The challenges are manifold.

Automation is often seen as a tool for reducing costs - and that is precisely the first and most important goal.

However, those who see automation solely as an efficiency program fail to recognize its true potential. Today, automation is one of the key levers for the strategic development of production companies, making them more productive and competitive in the long term.

It is very important that not only the entrepreneur but also the employees recognize the positive effects for the company and themselves.

The necessary transformation will be much easier and more effective if everyone pulls together.

A bright future for the company

A healthy company that is well positioned for the future is the prerequisite for all those involved (customers, entrepreneurs, employees, foremen, suppliers, etc. ...) to also believe in a good common future and perspective.

A company that is robustly positioned 

• Reducing costs means creating leeway
• Further development of the company
• the team as a basis

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Reduce costs - create leeway

Reducing the manufacturing costs per part is the key challenge for the coming years. It is technically possible and will therefore be realized by many competitors. As a result, companies that work conventionally - without robot automation - will come under even more pressure.

With systematic measures not only for the machines, but even more for how the entire team uses the machines, the entire cost structure of the company can be changed significantly for the better in the medium term.

• Reduce set-up times
• Reduce employee waiting times
• Reduce waiting times of the machine for the employee
• Increase unmanned time
• significantly increase spindle hours overall
• fewer machines required for the same production volume

Good automation that is suitable for the company supports this through several effects. Reducing costs always increases revenue and thus creates scope for necessary price reductions or investments.

The more systematically automation is implemented, the more the costs per part are reduced. It is important to note that only some of the measures are of a technical nature and can be implemented using machines and robots.

Another part of the effect is achieved through organizational measures. This teamwork is just as important for success - namely dramatically increasing spindle hours and reducing costs per workpiece - as the machines.  

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Further development of the company

Business development today no longer takes place by buying yet another machine. The challenge is more than ever to ensure that the existing machines deliver real, saleable spindle hours.

In the past, the focus of machining companies was on optimizing the quality of workpieces and machining them more precisely. Many companies have learned this technological competence and, with modern machines, it can be described as standard.

The ability to systematically reduce costs is a new addition now and will be even more important in the future. To do this, it is important to exploit all the technological possibilities available. This learning curve includes other skills that need to be developed as a team.  

These activities and projects to further develop the company also increase the company value and the likelihood of being attractive to successors.  

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The team as a basis

Employees notice the changes in the general conditions. It is clear that companies need to change in order to remain competitive.

To ensure that the necessary changes are supported, it is therefore important for the shared perspective with the employer that the company proactively takes the employee's interests into account.

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Perspective for employees

The change in machining means that employees have fewer manual tasks.

But all the more reason to give up on improving processes, workflows and technologies. The focus will shift from „manually loading machines yourself“ to „ensuring that the machines and robots produce good parts without disruption“.

The negative aspect from the employees' point of view is that they have to adapt.

On the positive side, these skills will be much more valuable, sought after and well paid in the labor market of the future. In addition, the work will also become more interesting:    

• less monotonous activities
• more tasks that are challenging and where you learn something new 
• fewer 2nd and 3rd shifts

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Together into the future - positive and proactive

Of course, the boss, the owner of the company, is the one who must lead the way by setting the course, investing d .  

Much more than in the past, however, „machining“ is a team effort. It takes several people with different strengths to stay on the ball in all areas, be it technology, CAM, robotics, metrology, internal processes, etc.

This makes it all the more important that the entire team feels a positive mood and sees a shared future. The prerequisites for this are a healthy company and further developments, whether in the machinery or in the processes.   

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More robust in the future

We don't know how the technology and market will develop in the future.

What is certain, however, is that the companies that took the development steps in the past are better prepared to react. From the perspective of 2032, the past is NOW.

• More spindle hours thanks to suitable robot cells
• Lower manufacturing costs 
• Regular investments in new machines in the past
• the employees have already internalized the „mindset spindle hours“
• employees can integrate new technology

Automated companies are more resistant to market fluctuations, price pressure and economic turbulence. They can control costs better, react faster and fulfill customer requirements more reliably.

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Conclusion

Automation is far more than just a means of reducing costs. It makes companies more adaptive, more stable, more economical and future-proof. It empowers employees, creates prospects and brings structure and professionalism to production processes.