Professional Documents
Culture Documents
Table of Contents
INTRO 5
Integrate 25
CONCLUSION 28
Robotiq’s library of eBooks covers the different phases of the robot cell deployment to ensure that
you have access to tips from robotics experts all along.
Learn more about Lean Robotics on leanrobotics.org.
This Ebook Covers the Integrate Phase
The integrate phase consists of putting the
pieces of the robotic cell together,
programming it, and installing the cell on the
production line.
You start the integrate phase with the cell design in hand and the equipment ready to be
assembled. At the end of the integrate phase, you’ll have a working robotic cell on your production
line, ready to start creating value for its customer.
INTRO
Traditionally, hiring in-house expertise was a big (and expensive) step for manufacturers to take.
Since industrial automation could get very complex, the level of employee training required was
prohibitively high for small businesses. Plus, the automation solutions of the time were typically
permanent following the initial integration, so any benefits of keeping full-time robotics experts on
staff were outweighed by the high cost.
Despite the fact that automation technologies have come a long way in the past decade and it’s
now much easier to integrate robots, some barriers are still present when it comes to traditional
industrial robots. However, collaborative robots are a whole different story.
Today, workers can gradually be trained to program collaborative robots, by starting with simple
programs and working their way up to more complex tasks. As people become more proficient
with robot programming, they will be able to tackle more delicate automation tasks.
The cool thing about collaborative robots is that you don’t necessarily need people with a
background in automation or robotics. All you need are people with skillsets that match the reality
of collaborative robots.
“The process was much simpler than I thought it would be. If you can work a smartphone, you can
pretty much work these robots.” - Sabrina Thompson, Line Lead, Scott Fetzer Electrical Group
This eBook brings together the people that should be involved in a robot implementation process
and describes the skills they will require. Since there are various way to run a project, these are
simply guidelines that can change depending on the candidates and their various skills and
backgrounds.
PEOPLE TO INTEGRATE A ROBOT
To integrate your first robot you will want to have a handful of employees at the ready. From the
general manager to those on the shop floor, you need to have people with the confidence that
they can run the project. If you are one of these employees yourself, you will need to build a team
with a certain skillset in order to have a final robotic cell that is efficient, cost-effective, and that
works day and night.
Meet
Robert, General Manager
The general manager is responsible for monitoring shifts in demand for the company’s products and
services, and preparing the production line for upcoming jobs. He plays a crucial role in the
implementation of the robot, since he will be the one to give the “green light” on the project.
Robert will not necessarily be involved in the project on a daily basis, but he still needs to be aware
of what’s going on.
Results-oriented
At the end of the day, the manager is there to ensure the company reaches its goal.
Whether that goal relates to higher output, greater productivity, or better quality, the
manager will do whatever’s in his power to achieve it. It’s important for Robert to take
action to achieve the goal, but he also needs to step back every so often and check that
the project is on track to meet its deadlines.
“We’ve seen a 20% increase in productivity on the line where we’ve put in the robots” - Rob
Goldiez, General Manager, Scott Fetzer Electrical Group
Budget-conscious
The budget of the robotic cell is what determines whether or not the project will be
profitable. With big-budget projects like this one, we generally use the term Return On
Investment (ROI) when discussing whether the costs will be earned back within a short
enough period of time. Hence, ROI is a key metric for any budget-conscious manager to look at. He
or she should have an understanding of basic financial principles, as well as awareness of various
cost-analysis factors such as management cost, maintenance cost, and lifecycle cost. All of these
calculations will help the manager make the right decision for the long run.
Robert needs to know the difference between an obligatory step of the project and an
optional one, as well as which components should be included in the cell and which
shouldn’t. Again this understanding can be the difference between a project that earns
back its expenses quickly, and a project that’s too expensive to turn a profit for years to
come.
Good communication
Once a manufacturer of any size decides to add robots to its workforce, then the
company’s owners and executives should start preparing the workforce in advance.
There are many opportunities to open a dialogue with workers. From the outset, the
managers should talk about their vision of what the robots will bring to the company, by
explaining how robots will help workers, boost production, and increase shared profits. The general
manager should reassure employees that the robot is there to help them, and that it will only
replace previously-outsourced jobs, not put in-house workers on the sidelines. Good skills for a
manager to have at this time are emotional intelligence, empathy, and a straightforward
communication style. If you care about your employees and want to bring your company to
another level, these skills will take you there.
