people who understand it and test a solution at a manageable scale. Use the result to guide the next investment and prepare the team that will support it. The goal gives the organization direction. Progress depends on the decisions made on the production floor, one process at a time.

Recommendations for

INDUSTRY

s Lights-Out Manufacturing becomes more ingrained in operations, it’s important to adopt a measured and strategic approach rather than implementing full autonomy immediately.

Successful integration includes targeting repetitive and predictable processes and scaling successful technologies. Key strategies include investing in workforce safety and training, reliable data, connected systems, and cybersecurity.

Key strategies include investing in workforce safety and training, reliable data, connected systems, and cybersecurity.

The following recommendations will aid in a successful transition to sustainable and effective Lights-Out Manufacturing processes and systems. Target repetitive, predictable processes before pursuing full Lights-Out production. Manufacturers should first automate repeatable operations with measurable results for product quality and output. Robotics and automation are currently valuable for performing repetitive tasks, but companies should exercise caution when implementing aggressive automation of variable processes where human judgement is required. Create a roadmap focused on business challenges, not technology acquisitions. Company strategists should identify specific objectives such as increasing production and capacity, eliminating production bottlenecks, reducing material waste, and addressing hard-to-fill positions. CESMII recommends creating the roadmap before purchasing expensive technology, which could lead to failed pilot programs or fail to improve outcomes. Start small, prove the value, and then scale successful automation accordingly. Convert selected cells, machines, or production processes that won’t disrupt the larger operation. Gather data, measure the results, and evaluate the next steps for a wider conversion. Small pilot projects demonstrate the benefits, identify deficiencies, and build management and workforce support for expanding automation in other areas of the plant.

Create a strong data and interoperability foundation. The exchange of accurate information in real time is critical to implementing automated systems, making data architecture an important part of strategic planning. NIST states that integration with heterogeneous sensing and control systems, industrial data management, and trustworthy AI remain significant barriers to more autonomous manufacturing. Manufacturers should prioritize standardized, interoperable systems and avoid creating isolated automation platforms that are expensive or difficult to connect later. Digital twins and simulations can be used to test automation. Before making physical changes, companies should use digital twins to model, predict, and optimize operations, and add quality improvements, possibly saving investment dollars and time. The predictive models can support. The NIST cautions that interoperability, validation, and trustworthiness remain important implementation challenges. Redesign jobs around automation instead of treating automation solely as a labor-reduction strategy. Automation moves the workload from repetitive tasks to equipment supervision, troubleshooting, programming, maintenance, quality analysis, and process improvement. It is important to understand how existing positions will evolve and determine ways to shift the workforce into high-skill positions. Research using U.S. Census data found that companies adopting advanced technologies reported higher skill requirements and increased demand for skilled labor, while employment effects were more limited or ambiguous. Develop a workforce that combines manufacturing knowledge with digital skills. Expanding training in robotics, controls, industrial data analytics, AI, sensors, digital systems, and troubleshooting will retain workers with knowledge of current processes. Increased automation doesn’t eliminate the need for expertise; it shifts where it is applied. Workforce knowledge retention becomes more important when system failures create unexpected problems.

Manufacturers should prioritize standardized, interoperable systems and avoid creating isolated automation platforms that are expensive or difficult to connect later.

Stress the importance of the cybersecurity component of the automation architecture from the beginning. Every additional connected device, sensor, system, or robot exposes new risks for a potential cyberattack, so it is crucial to include cyber defenses before these are introduced into the system. NIST recommends that manufacturers address the convergence of information technology and operational technology through risk management, network segmentation, and cybersecurity practices tailored specifically to manufacturing systems. Design autonomous operations to enable safe human intervention and maintenance. Automated factories will periodically require people to enter automated areas for maintenance, repairs, changeovers, troubleshooting, or unexpected production problems. NIOSH warns that robots introduce hazards including crushing, trapping, and unexpected contact, and stresses the importance of training, safeguards, and ongoing assessment as robotic technologies evolve. Systems should be designed with safe shutdown, isolation, and recovery procedures. Integrate workforce strategy, operational strategy, and technology strategy under a single transformation plan. Over the next five to ten years, the strongest manufacturers are unlikely to be distinguished simply by who owns the most advanced robots or AI systems, but by how effectively those technologies are incorporated into their operations. CESMII analysis of more than 1,900 smart-manufacturing assessments found that vision, strategy, and organizational alignment remain persistent barriers to realizing the value of digital manufacturing, while change management and workforce preparation are critical to successful adoption.

