By Mor Ramon, Head of Robotics, Automation Yeruham
Over the past decade, industrial robots have evolved from a rare asset into an almost standard component of production floors, packaging lines, and logistics centers. Professional discussions often revolve around the question: “Which robot should we choose?”—a traditional industrial arm, a collaborative robot (cobot), or a mobile robot.
However, based on hands-on experience from dozens of real-world projects, I can say with confidence: in most cases, a project’s success is determined long before the robot is selected—during the specification phase and through the quality of project management.
The Common Mistake: Starting with the Hardware
Many customers approach a robotics project with an almost final decision regarding the type of robot, sometimes even a specific model. This is understandable—a robot is tangible, easy to compare, and creates a sense of certainty.
But a robot chosen without precise and thorough specification can quickly become an expensive solution that fails to meet expectations: insufficient throughput, integration limitations, complex maintenance, or lack of flexibility for future changes.
Proper Specification Starts with the Right Questions
Professional specification is not just a technical document—it is a deep, multidisciplinary process.
Some of the critical questions that must be addressed include:
- What business problem is the project meant to solve—labor reduction, increased output, quality improvement, or operational stability?
- What are the required production rates today, and what is the expected growth over the next two to three years?
- How variable is the process? A single standardized product or many variations?
- What level of accuracy, repeatability, and quality control is required?
- Which existing systems must be integrated—PLC, MES, ERP, vision systems?
- Who will actually operate and maintain the system, and what is their level of expertise?
Only after these questions are answered accurately does it make sense to discuss the type of robot—and not the other way around.
Managing a Robotics Project: As Challenging as the Technology Itself
A robotics project brings together engineering, manufacturing, IT, safety, procurement, and sometimes regulatory requirements. Poor project management can easily lead to budget overruns, delays, and unnecessary friction between stakeholders.
Effective project management includes:
- A clearly defined scope—what is included in the project and what is not.
- Measurable milestones—design, FAT, installation, SAT, and go-live.
- Early risk management—lead times, infrastructure constraints, safety considerations.
- Continuous communication with the customer—transparency prevents surprises.
- User training—as an integral part of delivery, not a marginal add-on.
Flexibility and Future-Proofing: Real Added Value
One of the key indicators of a successful robotics project is its ability to continue serving the organization as conditions change. Proper specification and management enable:
- Future expansion of the line without replacing the entire system.
- Adaptation to new products.
- Seamless integration of advanced technologies down the road, such as AI, advanced vision systems, or mobile robots.
In other words—not just a solution for today’s problem, but a smart infrastructure for tomorrow.
Conclusion
An excellent robot can be part of an average system—or part of an outstanding one. The difference almost always lies in the upfront specification and the way the project is managed.
Customers who understand this from the outset save time, money, and frustration—and receive a system that works, delivers value, and justifies the investment.
This is exactly where the value of an experienced technology partner comes into play—one who looks at the entire picture, not just the robot.
