Automation is increasingly seen as a strategic lever for manufacturing companies that must respond to persistent skills shortages, rising labor costs and intensifying global competition. Many plants are also preparing for demographic change, as experienced employees approach retirement and take with them extensive practical know-how that is often insufficiently documented. In this context, automation can stabilize processes, reduce monotonous and ergonomically demanding activities, and support consistent quality and output. Nevertheless, reservations about high complexity, costs or allegedly insurmountable technical hurdles still prevent some companies from taking concrete steps. In practice, however, structured preparation, clear objectives and realistic expectations make implementation considerably more manageable. The following overview of selected dos and don’ts is based on practical experience and provides guidance for planning and realizing automation projects in production environments.
Key recommendations for implementing automation
A central prerequisite for successful projects is a clear vision of what automation is intended to achieve in the short and long term. Companies should first determine whether they want to automate only a few particularly time-consuming process steps or whether they are aiming for a more comprehensive solution over time. This decision influences the technical design, the necessary investment and the long-term expandability of the systems. If processes are automated too early and too extensively without taking into account possible future product variants or capacity expansions, this can result in solutions that have to be adapted or partially replaced after a relatively short period. Clear communication of this vision to external partners is equally important. Only when service providers understand the long-term direction can they propose scalable concepts instead of narrowly tailored one-off solutions.
Process analysis is another core component. Automation should not be considered in isolation at the level of a single operation. Upstream and downstream steps must also be included in planning, for example the delivery of components to the machine and handling after assembly or packaging. If parts are delivered in trays with a defined format, the automation system must be designed to handle these conditions without permanent manual intervention. A detailed look at such interfaces at an early stage helps avoid subsequent adjustments and additional costs.
Involving employees from the outset contributes significantly to the quality of the solution. Decisions on automation are often made without sufficient participation of operating personnel, even though their day-to-day experience provides detailed knowledge of processes and potential failure modes. Serious involvement demonstrates appreciation and improves the flow of practical information into the project. At the same time, concerns about job security can be addressed more effectively if the objective of relieving staff of monotonous or physically demanding tasks and enabling them to take on more varied roles is explained transparently.
When evaluating automation projects, financial indicators alone are not sufficient. Ergonomics, occupational safety and sustainability aspects should also be considered. Automated systems can relieve workers of repetitive or physically strenuous work and make industrial workplaces more attractive. In terms of quality, automated 100 percent inspections using camera systems can detect defects on the very first faulty part and prevent large quantities of scrap, in contrast to downstream manual checks that often identify errors too late. Energy and resource consumption can also be reduced, especially in applications that currently rely heavily on pneumatics, if precise automation solutions replace manual steps. Overall, automation can help create more sustainable, resource-efficient and ergonomic production environments.
External expertise can be a useful complement to internal capabilities, particularly for complex issues such as safety assessments or comprehensive process evaluations. An example of such support is Schunk’s "automation check", which provides an in-depth external perspective on existing or planned processes. Experience from comparable projects helps to avoid typical planning errors and to identify tried and tested solution paths. In many cases, the combination of internal process knowledge and external technical know-how yields more robust concepts than purely internal development.
In organizational terms, it is advisable to define a clear point of contact for automation topics. In small and medium-sized companies, this responsibility is often assigned as a secondary task to general or production management, which can lead to limited availability and insufficient specialization. A clearly designated person who coordinates between technical departments, external service providers and other internal functions can significantly accelerate projects and improve consistency. If such a role is not yet established, it can be built up through targeted training measures. Schunk, for example, offers application workshops in which participants learn the basics of automation and identify potential use cases in their own production.
Typical pitfalls to avoid in automation projects
One of the most common mistakes is attempting to automate too many processes at once. While the desire for rapid and comprehensive modernization is understandable, this approach often leads to overload, budget overruns or technical difficulties. Practical experience shows that it is usually more effective to start with a clearly defined core process, implement this in a stable manner and then gradually extend automation to further steps.
Another point is the tendency to automate every theoretically possible operation. Not all processes benefit from automation to the same extent, and in some cases manual execution remains more efficient and cost effective. This may be the case for very infrequent operations, highly complex tasks or work steps where human flexibility clearly outweighs the advantages of automation. A simple example is the manual application of adhesive dots in areas that are difficult for machines to access. Here, manual work can remain the economically and technically sensible solution. A differentiated assessment of each process step is therefore essential.
Flexibility in project execution is also important. During detailed analysis, for instance as part of Schunk’s automation check, it may become apparent that certain planned automation steps are not reasonable. This should not be interpreted as a failure of the project but as an integral part of the optimization process. It is important not to insist rigidly on the original concept but to be open to alternative solutions, including the decision to leave individual steps manual.
Many projects underestimate the influence of surrounding conditions on technical feasibility and costs. Factors such as part variety, batch sizes, required cycle times, the degree of autonomy of the system and environmental conditions can significantly change the complexity of an application. A seemingly simple task such as picking components from a bulk container can pose considerable challenges in practice. Very short cycle times under ten seconds are generally technically achievable but often associated with disproportionately high costs. In addition, harsh environments place different demands on components and systems than clean environments and may require adapted designs. It also makes a major difference whether a system is to operate around the clock, including unattended night shifts, or whether it is constantly supervised by experienced operators. Schunk’s automation check addresses such interdependencies in a holistic review in order to factor them into planning from the outset.
Conclusion: structured automation as an opportunity
Automation offers manufacturing companies concrete options for addressing current challenges such as labor shortages, cost pressure and demographic change. A strategic approach with a clear vision, realistic goals and early involvement of employees creates the basis for robust and future-proof processes. Supplementing internal expertise with external analyses and clearly assigning responsibilities for automation topics within the company can further increase the probability of success. With pragmatic planning and implementation that takes both technical and organizational aspects into account, the step toward automation becomes a tangible opportunity for more stable, efficient and ergonomic production.