Recommendations for

ACADEMIA

s lights-out manufacturing reshapes the factory floor, academic institutions will play a critical role in preparing the workforce for learning current technology and adapting to changes coming to automation.

Collaboration with business and government can provide real-world experience and hands-on learning in areas such as AI, robotics, software development, engineering, and cybersecurity.

Collaboration with business and government can provide real-world experience and hands-on learning in areas such as AI, robotics, software development, engineering, and cybersecurity. The following recommendations are areas where academia can provide valuable assistance to the manufacturing industry. Align manufacturing curricula with relevant skills. Academic institutions need to update programs to reflect the ever-changing needs in automation. NIST’s Manufacturing USA competency research identifies a broad range of knowledge, skills, and abilities associated with digital and automated manufacturing occupations, creating a useful framework for aligning education with employer needs. Expand hands-on learning with real automation and smart-manufacturing systems. Students need the opportunity to work directly with robots, PLCs, sensors, industrial networking, IIoT platforms, and manufacturing data rather than learning these technologies primarily through lectures or simulations. CESMII specifically developed its Smart Manufacturing Learning System to provide practical experience that transfers easily into the private sector. Create multidisciplinary programs that connect manufacturing, information technology, and data science. Lights-Out manufacturing integrates mechanical engineering, production, IT, operational technology, and software, lessening the need for specialized technical skills. Academia should develop curricula and certifications that combine disciplines, offering students a complete view of how automated systems function.

Partnerships between academia and industry will keep learning programs aligned with changing technology. Establishing stronger advisory relationships with manufacturers, Manufacturing USA institutes, and other industry partners will aid in developing what’s taught in the classroom, benefiting the future workforce and employers. Up-to-date curricula will expose educators and students to real-life challenges. Expand work-based learning, internships, apprenticeships, and industry-sponsored capstone projects. Classroom instruction combined with experience in real production environments suits advanced manufacturing skills well. The Manufacturing USA workforce strategy emphasizes internships, apprenticeships, cooperative education, and residency-style capstone projects as important ways to connect conceptual learning with practical manufacturing skills. Develop flexible credentials and continuing-education programs for incumbent workers. Academia can aid the current workforce, which has an abundance of institutional knowledge, in preparing for the evolving automated manufacturing environment. CESMII and Manufacturing USA have emphasized micro-credentials, short-form training, and upskilling programs that allow workers to build smart-manufacturing capabilities without completing an entirely new degree. Expand applied research and test beds that allow manufacturers to evaluate emerging technologies before deployment. Shared facilities close the gap between laboratory innovation and commercial manufacturing by allowing testing of AI, robotics, autonomous systems, and digital twins under realistic conditions. NSF supports manufacturing research infrastructure and test beds, while NIST uses its Digital Twin Testbed to evaluate interoperability, reliability, and implementation approaches.

Classroom instruction combined with experience in real production environments suits advanced manufacturing skills well.

Make industrial cybersecurity a core component of instruction. More devices and more connections mean more risk, and every successful breach can cause production delays and loss of data and intellectual property. Academia should include operational-technology security, industrial networks, secure system design, and cyber-risk management in automation, engineering, and manufacturing coursework rather than treating cybersecurity solely as an IT discipline. Integrate robotics safety and human-machine interaction into automation programs. People are required to provide maintenance, setup, and troubleshooting for manufacturing delays and other problems, making safe interactions crucial. Academic programs should therefore teach robotic risk assessment, safe shutdown procedures, human-machine interaction, and system design alongside programming and automation skills. Teach students to integrate people, technology, and business strategy rather than viewing automation as a purely technical problem. Research on automation adoption indicates that advanced technologies can increase productivity while simultaneously increasing employers’ demand for skilled labor. Learning programs should expose engineers, technicians, and future manufacturing leaders to change management, economics, workforce development, and operational strategy in addition to technical automation skills.

Recommendations for

GOVERNMENT

ederal, state, and local governments have an important role in advancing Lights-Out Manufacturing. Officials can implement and promote initiatives and policies that encourage companies to adopt automation in ways that strengthen productivity while encouraging strategic investments.

Government involvement must include access to expertise, research, and new technologies for small- and medium-sized companies.

