Insights that Drive Progress

About Conexus Indiana

Conexus Indiana is a nonprofit organization dedicated to the progress of Indiana as a global leader in advanced manufacturing and logistics. Conexus Indiana brings together companies to adopt new technologies, support workforce development initiatives, and foster collaboration to identify challenges and highlight the success in advanced manufacturing and logistics. Conexus plays a vital role in cultivating rewarding career opportunities for Hoosiers while maximizing the state's economic potential. This article is an interview-analysis published by Conexus Indiana and conducted between Conexus Indiana and Arcamed President and CEO, Jon Desalvo.

Learn more about Conexus Indiana's contributions to advanced manufacturing and logistics and find the full Conexus Indiana article here:

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How Apprenticeship programs can thrive in Hoosier advanced manufacturing and logistics companies: advice from a successful CEO

Posted in Blog Post by Conexus Communications on February 13, 2026, and is republished with permission.

Since 2012, Indianapolis-based Arcamed has been designing and manufacturing surgical case and tray systems. For nearly a decade, under the leadership of CEO Jon Desalvo, the company also has maintained an active apprenticeship program. Currently Arcamed’s workforce of 85 includes 10 apprentices. Over the years, some 40 high school students have worked and learned as Arcamed apprentices and, adding students working toward associate degrees and 4-year college degrees, Jon estimates that number grows to 70 or 80 apprentices.

With his experience and enthusiasm for the Arcamed apprenticeship program, it’s no surprise that Jon is actively involved in a statewide effort to transform how students and adults prepare for high-demand careers in advanced manufacturing and logistics (AML). As chair of the AML Industry Talent Association (ITA) that Conexus Indiana leads, Jon works alongside fellow employers to help define the skills and competencies students need, co-create curriculum and ensure training aligns with real workforce needs.

From that vantage point, Jon believes that not enough companies are teaching students and their parents about what manufacturing companies in Indiana can offer. “With more than 9,500 manufacturing companies in Indiana, that’s our bread and butter. That’s what we do,” he said. And he’s happy to share some of the lessons he’s learned as Arcamed developed its apprenticeship program:

• *Start with “Can” rather than “Can’t” — “*There are so many fabricated barriers. Our mission became ‘We’re going to say we can and figure out a way.’”
• Develop an onboarding program that helps apprentices succeed from the first day. — “Think about onboarding at a high school level. Showing where the restrooms are, clocking in and out. Our quality manager made a video explaining what his job is and what concerns they should bring to him. Think about all the how-to things and close all those little pockets of information a new hire needs to know.”
• Make ‘show up skills’ the first lesson. — “’You have to show up every day committed, because we are committed to you. You’re going to have a voice. This is what is expected of you when you come through that door. You are not an apprentice or a journeyman or a student. You are an employee.’ Explain what is expected every single day: your company values, accountability, communication, attitude.”
• The learning goes both ways. — “A lot of times we put age limits on things that aren’t deserving. For instance, in the age of new technology, you may hear a student educating the mentor: ‘Why don’t you put that in AI? Here’s what it will give you.’ And then they show them. The learning goes both ways and that’s the beauty our organization has really embraced.”
• Your apprenticeship program is a philanthropic community partnership. — “It’s hard to find good people, and it’s hard for students to find ways to learn skills needed to achieve good jobs. If we’re not hiring, learning and teaching, how are we going to create outstanding people in AML? For me, there is no greater satisfaction than seeing a student using Arcamed as the launching pad for their career. “
• Top leadership must be committed to see your program succeed. — “If they’re not, it’s a battle you can’t win. There’s no secret recipe that makes this work. It’s not a one-size-fits-all, and you will fail in some instances. You learn from your failures and create different processes.

It’s gratifying for Jon to see how invested the Arcamed workforce has become in training and mentoring the young apprentices. and to see the bonds that have been forged between apprentices, mentors and the company — the way they stay in touch with former mentors after an apprenticeship ends, for instance.

