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IFAC PapersOnLine 54-13 (2021) 413–418
Adoption
Adoption of
of Collaborative
Collaborative Robotics
Robotics in
in Industry
Industry 5.0.
5.0. An
An Irish
Irish industry
industry case
case study
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Robotics
Mary in
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Industry
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5.0. An
An
Kopacek**. Irish
Irish industry
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Adoption of Collaborative Mary
Robotics in
Doyle-Kent Industry
*. Peter 5.0. An
Kopacek**. Irish industry case study
Adoption of Collaborative Robotics
Mary
Adoption of Collaborative Mary
Robotics
Mary in
Doyle-Kent
Doyle-Kent
Doyle-Kent Industry
*.
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in Industry
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5.0. An Irish industry case study
An
Kopacek**.
Peter Kopacek**.
Kopacek**. Irish industry case study
Mary Doyle-Kent
Mary Doyle-Kent *. Peter Kopacek**.
*Department of Engineering Technology, Waterford Institute  *. Peter Kopacek**.Waterford, X91 KOEK, Ireland.
of Technology,
*Department of Engineering Technology, Waterford 
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(Tel +353Waterford51 302058Institute
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Engineering **TU Wien,
Technology,
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Email mdkent@wit.ie)
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be Mechatronics,
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forward thinking
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Abstract: It
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that every
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Copyright
Keywords: conceptual
© 2021 The
Industry framework
4.0,Authors.
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access 5.0.
article
Collaborative the CC BY-NC-ND
underRobotics, Manufacturing, licenseIrish Industry.
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Collaborative Robotics, Manufacturing, Irish Industry.
ta novel
Keywords:
conceptual
(https://creativecommons.org
Keywords: Industry framework
4.0, Industry/licenses/by-nc-nd/4.0/)
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Collaborative Robotics, Manufacturing, Irish Industry.
Keywords: Industry Industry 4.0, 4.0, Industry
Industry 5.0, 5.0, Society
Society 5.0,5.0, Collaborative
Collaborative Robotics,
Robotics, Manufacturing,
Manufacturing, Irish Irish Industry.
Industry.
Keywords: Industry 4.0, Industry 5.0, Society
Keywords: Industry 4.0, Industry 5.0, Society 5.0, Collaborative 5.0,  Collaborative Robotics,
Robotics, Manufacturing,
Manufacturing, Irish
Irish Industry.
Industry.
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Peer review under responsibility of International Federation of Automatic Control.
10.1016/j.ifacol.2021.10.483
414 Mary Doyle-Kent et al. / IFAC PapersOnLine 54-13 (2021) 413–418
moved from local craft-based manufacturing to industrial
automation, mass production and globalisation. The
importance of the machine and the human in manufacturing
has changed and evolved, both taking the lead at different
times in history.
The revolutionary inventions of steam power and
electrification have provided opportunities for designing
machines that were stronger, faster, more precise, and more
efficient than humans. Mass production, automation and
digitalisation have completely transformed the world of
manufacturing. More recently cyber physical systems
facilitate remote design of products and their manufacture.
Industry now has the possibility of replacing the human
completely by the latest trends where robots, artificial
intelligence and internet of things are the norm. The fourth
industrial revolution is transforming modern industry and
most nations are accelerating towards this world of high
performance with little understanding of the consequences for
the human workforce and nature itself.
Fig. 1. The sequence of industrial revolutions throughout the
ages. (Doyle-Kent, M., Kopacek, P., 2019)
Up until recently it was difficult to imagine the
synchronisation of the human and machine on a factory floor,
but with the latest evolution in automation this is now a
reality: humans and robots can now work side by side,
complementing each other’s abilities. The fifth industrial
revolution will be based on this concept of human centred
systems, bringing the best of automation and humans
together to optimise production.
3. CONCEPTUAL FRAMEWORK AND DEFINITION OF
INDUSTRY 5.0
The doctoral research referred to in this paper focuses on
human-centred automation in manufacturing. In terms of
academic scholarship, it has developed a conceptual
framework to encompass the main elements of Industry 5.0
which can be seen in figure 2.
Fig. 2. The conceptual framework for doctoral thesis
‘Collaborative robotics in Industry 5.0.’
The aim of this framework is to illustrate that multiple factors
need to be considered in an Industry 5.0 human centred
systems approach. These factors are intertwined and
influence the adoption of the overall system. At the heart of
Industry 5.0 is the symbiosis and harmony of automation and
Cobots, human and values, work and tasks and finally
knowledge and skills which results in personalised and
customised products
A definition of Industry 5.0 was developed by the researcher:
Industry 5.0 is the human-centred industrial revolution
which consolidates the agile, data driven digital tools of
Industry 4.0 and synchronises them with highly trained
humans working with collaborative technology resulting in
innovative, personalised, customised, high value,
environmentally optimized, high quality products with a lot
size one.
