Solving modular automation integration headaches

THE UK warehousing sector is driving serious demand for robotic, modular automation solutions. So much so, that some commentators are highlighting that it may be difficult to get your order in this year.

FOR Partnership consultant Ray Fowler, says: “We’re seeing huge demand for robotic platforms and the main problem is that demand is exceeding supply. If you’re not getting your orders in now, you may struggle to get them in by end of 2023.

“The trend we are seeing is that, where there is a manual operation, you need to look at an automated alternative. We have traditionally seen high bay shuttle style automated systems, but you also have to think about how you get pallets to and from those systems. We see robotics having a big impact here.”

Ray is also clear there is increasing call for robotic solutions to be more integrated into existing warehouse operations.

He explains: “The days are departing where you could say ‘this is an automation area, therefore people can’t have access’. People may need access to augment Peak or resolve problems, you don’t want to close down an area to find and fix one robot.”

The use of LIDAR on robotics makes it easier to manage robots and people together in the same area. 

Supply pressures are still an issue for manufacturers.

Ray continues: “Robotics solutions providers all tend to be dependent on a couple of fundamentals such as IT components, and software solutions and developers, which may continue to be in short supply.”

The problem in IT is more subtle than a shortage, however. 

Ray continues: “You can have an army of developers, but the biggest problem we are seeing is that developers come up with a great solution in their heads, but they don’t understand that it doesn’t translate to an operation. The shortage is developers who understand the nuances of logistics operations.

“We’re seeing integrators and robotics firms involving operators in the development and design of solutions. 

“The days of having developers in a darkened room with their headphones on are going, you need to have developers integrated into the team, with knowledge of the operation.

Ray thinks the next level of IT and solution investment will be more focused on making the most of automated hardware, whereas in recent years the WMS would have been the key software development for the warehouse.

“A lot of companies have invested heavily in WMS, but WMS doesn’t manage the robotics, it manages stock locations, tasks, activity, but the robotics have to carry it out, so they have to talk to one another, and this is an area that can be fairly complex.

“WMS will become less critical, it will still be important for inventory and order management but WCS and automation will become more important and users and 3PLs will have to build up their technology teams.

“We’re seeing some products and suppliers excel, because of key benefits, e.g. longer time until recharge, or having software solutions that can manage WCS and middleware, and in doing so conquer the complexity of getting the most out of robotics for the operation.”

This is a widespread issue. Automated case handling equipment manufacturer HAI Robotics identified key challenges in a recent white paper, highlighting that ‘building multi-channel, cross-network software solutions which integrate different processes together into one seamless supply chain’ would be a key focus.

A gradual approach

AMR manufacturer Guidance Automation has interesting observations on working with robotics. CEO Paul Rivers says software integration is needed to maximise the potential of AMRs but also argues that relatively simple, modest deployments can bring benefits, and that you can build up the complexity of integration in stages if you choose.

“Adding AMRs to an operation is easy and delivers a fast ROI. It doesn’t even need integration: at the simplest level, a robot can be provided with a list of activities by downloading numerous orders onto a memory stick. Even with this basic level deployment of AMRs, companies can minimise the time spent walking by staff,” explains Paul.

But, he adds, why stop there? 

“Significant additional benefits can be achieved by integrating the AMRs into the operation. For example, is the business still reliant on paper-based information to prioritise the activity undertaken by both AMRs and staff? Or manually checking package size to ensure each is allocated to the correct courier? Is picking still undertaken based on written lists – either on paper or mobile devices? Linking and automating one or more of these operations can deliver significant additional productivity benefits.”

Robots typically have the option of in-built fleet management software to ensure the vehicles are moving safely and efficiently around a facility. Additional benefits can be achieved by integrating the robot – with its picking arms, barcode readers, cameras or grabbing mechanisms – with the WMS or stock management system. The creation of custom warehouse execution software provides an end-to-end integration, where jobs are automatically optimised and AMRs and human staff work seamlessly together.

Paul continues: “While this is the ultimate goal, automation does not have to be done all at once. One example of simple integration is to use buttons to direct the AMRs to the appropriate locations – for example, press one for production, press two for stores, and so on. This easy software integration with fleet management allows a company to simply automate the orchestration of the AMRs. 

A more sophisticated option is to integrate the AMR fleet management software with the WMS, adding Radio Frequency ID (RFID) tags on totes, for example, to automatically guide the AMR to the correct production line, conveyor or aisle to drop off or collect goods.”

The 12 month lead time on new equipment is frustrating, but it also presents organisations with an excellent opportunity to assess operational priorities.

Paul says: “Companies need to start planning in January to put the optimal solutions in place before the next peak arrives. Using information about this year’s busy period to assess volumes and workflows will highlight the key problems that need to be addressed.

“There are many simple wins available for companies at every stage of technology maturity.”