Government involvement must include access to expertise, research, and new technologies for small- and medium-sized companies. Initiatives should also promote workforce training and reskilling opportunities that become more effective with collaboration between industry and academia. The following are recommendations that will aid industry in transitioning to Lights-Out manufacturing systems. Expand technical-assistance programs that help identify the right opportunities for automation. Strengthening programs such as the Manufacturing Extension Partnership give small and mid-sized manufacturers vendor-neutral guidance on where automation is most likely to improve productivity, quality, and safety. Companies should emphasize measurable outcomes before pursuing full automation, helping smaller companies avoid costly overinvestment. Prioritize incentives for phased automation projects with measurable outcomes. Grants, tax incentives, and public-private programs should target projects with clearly defined goals and plant deficiencies before making large investments. NIST recommends establishing automation goals, selecting high-impact projects, preparing workers, and accounting for supporting needs such as cybersecurity.

Give small and mid-sized manufacturers greater access to automation test beds and demonstration facilities. Some smaller companies may not have the capital to experiment with advanced robotics, AI, digital twins, and connected production equipment on their own factory floors. Government-supported research centers, Manufacturing USA institutes, and university partnerships can provide spaces where companies evaluate technologies. Accelerate the development and adoption of interoperability standards. Updating factories requires updating equipment, robots, sensors, software, and digital platforms so that common standards across industry will decrease costs and improve integration. NIST identifies interoperability, common interfaces, verification, and validation as important barriers to widespread adoption of technologies such as digital twins. Incorporate cybersecurity requirements and support into advanced manufacturing programs. Increased connectivity and automation bring a higher likelihood of cyber threats, which can disrupt production and leak valuable information. To reduce risk, government programs should focus on cybersecurity assessments and training. Invest in workforce training programs that combine manufacturing expertise with advanced digital skills. Earmark government funds for specific training related to automation, robotics, AI, data analytics, cybersecurity, and troubleshooting skills. NSF states education, reskilling, and upskilling as central components of maintaining an advanced-manufacturing workforce, while the MEP network already offers training in areas such as automation, Industry 4.0, and cybersecurity.

Updating factories requires updating equipment, robots, sensors, software, and digital platforms so that common standards across industry will decrease costs and improve integration.

Strengthen partnerships among manufacturers, academia, and workforce organizations. Regional training partnerships allow educational institutions to design programs around the actual technologies manufacturers are installing and the skills employers need in their workforce. NSF’s advanced-manufacturing strategy emphasizes partnerships among federal agencies, industry, and nonprofits to share expertise and strengthen workforce development. Provide training support for current workers. Existing MEP programs upskill and reskill the workforce in Industry 4.0, automation, cybersecurity, and other technical skills, allowing manufacturers to retain institutional knowledge while giving the workforce opportunities to move into higher-value positions. Continue funding applied research into trustworthy AI, autonomous systems, and digital manufacturing. Manufacturers increasingly depend on systems capable of monitoring processes, detecting abnormalities, and making production decisions with limited human intervention. NIST’s work on digital twins and NSF’s manufacturing programs show how government-funded research and test infrastructure can help emerging technologies move from experimental use toward adoption. Coordinate technology, workforce, and economic-development policy instead of treating them as separate initiatives. Over the next five to ten years, companies will probably need a well-trained workforce to deploy and maintain advanced technology while continuously improving it. GAO states the importance of aligning advanced-manufacturing strategies, improving coordination, and developing meaningful measures of progress across federal manufacturing efforts. The funding needs to be distributed under a unified strategy instead of financing each individually.

INDUSTRY INSIGHT

HIROTEC’s Journey to Zero-Operator Manufacturing In the early 2000s, HIROTEC Corporation recognized a unique opportunity to build a new manufacturing facility from the ground up. Rather than simply replicating traditional manufacturing methods, the company set out to create a worldclass operation focused on optimizing material flow, increasing production flexibility, and maximizing efficiency. To accomplish this goal, HIROTEC assembled a dedicated team to evaluate emerging technologies and manufacturing best practices from around the world. The result was a highly advanced facility featuring state-of-the-art stamping lines with quick die change capabilities for both large Class A panels and small stamped components. The plant also incorporated an Automated Storage and Retrieval System (ASRS) integrated with Automated Guided Vehicles (AGVs) to efficiently move materials throughout the facility. On the assembly side, HIROTEC introduced a new multi-model manufacturing system utilizing servo-electric presses, rapid tool and jig changeovers, and automated part introduction 30