4. IRELAND’S MANUFACTURING INDUSTRY
This research focuses on the Irish manufacturing industry as a
case study. This is because the researcher is Irish, living in
Ireland, and working as an engineering Lecturer in an Irish
third level Institute.
Cotta et al describe the importance of the manufacturing
industry in Europe. “Industry is the single biggest
contributor to the European economy, providing jobs and
prosperity across the continent. Between 2009 and 2019,
industry constantly accounted for around 20% of EU gross
domestic product (GDP), with manufacturing in particular
adding around 14.5% of value to the EU economy.”
Blomström et al. in 1994 emphasised the importance of
multinational enterprises when analysing the technological
 Mary Doyle-Kent et al. / IFAC PapersOnLine 54-13 (2021) 413–418 415
footprint of a country. Technology transfer can increase the
value manufactured goods. They state that multinationals
possess the vast majority of patents globally and are
responsible for the majority of the research and development
worldwide. This ultimately leads to pivotal economic and
industrial development. They goes on to say historically,
Ireland was seen as a low-tech country but foreign direct
investment by “Multinational enterprises can play a central
role in the transfer of know-how, knowledge and experience
to the local workforce through its employment of indigenous
professionals and managers.” (Blomström et al., 1994).
In 2006, Buckley and Ruane noted that Ireland is unusual in
Europe because it has “consistently promoted export
platform inward investment into the manufacturing sector for
over four decades. Starting in the 1970s, it promoted
multinational enterprises selectively, and from the mid-
1980s, it has sought to develop strong industrial clusters
based on multinational enterprise investments in key high-
tech sectors”. They go on to state that multinational
enterprises now account for almost 50 per cent of
manufacturing employment which defines the Irish
manufacturing sector over the past 20 years. (Buckley, P.J.,
Ruane, F., 2006)
The manufacturing sector in Ireland accounted for the highest
share of total Gross Value Added (GVA) at 48.1% in 2017 as
compared to other European countries (excluding financial
services). This highlights the importance of manufacturing to
the Irish economy. (CSO, 2020)
5. ROBOTICS IN THE MODERN MANUFACTURING
INDUSTRY
In order to perform collaborative tasks, a new generation of
robots, Cobots, were introduced in 2012. These robots are
safe around humans by using sensors, force limiting and
rounder have geometries than traditional robots. This safety
aspect is key to their success. In addition, they are
lightweight which means they can be moved from task to task
without much effort. In addition, they are easy to implement
and technicians and operators, with minimum training, can
use Cobots. (Kopacek, P., 2019) (Doyle-Kent, M., Kopacek,
P., 2020(b)) Cobots are designed to work alongside, and in
cooperation with humans. If it comes in contact with a
human, it is designed not to hurt or injure them. The power
and force limiting feature ensures this. Figure 3 shows the
range of Cobots available from the leading supplier Universal
Robots.
Fig. 3. Cobot examples from Universal Robots. (Universal
Robots, 2019)
Elprama et al. in 2016 stated that “Collaborative robots differ
from the traditional industrial robots used in manufacturing,
because they are designed to be safe (i.e. sensors on the
robot can feel when a worker is approaching) without the
need for the fences usually surrounding traditional robots.
These technical developments lead to new opportunities in
which factory workers and Cobots can work (closely)
together in manufacturing”. Teams of humans and robots
collaborating efficiently can reduce the human idle time
greatly. In addition, they are easy to include in a network,
require minimum space on the factory floor, are easy to
program and are low cost and safe.
Elprama et al. also stated that with the remarkably high
expected growth of the Cobot market in the future, it is
surprising how little research is available that focuses on
factory workers. They ask the questions; do we know if these
workers are willing to work with these Cobots and what will
the impact be on their working practices? (Elprama et al.,
2016)
6. DATA COLLECTION
An extensive literature review was undertaken in the areas
outlined in the conceptual framework (figure 2). From this
the importance of Cobots became clear and further
investigation was undertaken using a mixed model research
approach.
Informal interviews were undertaken with a number of
experts in the Cobot sector in Ireland, as well as using online
resources. This qualitative data was analysed using a thematic
review technique.
The next step was to construct a comprehensive quantitative
questionnaire which was informed by both the literature
review and interviews. This benchmarking exercise looked at
following areas; the classification of the company, the
product type, the areas where collaborative robotics are
currently working, the type of work being performed by the
collaborative robotics, what are the advantages and
disadvantages, how easy are they to install and use, education
of the operators and automation of business process in the
company.
