Planning a successful robotics implementation
Authors: Liberatore Matthew J. , O'Neill Jolena 
Published: October 2002

Technological advances in areas such as machine vision systems are accelerating the penetration of industrial robots into the U.S. workplace. Recent forecasts suggest that there may be as many as 315,000 robots in use in American industry by the close of this century. Affected managers need to design a robotics planning and implementation process compatible with their organizational climate and strategic plan.

Based on a series of preliminary discussions with trade specialists, consultants, and vendors, 50 industrial firms were contacted to determine if they had implemented robotics technology. Of the 23 that had robotics on‐line, nine agreed to participate in the study. All participants were personally interviewed using an open‐ended questionnaire. The respondents were management or engineering personnel directly involved in the implementation process within their firm. After obtaining a description of the affected manufacturing process, the interviews focused on the factors influencing the adoption decision. Key data collected included the characteristics of the planning and adoption cycle, as well as the favorable impacts resulting from the implementation. Several important personnel‐related issues, such as change in operator skill level, were discussed at length.

The similarities of the respondents' planning and adoption cycles included the following:

Improving the firm's competitive position was consistently cited as the principal reason for the implementation.

Top management both initiated and supported the introduction in all cases.

The adoption cycle focused on a gradual implementation.

A robotic form consisting of an arm attached to a stationary base was the only type implemented.

The workers' response was judged to be positive, although several different patterns emerged.

All made extensive use of vendor training.

The two motivating factors for the implementation were a desire to either update process technology or expand production capacity. All of the replaced operators were cross‐trained in other production areas or utilized as process monitors. Quality improvement was mentioned as a benefit by seven respondents; the remaining two use robots exclusively for loading/unloading. A diverse set of other benefits was described, while the financial payback averaged one and one‐half years for the five reporting firms.

Selected technical implementation factors were also collected and analyzed. For example, eight respondents retrofitted the robotics technology, while seven required either upgrading or downgrading the robots' capabilities to better match the users' needs. The two respondents that did not support an inhouse awareness program did not have any human interfaces with the robots. The only respondent who did not maintain an ongoing evaluation of the new technology was the lone participant who decided against any future implementations.

The analysis of the data collected lead to a series of management guidelines for planning a successful robotics implementation. These guidelines include: the need for an automation strategic plan, top management interest and support, a gradual implementation process, monitoring affected personnel, and an information system for planning and control.