processes. Leveraging technologies developed through collaboration with key customers, the company created a highly flexible production environment capable of producing numerous product variants on common production lines. This innovation allowed HIROTEC to consolidate 28 dedicated assembly lines into just three flexible manufacturing lines capable of producing all 28 models. As these systems matured, the Engineering and Production Engineering teams continued to pursue new opportunities for improvement. Their efforts led to the development of the Zero-Operator Sub-Assembly System in 2012. This groundbreaking initiative represented a significant step toward autonomous manufacturing and challenged the organization to rethink traditional production methods. The new system required the Production Maintenance team to develop entirely new skills. In addition to maintaining equipment, they became responsible for developing standardized procedures for automated jig changeovers, material movement, and the handling of both raw materials and finished goods. The initial implementation allowed production cells to operate

without direct human intervention for up to four hours at a time, proving that autonomous manufacturing was achievable. Building on this success, the team turned its attention upstream. Engineers redesigned the flow of small stamped components so that parts exited the stamping process already stacked in the correct orientation for automated loading into sub-assembly operations. This eliminated the need for manual handling and part reorientation. Similar innovations were developed for large Class A panels, including automated systems that stacked components and loaded them directly into assembly line racks. These improvements further reduced labor requirements while improving quality and consistency throughout the manufacturing process. By this time, HIROTEC’s original Generation 1 (M0) Closure Assembly System had been operating successfully for more than twelve years. However, as the equipment began to age and require major replacement investments, management presented Engineering and Production Engineering with a new challenge: develop a next-generation manufacturing system capable of operating with zero production operators.

The result was the Generation 2 (A0) Closure Assembly System, a platform built upon decades of manufacturing experience and innovation from around the world. Guided by the vision to “Strive for Manufacturing Excellence, Open New Doors, and Assemble the Future with Zero Operators,” the team designed a revolutionary smart manufacturing system that integrated advanced automation technologies throughout the entire production process. The GEN 2 system incorporated Autonomous Mobile Robots (AMRs), laser marking systems, hose-less sealer and mastic pumping technology, automated weld tip changing, automated tip dress inspection, Industrial Internet of Things (IIoT) connectivity, automated part loading, advanced vision inspection systems, and HIROTEC’s innovative steerable roller hemming technology with lightweight anvils for smooth automated model changeovers. 33

However, the team faced another major challenge. The new system had to fit within a footprint 30% smaller than the original GEN 1 line. To achieve this goal, engineers fundamentally changed how manufacturing space was utilized. Traditional assembly systems largely rely on horizontal layouts that consume significant floor space. The GEN 2 concept instead leveraged the facility’s vertical space as a key design feature. Material storage, delivery systems, process equipment, utilities, and buffer zones were strategically integrated above production areas. Multi-level platforms, overhead transport systems, and elevated equipment structures allowed manufacturing functions to occupy the same floor space while utilizing the full height of the facility. By designing upward rather than outward, HIROTEC successfully reduced floor space requirements without sacrificing capacity, flexibility, or performance. The vertical design also transformed maintenance operations. Production Maintenance personnel had to expand their expertise beyond traditional mechanical systems to include robotics, controls, sensors, networks, automated material handling systems, and predictive main34

tenance technologies. Elevated equipment required new safety procedures, access methods, and maintenance strategies. With the integration of IIoT technologies and real-time equipment monitoring, maintenance evolved from a reactive function into a proactive organization focused on reliability and system performance. The success of the GEN 2 Closure Assembly System was not simply the result of advanced technology. It was the culmination of years of continuous improvement, engineering innovation, and organizational development. By combining autonomous manufacturing, intelligent automation, advanced material handling, vertical space utilization, and a highly skilled maintenance organization, HIROTEC created a true Smart Factory experience. Today, the GEN 2 Closure Assembly System stands as a demonstration of what is possible when innovation, engineering excellence, and a relentless pursuit of improvement come together. More than a replacement for aging equipment, it represents HIROTEC’s vision for the future of manufacturing: a highly flexible, fully connected, zero-operator production environment designed to meet the demands of the next generation of automotive manufacturing.