“We have also been able to relocate employees to sectors where we’ve seen growth in our
business.” - Rob Goldiez, General Manager, Scott Fetzer Electrical Group
Matthew, Director of Operations
Matthew’s goal is to find ways to automate the factory to increase its competitiveness. In this
process there are various parts that should be evaluated. Employees, shop floor layout, tools, and
machinery are all part of the process of enhancement, but at this point the focus is on the robotic
cell. Matthew will first need to evaluate the feasibility of the project and conduct a budget
assessment; then he will manage the project, and finally, he’ll evaluate whether the robot was
worth the investment. The director of operations needs a broad skillset in order to fulfill these
goals.
“My goal is to find ways to automate our factory; ways to make us more competitive at a global
scale, and ways to take advantage of the machinery we have.” - Matt Bush, Director of Operations,
Scott Fetzer Electrical Group
It’s important for a director of operations to understand that employees need time to develop a
robotic cell. Getting stuck in the day-to-day routine can cause your project to be aborted, but as
director of operations it is your responsibility to make room for extended periods of time when
your employees can design or try out the robotic cell. Don’t rush; a slow and steady approach will
serve you better in the long run.
Budget-conscious
Just like the general manager, the director of operations needs to be aware of the
budget. In fact, the selection of robots, grippers and different safety components all
needs to be done with the budget in mind. Understanding notions such as ROI, life-cycle
cost, maintenance cost, and other machinery-related budgetary items can help the director of
operations wisely evaluate the robotic cell.
System Thinking
Matthew needs to use “system thinking” – or in other words, he needs an overall
understanding of the various aspects of the project. These include things like level of
safety required, which machines can be automated, how much room there is on the shop
floor, which connections are required, how much time it will take to design, and other
aspects that all have a large impact on the robotic cell implementation and the budget.
Managing a robotic cell implementation involves making a lot of compromises, so the
director of operations needs to decide on the necessary vs. unnecessary parts of the
project. For example, if a sensor would slow down the cycle time, but would also increase
safety, the director of operations should be tactful enough to lead the company towards
the right decision.
Good communication
Matthew doesn't have to be a great communicator, but he does need to listen to the
requirements of the general manager, concerns of the engineers, and the requests of the
employees. Regardless of his personal opinion, he must consider these opinions on the
robotic cell so that it fits everyone’s needs.
“We try to look for tasks that are really monotonous, labor intensive and potentially hazardous to
do.” - Matt Bush, Director of Operations, Scott Fetzer Electrical Group
Technology design
It’s good to be aware of the latest technologies and what’s usually done in the market.
But most importantly, being skilled at technology design means being able to design
things that actually work. It also means being able to figure out why something isn't
working properly and coming up with possible solutions, which entails related skills in
Repairing and Troubleshooting.
Results-Oriented
It’s most important for the director of operations to be results-oriented in terms of cycle
time and robotic cell performance. If the robotic cell is being put in place to increase the
company’s productivity, Matthew is the one that needs to ensure the robot is running at a
certain pace to meet the demands of production.
James, the Engineer
James is a key contributor to the implementation of the collaborative robot cell. In fact, he will be
designing, installing, programming and most likely troubleshooting the robot. It is a motivating job
to do but it comes with real challenges. Learning to use new technologies and new programming
methods to make the cell in work needs to be achieved by someone with a good skillset.
“It was really easy to learn, and it went much smoother than I anticipated” - James Cook, Principal
Engineer at Scott Fetzer Electrical Group on using their first robot.
Active learning
James should be open-minded and ready to learn new techniques and technology. Of
course, collaborative robots are relatively new on the market; since they use recent
technology and are always evolving with various updates, data collection, and
cloud-based programming, the Engineer has to keep up. Therefore, having a good level of Reading
Comprehension and a grasp of the Learning Strategies that work for you personally will help you
learn new things quickly and easily when the need arises.
System Thinking
Since collaborative robots are complex systems, James has to be good at mechanics,
electronics, electrics and programming. A good engineer needs to understand how all
these different systems work together, and should be comfortable with the theory
behind them. Moreover, one of the most important tasks is to deconstruct a process into simple
steps that can be done by a robot.
