Trent Randles has ten years of industry expertise in manufacturing, has worked for tier-1 automotive suppliers, and has held leadership positions with BorgWarner and Magna Seating. He has made remarkable contributions to digital transformation by taking the initiative in building Digital Twins, utilizing Augmented Reality and leveraging Manufacturing Execution Systems to enhance new and existing manufacturing processes. Trent holds a Bachelor’s degree in Engineering from the University of South Carolina and a Master’s degree from Clemson University. He has been pursuing a Ph.D. in automotive engineering for three years at Clemson University’s International Center for Automotive Research. He is currently a Manufacturing Engineering Manager at BorgWarner, where he utilizes his past experiences to continue taking initiatives to pave the way for digital technology.
We aim to design and manufacture the latest systems to the full extent for a seamless operation. Our collaboration with technologists, engineers and OEMs leads us to success by facilitating transformation toward emobility
Can you share your journey so far and your current roles and responsibilities in the organization?
I am currently the manufacturing engineering manager at BorgWarner Seneca, South Carolina. We have three operations- transfer case machining, transfer case assembly, and battery assembly, and I especially manage and oversee transfer case assembly operations. My team supports the whole assembly process of transfer cases. We are responsible for managing the operation from inception to end and how the parts are presented to robots and automated machines. We facilitate support functions through control and industrial engineering departments to execute designs for assembly processes. As a manufacturing engineering team, we combine mechanical, industrial, and engineering departments together. So, we focus mainly on the ergonomics of a process, considering all the safety, quality and product development aspects of the entire transfer case assembly operation.
This is an interesting domain to work with a machine builder that we have on-site to build new equipment. We instruct the control engineers in the mechanical drawing to ensure that the machine works the way we intend it to work. When a robot malfunctions, we help troubleshoot it during the maintenance time. We are delegated to deliver presentations to our senior leadership team on cost-reduction projects. So, we are equipped with a wide range of activities, which makes the job exciting. I educate my team on best practices and coach them through the projects. This is a give-and-take process; while guiding my team, I also gain various knowledge and perspectives from the members, making my job challenging yet fun.
What are the prevailing challenges you as a leader face today regarding technology trends?
One of the major challenges I encountered when I joined BorgWarner was the lack of understanding in implementing the right software or technology. Being an engineer, I am passionate about digital transformation, implementation of digital twins and utilization of IoT systems to assess and enhance machine performance. When I joined the company, it had all these aspects of technological trends, but it was not modernized and updated, due to which the machine performance was not up to the mark, making the outcome less productive. So, I made a firm resolution to not continue this outdated process anymore, and I shared this issue with my team. Eventually, we identified the prevailing gaps and anticipated different IoT systems or software to help us achieve our goals successfully. We wanted to ensure that we didn't end up in a situation where, after purchasing any equipment, we realized that it worked at 50% of its capability, and we had to regret it.
Another challenge is getting the decision-makers on board with our vision. Apparently, it seems way easier for engineers to implement a new technology, but articulating its value and knowing the profit it could make for upper management is complex. So, it is very important to communicate our vision effectively. Regardless of language, we must clearly translate the vision to the decision-makers. This is the second challenge I have encountered in translating my vision for digital transformation while bridging the gap between technical and business space.
When it comes to the future of the space, where do you see the industry going next? Do you expect any technological trends that might disrupt the space as a whole?
Undoubtedly, the AI hype has revolutionized the digital spaces, but it can always be broken down to rapid research for a new utility. Gradually, more companies will utilize AI to improve organizational performance. For example, the use of Microsoft Excel is widespread, and with software advancement, it has become more enhanced and faster. Moreover, different software can be digitally connected with every manufacturing machine in a single assembly line. As per my analysis, IoT software monitors the machine's performance and is used for machines to troubleshoot automatically at a high level. At times, if it is not fixed by itself, the maintenance and engineering team are notified for manual restoration.
What would be one key piece of advice for your peers and upcoming industry professionals?
The most important advice that I would give to young professionals is to have a solid foundation before implementing any digital transformation to their business. You have to ensure the upper management that you have utilized existing systems to the full extent, and still, it is not taking you to the next level. It is not about the technical aspect; it is more about empowering the team for better performance. So, building trust and camaraderie with your cross-functional team is paramount; without collaboration, other aspects of operations will not work. A team effort between engineering, production, safety and maintenance will streamline every process and lead to successful outcomes.