Mentors have learned a great deal from their apprentices, too, and Jon believes that effect will be reflected in your own program. “You will be blown away at how much these kids know and the work ethic they come with when it’s something they want,” he said. “This generation of high school students are getting fulfillment from working. It is amazing the immediate value and impact they have on the company. It really is.”

About the Indiana Career Apprenticeship Pathway (INCAP)

The Richard M. Fairbanks Foundation provided grant funding beginning with the Modern Youth Apprenticeship pilot in 2020 and has continued investing in workforce innovation through iLab Indiana — a coalition of 300+ state business, education, nonprofit and government leaders committed to reimagining career learning and training.

Through that coalition, Indiana leaders designed and are now building the Indiana Career Apprenticeship Pathway (INCAP), an employer-led, Swiss-inspired apprenticeship system that blends classroom learning with paid, on-the-job training starting in high school and extending into adult career advancement. INCAP partners with employers through Industry Talent Associations (ITAs) to help define the skills and competencies students need, co-create curriculum and ensure training aligns with real workforce needs. The Fairbanks Foundation continues to support creation of ITAs, regional implementation infrastructure, student recruitment and employer engagement — all aimed at building scalable and sustainable pathways so Indiana can rain, retain and grow talent at scale.

The medical manufacturing industry is defined by constant innovation and high-level competition. As quality and delivery standards rise year after year, high-mix/low-volume manufacturers must adopt new technologies to stay ahead of the curve. Implementing a strategic automation strategy enables suppliers to improve lead times and increase quality, all while becoming more cost competitive.  Rather than replacing skilled labor, automation has become a tool for growth. Operators are no longer stuck in repetitive tasks, but instead work on higher-value, higher-skilled operations that improve long-term competitiveness. 

Alongside automation, the use of Artificial Intelligence (AI) further improves processing speed and error reduction. AI-driven models enhance programming efficiency and accuracy, maintain higher standards of quality, and support informed decision-making. Incorporating AI into part rendition decreases programming time, allowing programmers to focus more on quality assurance and optimization. Using a large database of tooling and machine capabilities, AI informs engineers of optimal decision-making to reduce human error.

Automation  

Automation is no longer an option; it is a necessity in order to become an industry leader in high-mix/low-volume manufacturing. Arcamed has utilized technology to successfully maintain their industry-leading lead time and build a world-class Quality system throughout consistent organizational growth. Since its adoption, automation has made massive strides for cost reduction, lead time stability, and efficiency.   

But what automation was introduced, and how did it add value? Arcamed currently utilizes four robots:      

1. Ra2-Del2: Tends a radel caddy lid CNC mill by loading/unloading material and transferring lids to be laser etched with a lot number. This has resulted in a work cell that can run up to 40 parts per load, allowing for up to 15 hours of unmanned run time.  
2. Eva: Tends a CNC mill that produces the first operation of machined caddies. This has resulted in a work cell that can run up to 28 parts per load and run for 60 hours unattended.   
3. Wall-E: Tends a CNC mill that is responsible for caddy material preparation. This has resulted in a work cell that can run up to 60 parts unattended for 2 hours.   
4. Bender: Tends a press brake to automate the production of single bend brackets and stock component latches. This has resulted in a work cell that can run up to 1400 parts for 11 hours unattended.

Automation has not taken away skilled labor from the workforce – but has transformed it. Employees previously in repetitive cycle-to-cycle jobs now work in more complex environments that improve technical skills and long-term competitiveness. Operators previously tasked with tending to a machine and cycling parts can now develop into programming the robots, innovating processes, and manufacturing complex parts.

Cloud NC  

In 2024, Arcamed implemented Cloud NC to optimize programming efficiency. Cloud NC is an AI model used to enhance programming efficiency and maximize output. Using CAM Assist, engineers will render the initial part, which is then analyzed by Cloud NC for machineability. If any errors or inefficiencies are found, the model will provide solutions to optimize program quality.  The engineer will then focus on optimizing and validating the program prior to being sent to manufacturing. With its large database of tooling and machine knowledge, Cloud NC can even assign parts to the appropriate equipment with the most optimal tooling to optimize production.