6.1 Qualitative Data
The following important themes emerged from the extensive
interviews and subsequent thematic review:
 Health and Safety of the workforce is enhanced by introducing
Cobots.
 There are uncertainties about meeting the statuary health and
safety requirements when using Cobots unguarded.
 Cobots are easy to install, to use and to maintain and do not
require a robotics expert on site.
 The versatility of Cobots makes them uniquely applicable to
most environments.
 The relatively low cost of a Cobots ensures it is within the range
of small to medium enterprises.
 Cobots may not be fanatically viable to all business.
 Cobots improve productivity.
 Cobots can fill the skills gaps in industry and operators will have
a more rewarding and interesting work environment due to
increased skills and varied work practices.
 Most Cobots are not working to their full potential in Irish
industry and larger companies have an advantage over smaller
ones.
These themes, together with the literature review, served to
aid and inform the construction of the survey.
416 Mary Doyle-Kent et al. / IFAC PapersOnLine 54-13 (2021) 413–418
6.2 Quantitative Data
When the survey was being distributed the following cohorts
were approached: the ‘Waterford Institute of Technology
Engineers Alumni’, ‘Engineers Ireland’ the professional body
of Engineers in Ireland and ‘Engineering the South East’, a
cluster of industrialists in the south east of Ireland. The
SurveyMonkeyTM link was also shared on the Researcher’s
LinkedIn page.
The survey consisting of 37 questions was developed, figures
4-12 illustrate some of the results obtained. 111 respondents
filled it out over a three month period. The respondents came
from a wide variety of companies and the technical
employees ranged from Plant and Engineering Managers to
Engineers and Technicians. A selection of the results can be
seen in the following section. Question 1 (figure 4) asked the
Respondents what sector were the working in. This illustrates
the type of industry that is typical in the south east of Ireland;
medical devices, pharma, and life sciences being the most
frequent.
Fig. 4. What sector does your company belong to?
Question 2 (figure 5) asked what the Respondent’s job title
was. Manufacturing Engineer, Engineering Manager, Design
Engineer and New Products Engineer were the most frequent
after the ‘other’ category which accounted for 28 diverse
responses.
Fig. 5. Which of the following is closest to your actual job
title?
Question 3 (figure 6) asked the respondents about the type of
company they worked for in terms of size.
Fig. 6. What type of enterprise are you working in?
The information gathered in these three questions served to
paint a picture of the profile of the Respondents themselves
and the Companies that they worked in. This illustrated that
Ireland has a unique manufacturing profile in Europe and
reinforced the findings in the Literature Survey.
Following on from this this the companies were asked to list
the top priorities of their companies in their view.
Question 6. In your view what are the top priorities in your
area?
 Maximising the health and safety of the employee.
 Optimising product cost and competitive pricing.
 Ensuring workforce stability and continuity.
 Maximising workforce motivation with highly skilled teams.
 Maintaining the high reputation of the brand.
 Maximising workforce wellbeing.
 Ensuring product ingenuity and innovation of design.
 Maximising the career opportunities of the workforce.
 Minimising the environmental footprint of the company.
 Maintaining a position of the latest cutting-edge technology and
automation.
 Providing customer service excellence.
 Satisfying regulation requirements.
 Committing to customer’s changing requirements.
 Maintaining an excellent relationship with the customer.
 Minimising the special footprint of the manufacturing space.
 Ensuring optimum quality and reliability of the product and/or
service.
 Maximising the company’s annual profits.
 Maintaining an excellent relationship with the company’s
suppliers.
 Response/agility to the changing marketplace by optimising
volume & variety mix.
 Ensuring positive attitude to change management and
continuous improvement.
 Ensure accessible information to facilitate successful new
product introduction.
The next set of questions focused on automation. An
explanation of collaborative robots was given in the next part
of the survey and the respondents were asked had they heard
of this technology? 77 out of the total of 108 who answered
the question said ‘yes’. The next question asked was did they
currently have Cobots in their plant and 31 out of the total of
108 who answered the question said ‘yes’. The survey then
went on to ask if the respondents didn’t have Cobots in their
plant what were their top three concerns about this
technology.
 Mary Doyle-Kent et al. / IFAC PapersOnLine 54-13 (2021) 413–418 417
Fig. 7. What are your top three concerns?
What was remarkable about this was that the top responses
were essentially about lack of information and this is
definitely an area that can be remedied by Cobot Suppliers
and Systems Integrators.
Fig. 8. What areas are they working in?
