Monthly, I see another report from experts– both financial investment and industry– battling with the approximated size and yearly growth of the collective robotics market. $4B in 2022? 60% 5-year CAGR? It’s a heady sensation, being as I am in this market– seeing the predictions of rapid growth for this disruptive section of automation.But why? Exactly what is at the
heart of this rapid development? Beyond the monetary reward, there are truly interesting things taking place in the field with transformative capacity for manufacturers. When we look more carefully at the drivers for adoption, the numbers aren’t simply aspirations– they are grounded in great old-fashioned worths and results.Overcoming Makers ‘# 1 Problem Every conversation we have
with makers undoubtedly circles around to exactly what
‘s really their # 1 problem: sustaining a trustworthy, productive labor force. Whether it’s the approaching retirement of nearly half of the current workforce; the opioid epidemic that’s been estimated to impact nearly 25 percent of the target demographic for manufacturing tasks (men ages 25-54), or the abilities space, the truth is that producers are difficult pressed to fill the jobs they have today.
Collaborative robotics are now able to deal with a much more comprehensive portfolio of jobs. They are much safer, which means they can work right in work cells with people. They are able to deal with work that requires level of sensitivity to force and alignment. These robotics can adapt to the inherent variability in manufacturing– reacting to less-than-perfect conditions and fixing actions to keep things moving along.These advances suggest that producers can automate more, scale up and down as demand needs and focus on the chances that come when operations become more efficient.Data, yes. Insight, well … Producers enjoy to determine every aspect of operational efficiency. Cycle time. Performance. Scrap rates. Revamp portions. The list of metrics used to evaluate performance continues. The quantity of data gathered is huge, and it resides in several places. One appealing element of the vision for Industry 4.0 is the idea that in the connected factory, the information will be changed into actionable insight– as devices “talk” with one another and share details with a central source for analysis and data-driven choice making.The financial investment in building these integrated operations is huge. While makers see the potential, they have the tendency to be reticent about wholesale change– choosing to test, procedure and after that expand. Software-driven robotics are the perfect happy medium for balancing the interest for the factory of the future and the have to prove it, first. These robots are able to gather crucial metrics at the work station and work cell levels, supply on-board analysis and reports for decision-making. Advances in cloud robotics will make it possible for robotics to share information with other robots and eventually find out and act based upon libraries of shared knowledge about jobs, devices and requirements.Starting with one initiative, accomplishing success and rolling the financial investment out with confidence provides manufacturers a common-sense approach to disruptive modification. We see this technique today with a lot of our smaller consumers who are fast to see opportunity and act
on it. It’s only a matter of time prior to the bigger industry gets on board.So then, exactly what’s the bottom line? Whatever research report you read, in 12-24 months, the market size for collective robots will be bigger than all other segments. There readies reason for it and we’re excited to be a part of making it occur with our customers.Next, subscribe above for blog site notifies sent directly to your inbox. Then have a look at the Rethink video gallery for examples of how makers around the world are leveraging easy-to-use, software-driven, collective robots.About the Author Jim had a choice upon finishing from Tufts University– go after a dream as a concert pianist or enter into the inaugural Leaders for Manufacturing Program at MIT. He selected the latter– devoting his career to establishing ingenious options that enhance business of production. Internally at HP, then at development start-ups in e-commerce, stock optimization and supply chain risk management, Jim’s never ever when looked back. His charter today: catch the power of data and analytics to press the requirement for world-class manufacturing greater– when again.