The integration of Cloud NC has elevated Arcamed’s programming efficiency to industry-leading standards. Programming can result in a production bottleneck, with slower processing rates and the potential of human error negatively impacting manufacturing excellence. By implementing AI models like Cloud NC, Arcamed’s programming department has become one of the fastest and most reliable steps in the production process. With 80% of programming being completed through the software, project time has been reduced from upwards of two hours to a matter of minutes, giving engineers more time for optimization and quality assurance. Leveraging its extensive database of tooling and machine capabilities, Cloud NC optimizes machine-to-part assignment, minimizing human errors such as incorrect machine ID’s and suboptimal tool usage. 

Conclusion  

New technology has changed the standard for success in medical manufacturing. Arcamed’s strategic investments in automation and Cloud NC have increased efficiency, reliability, and cost reduction – all without sacrificing skilled workforce. Since 2023, costs have been reduced by 25% with order completion rates staying consistent. Automation has established consistent procedures, allowing consistent 8-week lead times at 98.8% on time delivery, 97.7% on time in full, and 97.7% orders defect free. This has enabled Arcamed to cultivate a reputation as an industry leader in speed, quality, and cost.   

A message from our President and CEO, Jon Desalvo.

As 2025 comes to a close, we are thrilled to reflect on a year of significant progress and dedication at Arcamed. Our mission for the year was to set the benchmark for what it means to be an Elite Contract Manufacturer, a goal we aggressively pursued across three key areas: Operational Excellence, Technology, and Community Partnership.

Operational Excellence: A Commitment to Quality and Transparency

Our customers rely on us to deliver quality products on time, every time. This year, we reinforced our commitment to this promise by focusing on measuring what truly matters and holding ourselves accountable. We have set exceptionally high internal standards to ensure your complete satisfaction. To demonstrate our unwavering commitment to transparency, we are proud to announce the launch of a new public scorecard on our website, where you can see our performance in all key areas. While we don't claim to be perfect, we take full responsibility and implement corrective actions immediately to prevent recurrence, ensuring continuous improvement.

Technology: Innovating for the Future of Contract Manufacturing

Arcamed is dedicated to staying at the forefront of technological advancements to enhance efficiency and productivity. This year, we made great strides in utilizing AI for programming and capacity planning. Our commitment to American-made manufacturing was recognized with visits from state and federal leaders, including Governor Mike Braun and SBA Administrator Kelly Loeffler. We were also honored to receive the statewide MIRA award for Manufacturing Innovation. Looking forward, we have developed a three-year blueprint that includes a strategic investment of over $5 million to support our customers and their continued growth with Arcamed.

Community Partnership: Building a Stronger Indianapolis

Our company culture is deeply rooted in giving back to the community. This past year, our dedicated associates volunteered over 800 hours with more than a dozen organizations, contributing to philanthropic work throughout Indianapolis. We are also proud to be active members of key programs like MAP (Modern Apprentice Program), INCAP (Indiana Career Apprentice Pathways), and Purdue MEP (Manufacturing Extension Partnership). By actively participating in youth education at both the high school and college levels, we are committed to helping develop and ensure the success of the next generation of manufacturing leaders.

Setting The Standard You Deserve

With the progress and accomplishments of 2025, we are better positioned than ever to be a true extension of your team. Arcamed will continue to strategically scale to meet or exceed the needs of our customers and set the standard you deserve. We look forward to our partnership.

To learn more about Arcamed or schedule a tour, contact Jon directly at jdesalvo@arcamed.com

In the fast-paced world of medical device development, time is a critical factor. Efficient collaboration between engineering and product teams is essential to bringing innovative solutions to market. Arcamed Engineering, a leader in its field, partnered with an OEM’s Engineering team to explore a new model of collaboration: the focused, 1-day onsite engineering development meeting. The results demonstrated a transformative approach to the traditional development processes, highlighting significant improvements in communication, efficiency, and partnership building.