Following on then the 31 respondents that did have Cobots in
their plant were asked more detailed questions about their
experiences. Figure 8 shows that the majority of Cobots are
working in operations involving pick and place, prototyping,
packaging and palletising and machine tending. This is a
significant finding as these are not operations where the
Cobots to their maximum ability. Currently in Ireland Cobots
are being used in sequential applications rather than in a truly
collaborative manner. This is reflected the literature and
interviews previously mentioned in this study.
Another area of investigation for this research was looking
into what role do personnel have in relation to the Cobots.
Questions 13-18 covered both what work personnel
undertook and what percentage of their time was taken up
with Cobots. The literature states that one of the main
advantages of Cobots is that they are easy to install and that a
company does not require Automation Engineers to
successfully use this technology in a plant. The data from the
survey suggests that Coboters, Maintenance Technicians and
Automation Engineers all play an important role in the
successful implementation and running of this type of
technology.
Fig. 9. What type of work does the Coboter do with the
Cobots?
Figure 9 illustrates that the Cobot Operator (Coboter) mainly
works side by side and in collaboration with the Cobot,
whilst figure 10 shows that the Maintenance Technicians
undertake different task example of which are; periodic
maintenance, preventative maintenance and repairs,
interventions with the tended equipment.
Fig. 10. What type of work does the Maintenance technician
do with the Cobots?
Figure 11 shows that it is the Automation Engineer who
essentially programmes the Cobot and undertakes the
important work of risk assessment.
Fig. 11. What type of work does the automation Engineer do
with Cobots?
In relation to how much time the employees spent with the
Cobot and the results were: Coboter 30%, Technician 22%
and the Automation Engineer 48%. An important part of this
research is to evaluate the customer satisfaction with the
implementation of their Cobots.
Figure 12 illustrates the responses, the most common one
being “yes to a large extent the Cobot has met our goals and
expectations.” Only one Respondent stated that Cobots had
exceeded goals and expectations. This is definitely an area
that the Cobot Suppliers and Systems Integrators could
investigate.
418 Mary Doyle-Kent et al. / IFAC PapersOnLine 54-13 (2021) 413–418
Fig. 12. Has your experience with your Cobots met your
expectations so far?
As a result of this the Researcher developed a “novel set of
guiding principles” to help optimise the introduction of
Cobots and maximise customer satisfaction. This can be
accessed in the publication “Do we need Synchronisation of
the Human and Robotics to make Industry 5.0 a Success
Story”? (Doyle-Kent, M., Kopacek, P., 2020) Following on
from the customer satisfaction question the Respondents were
asked to explain the ways in which Cobot introduction had
changed their company. Here are the results of this question
in ranked order:
Q19. In your opinion how has your company changed due to
the introduction of Cobots (in percentage)?
 Increased autonomy and decision making.
 Monotony of human work is reduced as the Cobot taking over
these boring tasks.
 More interesting work because of working with Cobots.
 Reduction to health and safety risks as the Cobot taking over
these tasks with higher risks.
 Improvement of ergonomics in the workplace due to the cobot
versatility.
 Improved job satisfaction because of newly acquired technical
skills.
 Expanded educational opportunities because of working with
cobots.
 Improved communication with other employees [Technicians,
Engineers, etc.]
 Improved employment opportunities because of working with
Cobots.
 Improved job security because of working with Cobots.
 Development of a social circle with fellow Coboters.
 Improved social interaction with work colleagues and less
isolation.
 Better wages due to higher work value as perceived by the
employer.
Another important finding of this research is that
overwhelmingly 24 out of the 27 Respondents (question 32)
stated that their “company would be interested in obtaining
more value from Cobots by higher task optimisation“. In
addition question 33 asked would “your company be
interested in accessing training in automation of business
processes” to the full cohort and 69 out of 92 replied “yes.”
7. CONCLUSIONS
Two research questions posed in this paper were: What would
an Industry 5.0 conceptual framework look like and can
collaborative technology play a role by enabling humans and
robots working together in Industry 5.0? A conceptual
framework was proposed and illustrated in figure 2. This
framework is in line other publications undertaken in the
thesis literature review and the subsequently released EC
document titled “Towards a sustainable, human-centric and
resilient European industry.” A definition of Industry 5.0
was also proposed. In summary, Cobots do play a significant
role by enabling humans and robots to work together in
Industry 5.0. The literature, interviews and the survey
reinforce this strongly, but there is a scope to improve how
this is enabled in the plant. Two overarching questions
emerge from the data presented here are: if a company
doesn’t currently have Cobots in their plant how can this
knowledge gap be filled and if the company does have
Cobots in their plant how can maximum value and customer
satisfaction be guaranteed? These will be the subject of a
follow on paper.
ACKNOWLEDGEMENTS
We gratefully acknowledge the support of the
CONNEXIONS grant from WIT.
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