Programming mindset
Using a robot is all about programming, so the engineer that will implement the robot
on the shop floor needs to have a certain programming mindset. In fact, even if
collaborative robots are really easy to program, there are always little tweaks that have
to be done. Thanks to methods involving programming by teaching, robots are now
easier than ever to use. However, the engineer should make sure he or she has a proper
understanding of advanced functions such as WHILE, IF, WAIT, etc., before using them.
Designing a robotic cell involves a lot of compromises, and the engineer needs to make
decisions that are useful for the project. The robot must be reliable, safe, and easy to use,
so all these criteria need to find a place in his or her design.
Technology design
James’s goal is to design things that actually work. This also means he has to figure out
why something isn't working properly in his design and come up with possible solutions,
which entails skills in Repairing and Troubleshooting. Robotics involves a wide range
of technologies, so skills in technology design will help you effectively isolate the source
of a problem and propose effective solutions.
Complex problem solving
It’s pretty easy to implement a collaborative robot, at least compared to a regular robot.
But that doesn’t mean there are no challenges. In fact, James is sure to be scratching his
head several times during the process. These types of problems are best solved with
creativity and simplicity, so James should aim to stay down-to-earth and creative.
Sabrina, Production Line Lead
Sabrina knows the needs of the employees and knows where a robot will be most helpful. She’s
probably the best person to ask whenever a problem arises on the production line. She should be
included in the design process so she can give her input to the Engineer and the General Manager.
Her role is also crucial in the implementation of the robotic cell, since she will be the one using the
robot and looking out for further applications. The project requires a key person on the shop floor
who has a very diverse skillset – a perfect job for Sabrina.
“Involving employees in this technology will only strengthen our workforce.” - Phil Demauro,
Manufacturing Engineer Leader, Whippany Actuation System, on how employees contribute to the
success of the robotic implementation.
Active Learning
The main skill of a good production line lead is active learning. In fact, Sabrina’s ability to
react and adapt to new technology will be a key factor in the realization of the project.
But this also means being ready to put in the work to learn these new techniques. Finally,
Sabrina will need to be on the lookout for further ways to apply the collaborative robot
throughout the shop floor.
Results-oriented
At the end of the day, what the line lead wants is for the robot to run smoothly and
output the desired parts so the employees can do their regular job. She has to be
results-oriented in order to achieve the daily output goal of the robot and align
everything to make it work.
The employees and the line lead will be dealing with the robot on a day-to-day basis. If
there’s something wrong, such as strange noises, several non-conformities or other
abnormal behavior, they should be able to identify the problem, attempt to diagnose it,
and describe the problem to the lead engineer or the general manager so they can either
replace a part or simply change the program. This skill may be something we take for granted, but it
is actually essential to long-term use of the robot.
STEPS TO INTEGRATE A ROBOT
Determine needs
The first step in a robot implementation is to the evaluate the feasibility of the robotic cell. Even if the cell
seems useful to you from the outset, there are still a couple of calculations to do in order to make
sure the cell will pay for itself quickly. Indeed, if you start by automating a complex process right
away you might save a lot of time, but it might also be more expensive than if you begin by
automating a simple process, albeit with lower time savings. The balance is fragile and you will
have to evaluate it.
There are 3 simple questions to answer in your needs determination:
For each of these automation requirements, a sensor or a tool has to be used. It is the job of the
General Manager and the Engineer to evaluate these steps and figure out how to accomplish them.
System thinking Complex Problem Judgment and
Solving decision making
Evaluate ROI
Every company has to think about how to get a return on its robotics investment. Improving
production is not just about purchasing a robot. It’s also about weighing the decision of training an
employee to program and work with a newly purchased robot. A budget evaluation should be
done by the General Manager and the Director of Operations in order to have a general idea of the
problem and review the availability of monetary resources.
Budget-Conscious Judgment and Results-Oriented
decision making
Project Management
Depending on the structure of your organization, either the Director of Operations or the Engineer
will be responsible for the project, and will lead it by keeping a global approach to the system and
maintaining an up-to-date budget.