The Challenge of Digital Disconnect

Traditional remote collaboration, while convenient, often introduces delays and confusion, particularly for complex, tactile products like surgical instruments and implant trays and caddies. A single design update could lead to a week of back-and-forth emails, CAD file reviews, and scheduled video calls. Critical context—such as surgical process order or subtle fit-and-function issues—could easily be lost in translation. This digital divide creates challenging bottlenecks that hinder progress and strain relationships.

The Solution: A Day of Focused, In-Person Collaboration

Arcamed’s solution was a targeted, in-person meeting. Instead of a series of fragmented digital interactions, all key decision-makers from both Arcamed and its OEM partner were brought together for a single day. This strategic gathering was designed to:

• Accelerate Prototype Feedback: With physical prototypes, instruments, and implants in hand, teams could immediately test and provide feedback. A CAD file, once a static representation, came to life as engineers and product developers could physically touch, remove, and add instruments to the trays and caddies. This hands-on approach revealed previously hidden issues like loose or misaligned components.
• Eliminate Miscommunication: The face-to-face setting provided an immediate and clear channel, cutting through the confusion of digital collaboration. A Senior Product Development Engineer at the OEM emphasized the format was a “huge success, giving us both insight into each other’s processes and allowing us to communicate what was truly important.” This clarity ensures both teams understand the core design rationale, testing processes, and specific preferences, all in the shortest amount of time.
• Streamline Design Updates: The ability to make on-the-spot decisions and show design rationale and testing processes in person shaved approximately one week off the traditional collaboration timeline. This removed additional delays in the project timeline that are typically incurred due to design updates. Ashley Ray, Project Manager, emphasized the direct impact on the project schedule:

“As a project manager, one of the most significant benefits of our onsite meetings is the incredible time savings. Streamlining design updates in a single day, rather than over a week or more of back-and-forth communication, directly impacts project timelines. This allows our engineers to focus on what they do best: developing and refining the product, ultimately getting our clients to market faster.”

• Strengthen Partnership: Beyond the technical benefits, the meeting fostered a deeper human connection. Taking technology out of the equation allowed individuals to “put a face with a name,” building a level of confidence and trust that is crucial for a long-lasting partnership. Justin Brown, Engineering Manager, highlighted the trust-building aspect:

“Our onsite meeting with the OEM’s Engineering team was a game-changer. Beyond the obvious benefits of reduced timelines and streamlined feedback, this meeting was instrumental in building a stronger partnership mentality. The ability to sit down together, with physical prototypes in hand, builds a level of trust and confidence that digital communication simply can’t replicate, ensuring we’re fully aligned and committed to delivering the best possible product.”

A Partner’s Endorsement

From the OEM’s perspective, the trial was a resounding success. A Product Development Engineer at the OEM stated that the meeting gave them “insight into each other’s processes and allowed us to communicate what was truly important.” The ability to test-fit the implants into their caddies and show which openings needed updating with “practical physical rationale” was invaluable. The OEM’s team hopes to continue this format to “strengthen our partnership and get the best product in the quickest timeline.”

Key Outcomes

The 1-day onsite engineering meeting model offers a powerful framework for future collaborations. The approach delivered several key benefits:

• Speed: Reduced design feedback cycles and streamlined decision-making.
• Clarity: Eliminated miscommunication and allowed for hands-on, real-time testing.
• Confidence: Built stronger partnerships and demonstrated the expertise of both Arcamed and the OEMs team.
• Efficiency: Provided a comprehensive review of instruments, implants, trays, caddies, and processes in the shortest amount of time possible.

This collaborative model proved that when it comes to complex engineering challenges, proximity can be the most efficient tool for driving innovation and building lasting success.