Key Takeaways on 1. Start With the Problem, Not the Technology

2. Lights-Out Manufacturing Is a Long-Term Journey

Automation should address a defined business or operational challenge. Adding technology without a clear purpose can introduce more complexity without creating meaningful value.

HIROTEC’s progress toward autonomous manufacturing has taken roughly 20 years of continuous improvement. The goal is not a single transformation project, but an ongoing process of refining systems as technology and business needs evolve.

4. Build a Roadmap Around the Future State 3. Start Small, Prove Value and Scale Manufacturers do not need to automate everything at once. Begin with a focused use case, demonstrate results, learn from the implementation and use those lessons to guide the next investment.

Individual automation projects should connect to a broader vision for the factory. A long-term technology roadmap helps manufacturers prioritize investments, anticipate risks and avoid creating disconnected systems.

Lights-Out Manufacturing 5. Think Beyond a Single Process

6. Flexibility Can Be as Valuable as Productivity

Automation decisions can affect production upstream and downstream. Manufacturers should understand the entire product and process flow before changing one part of the operation.

The value of lights-out manufacturing extends beyond reducing labor. Flexible production systems, autonomous material movement and smarter storage can improve productivity, floor-space utilization, responsiveness and consistency at the same time.

7. Quality Must Remain at the Center For manufacturers operating in demanding supply chains, automation cannot come at the expense of quality. Vision systems, automated handling and consistent process controls can help strengthen quality while increasing autonomy.

8. Internal Expertise Is Critical to Sustainable Automation

9. The Human Advantage Shifts Rather Than Disappears

Manufacturers need employees who understand the technology well enough to operate, maintain and troubleshoot it. Developing plant-floor expertise and an internal automation champion reduces reliance on outside vendors and improves long-term adoption.

Lights-out manufacturing doesn’t eliminate people—it shifts where they create value, moving employees from repetitive tasks to problemsolving, system oversight, continuous improvement and higher-value technical roles. 37

SOURCE LIST

Deloitte Insights 2025 Smart Manufacturing and Operations Survey: Navigating challenges to implementation https://www.deloitte.com/us/en/insights/industry/manufacturing-industrial-products/2025-smart-manufacturing-survey.html Deloitte Insights Taking charge: Manufacturers support growth with active workforce strategies https://www.deloitte.com/us/en/insights/industry/manufacturing-industrial-products/supporting-us-manufacturing-growth-amid-workforce-challenges.html Manufacturing USA Revitalizing America’s Manufacturing Workforce: A Manufacturing USA National Roadmap https://www.manufacturingusa.com/reports/revitalizing-americas-manufacturing-workforce-manufacturing-usa-national-roadmap Massachusetts Institute of Technology (MIT) Automation and the Workforce: A Firm-Level View from the 2019 Annual Business Survey https://shapingwork.mit.edu/research/automation-and-the-workforce-a-firm-level-view-from-the-2019-annual-businesssurvey/ MForesight Time for Small Manufacturers to Embrace Smart Manufacturing https://medium.com/@MForesight/time-for-small-manufacturers-to-embrace-smart-manufacturing-db51f64a5916 National Science Foundation https://www.nsf.gov/ National Institute of Standards and Technology https://www.nist.gov/ U.S. Government Accountability Office https://www.gao.gov/ National Institute for Occupational Safety and Health https://www.cdc.gov/niosh/ Collaborative Ecosystems for Smart Manufacturing Innovation Institute https://www.cesmii.org/

ABOUT:

Automation Alley is a nonprofit technology business association and Digital Transformation Insight Center focused on driving the growth and success of businesses in Michigan and beyond through innovation and automation. With a global outlook and a regional focus, we foster a vibrant community of manufacturing and technology innovators, entrepreneurs, and business leaders through opportunities for collaboration and learning. Our programs and services help businesses develop the skills and expertise needed to effectively jumpstart or accelerate digital transformation. By bringing together industry, academia, and government, we aim to create a dynamic ecosystem that drives innovation and growth across Michigan.

Automation Alley, our mission is to help businesses thrive in the rapidly changing digital economy. MISSION: At We equip them with the knowledge, insights, and tools to develop a software-first mindset that leverages the power of automation, AI, and other cognitive technologies. We believe that by working together, we can build a stronger, more innovative, and more competitive economy for the future.

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Lights-Out Manufacturing: The Autonomous Factory & The Human Advantage