Worker injuries remain a persistent problem across hardware manufacturing, despite decades of safety regulations and formal programs. In semiconductor fabrication plants, consumer electronics assembly lines, and automotive supply chains, serious incidents continue to occur, many resulting in long-term disability or loss of life. As production speeds increase and global supply chains become more fragmented, the risk to workers has grown rather than declined.
The challenge spans industries. Semiconductor facilities expose maintenance workers to chemicals and complex equipment in tightly controlled spaces. Consumer electronics manufacturing faces intense seasonal demand, leading to long shifts where fatigue becomes a major hazard. In automotive supply chains, safety standards vary widely across tiered suppliers, making consistent enforcement difficult. What makes this more concerning is that many incidents occur in organizations with established safety policies and certifications. The issue is rarely neglect; it is systemic.
Beyond the human cost, unsafe workplaces carry economic consequences. Lost-time injuries, turnover, and legal exposure erode efficiency and long-term resilience. Organizations that fail to protect workers also struggle to build the trust and stability needed for sustainable growth.
At leading U.S. consumer electronics companies, product safety has long been treated as a foundation rather than a checkbox. Krunal Patel, an experienced Technical Program Manager, played a key role in managing product safety risks for advanced power systems shipped to global markets. His teams used Design of Experiments methods to systematically test variables such as materials, packaging geometry, and connector orientation. This disciplined approach eliminated entire defect categories and improved manufacturing efficiency.
Custom testing cycles were developed to simulate real-world usage rather than relying solely on standard lab tests. Regional packaging constraints in Europe and the UK were addressed through close supplier collaboration, while alternative suppliers were qualified to strengthen resilience during global disruptions. The broader takeaway was clear: safety performs best when it is built into design, testing, and supply chain decisions from the start.
But product safety alone does not protect the people behind the production lines. For Patel, this gap became personal after a close family member was seriously injured while working a night shift at a CNC manufacturing facility. “That experience made it clear to me that checklists and policies aren’t enough,” he says. “There are hidden system gaps that put people at risk every day.”
Drawing on experience across semiconductor, electronics, and automotive manufacturing, Patel analyzed why incidents continue despite formal controls. He identified a recurring pattern he describes as a “three-layer failure cascade”. Layer 1 – Strategic and planning gaps; layer 2 – human systems failures; layer 3 – technology and infrastructure gaps. Strategic gaps leave safety planning reactive rather than continuous. Human factors such as fatigue and deadline pressure override training. Technology systems fail to detect rising risk until after an incident occurs.
“These layers don’t fail in isolation,” the professional explains. “They build on each other. By the time an incident happens, the warning signs have already been there.”
To address this, he developed a prevention framework supported by an AI-enabled wearable prototype. The system combines sensor data, machine learning, and real-time analytics to surface risks early. Leaders gain a live view of emerging hazards, enabling proactive decisions. Workers receive personalized alerts for fatigue or heat stress, while task schedules adapt dynamically to reduce exposure. The wearable integrates directly with manufacturing and logistics systems, allowing risks to trigger immediate operational changes.
“Traditional systems only capture what’s already gone wrong,” he notes. “The goal here is to detect unsafe patterns before someone gets hurt.”
His work has been shared across industries, including at the 2025 Next-Gen Smart Logistics Conference, where he presented the framework as a non-commercial, humanitarian solution. His broader contributions were also recognized with the Global Industrial Innovation Award at ICDAM 2025.
As production complexity increases, leadership priorities must shift. “Scope, time, and cost dominate most discussions,” he reflects. “But if safety isn’t non-negotiable, none of the other metrics really matter.”
The tools and knowledge to prevent many workplace injuries already exist. What remains is the commitment to treat safety, not as compliance, but as the foundation of industrial excellence. “The safety of the people making the product and the product itself must come first,” Patel emphasizes. “When you get that right, everything else follows.”