Integration options

There are hundreds of AMR manufacturers, often with proprietary programming. Getting them to talk to each other, or other parts of the warehouse ecosystem, is not necessarily easy.

Robotic providers are working hard to make it easier. For example, GreyOrange recently launched GreyMatter Open API, which enables robotic solutions from other vendors to connect to the GreyMatter fulfillment orchestration platform. The only proviso is that AMRs and other execution agents should be from companies that have joined the GreyOrange Certified Ranger Network (CRN) ecosystem.

GreyOrange co-founder and CEO Samay Kohli, says: “GreyMatter API is an answer to the global demand for flexible, automated fulfillment solutions that meet customers’ specific needs without limiting them to a single vendor’s scope.” 

Gartner analyst Dwight Klappich sums up the challenge well, particularly as robots are introduced into more complex operations: “As a company’s fleet of robots grows, simple point-to-point API integration will not be enough. Companies will need an orchestration capability that can assign work to the right robots based on near-real-time information and the characteristics of the activity. This will reduce the time, effort and cost to onboard new robots and will reduce support cost, ultimately making organisations more efficient because work will be assigned to the robot best-suited for the task.” 

Middleware

Another way to tackle this issue is to have a platform, or middleware, sit between different sets of equipment, or processes, ensuring they communicate effectively with each other.

“One of the hurdles to modular automation, is that a multitude of vendors offer solutions that may or may not 'play well with others’,” affirms StayLinked chief product officer, Padraig Regan.

When new technologies become available, such as AMRs, automated VNA forklifts, wearable technology, and heads-up displays, proprietary systems may or may not properly integrate with these solutions in a seamless manner.

Padraig continues: “Our Evolve platform allows these new modular automation technologies to essentially talk to each other as part of the workflow. What happens if a warehouse operations team who has made a large investment in a proprietary solution suddenly wants or needs to test and deploy a new technology within this system? The truth is that it may not be possible. And if it is, often it requires additional development that is high-risk and cost prohibitive.

“By allowing new technologies to be introduced into an existing workflow without the need for complex coding or scripting, the workers on the floor are more productive, and importantly the WMS remains untouched.”

Easy

Not everyone sees the deployment of modular technology as difficult. When I recently spoke to GXO Logistics UK retail business unit director Peter Fuller, it was notably how much he emphasised that robotics was becoming an increasingly easy option.

That said, we should not underestimate the infrastructure GXO has put in place to support tech deployments, such as advanced and uniform WMS, and its ability to learn from multiple roll-outs of similar tech across the globe.

Peter explains: “The bulk of clients are interested in modular tech deployments. These work with minimal interfaces, and with the WMS we have universally deployed.

“We can integrate it easily with our WMS and standard mechanical handling equipment. IT integration is a big issue for larger scale automated operations, but we are finding modular robotic tech easy to deploy and integrate. We are beginning to treat it like MHE without the people.”

Changes

You can do a lot more with tech in warehousing and logistics, compared to even five years ago. The landscape is changing fast, and those companies that can take advantage of this and work through the implications of these changes are most likely to be successful.

But it is always important to keep an eye on what works and what doesn’t, and this will vary, to some extent, from warehouse to warehouse.

FOR Partnership’s Ray Fowler sees robotics potentially having a considerable impact on the way warehousing is specified.

He says: “When you consider a new site, you have to think carefully about the footprint you need. DCs set up in the last 10 years had to have a fair amount of land, in part to accommodate worker car parks. But if you think differently, the more robotics you put in, the less land you need for car parking, but you may need a sub-station due to power requirements.”

Clipper Logistics CEO Tony Mannix has gathered a lot of experience on what works and what doesn’t, for Clipper’s target retail market. 

“We are able to stand in the middle, and use our many years of shared user expertise to solve the common problems of retailers.”

Tony continues: “River Island was in-house for a long time, but we’ve been working with them for a couple of years, to help them tackle how their business can be reshaped to support their retail ambitions, thinking about different systems, automation, mechanisation.

“Across our broad customer base (70% fashion, and 30% GM), we have a really strong grasp of what works and what doesn’t.”

Clipper has experience with large scale automation and modular options.

“The Very Group is a good example of the very sophisticated automation. For smaller customers, there are opportunities for other kit, such as robotised picking trolleys, auto-boxing, auto-bagging, robots to help unload trailers, often for rapid payback.

“Our view has always been that people are essential to our business, we’re a mixture of agility and ability. We need people who know how to get the job done, but if we have tech that makes people more efficient that’s got great value.

“The benefit of modular capability is, if things shift in a few years, you are not saddled with a depreciating asset for a process that can now be done in a better way. It’s better for smaller emerging businesses, with uncertain ideas of upcoming volumes.”

In these uncertain times, it is likely flexible automation will have an important role to play.