Results-Oriented System Thinking Budget-Conscious
Design cell
Designing a robotic cell is not just about choosing which components will go together; it’s about
making sure the robot will do the job it’s supposed to do. Positioning the robot at the right spot to
increase efficiency and reduce safety risks is also part of robotic cell design. Since this step of the
implementation is a little more technical, you should refer to our eBooks on:
System Thinking Judgment and Technology Design
decision making
Component selection
Selecting a component is crucial to the first robotic implementation, but it can also affect future
ones. We like to view the component selection process as if we we were going to use the same cell
design again and again. We ask ourselves “Would I be able to use all of these components several
times and get the same performance?” What’s most important, of course, is to have components
that will suit your needs and respect your budget. In other words, you must find the perfect
balance between cost, requirements, and technical specifications.
Technology Design System Thinking Budget-Conscious
Control architecture
Programming is certainly the largest part of robotic control; however, the control architecture
refers specifically to the different components that interact together to make the robot run
smoothly. The robot-machine interface can be a real headache during the integration. Having
someone that can program and solve such complex problems is key to your robotic
implementation.
Programming Complex Problem System Thinking
Mindset Solving
Tool design
Technology Design Complex Problem
Solving
Risk assessment
The risk assessment process is mandatory when implementing a collaborative robot. In fact, since
you will most likely have no safeguards around the robot there is an increased risk of collision. In
order to prevent these impacts or any other hazards as much as possible, you will need to perform
a risk assessment. To help you out, we have built a complete document that will guide you through
the different steps of the risk assessment process for collaborative robots. This guide follows the
ISO/TS 15066 standard and other related standards. Key skills for this step are good reading
comprehension or familiarity with the standards, because it can be difficult to deal with such
documents.
Judgment and System Thinking
decision making
Integrate
Mechanical installation
Installing a collaborative robot is surprisingly easy. In fact, you don’t need to set up a lot of things
before you can get up and running. The robot side of things is usually just 4 bolts on a table. For the
gripper or the sensor part of the installation you may refer to the technical support website or to
this installation video. We recommend letting the shop floor employees do most of the installation
so they can build the basic knowledge they will need for preventive maintenance or
troubleshooting. Since the robot is really easy to install, the main skills required here are the
abilities to understand simple instructions and handle the necessary tools.
Active Learning System Thinking
Electrical installation
Active Learning Programming System Thinking
Mindset
Communication
If you need to interface your robot with a machine or with an external device, you will want to
establish communication between each of the devices. As you will have prepared for this step in
the Control Architecture, it is now time to test your system. Since there are many different
machines out there and none of them work exactly the same, there are quite a few ways to
establish communication between the two devices. To get further information on this type of
communication, refer to DoF. A good skill to have at this step would be the ability to read electrical
drawings and a basic understanding of cable connectivity.
Complex Problem Programming
Solving Mindset
Programming
Most of the collaborative robots can be programmed through teaching, which makes the
programming step a lot easier than entering code line by line. If you want to minimize your
programming time, then Path Recording is also a good option to consider. This technology uses the
force sensor and records all the motions that the user is showing to the robot. Since it uses a finer
sensor than the one included with Universal Robots, it is more precise and can be used in complex
trajectories such as sanding, deburring, and other applications that require more human-like
movements. This step of the installation should be done by the end user of the robot, which
typically means the shop floor workers.
Programming Complex Problem Active Learning
Mindset Solving
CONCLUSION
Even though robotics is about electronics, mechanical devices and programming, the most
important part of the puzzle is the people that make it happen. In fact, the difference between a
good collaborative robot integration and a great one all comes down to the people that are
getting it done.
WHAT’S NEXT?
Who Should Have Robotics Expertise?
BROWSE OTHER EBOOKS
Why You Need Robotics The Machine Tending Playbook Collaborative Robots in Global
Expertise Companies
ABOUT ROBOTIQ
At Robotiq, we free human hands from repetitive tasks.
We help manufacturers overcome their workforce challenges by enabling them to install robots on
their own. They succeed with our robotic plug + play tools and the support of our automation
experts community.
Robotiq is the humans behind the robots: an employee-owned business with a passionate team
and an international partner network.
LET’S KEEP IN TOUCH
For any questions concerning robotic and automated handling, or if you want to learn more about
the advantages of using flexible electric handling tools, contact us.
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