18 NEWEQUIPMENT.COM I APRIL 2017
by John Hitch
Back when Brian McNamara started working at South- worth Products in 1981, the material handling equip- ment maker’s current president and CEO saw the beginnings of a brave, new automated world on the factory floor.
Sure, there weren’t artificially intelligent self-driving lift trucks
delivering pallets to collaborative robots, but there were AGVs
chugging along magnetic tape pathways and welding robots.
And the pressure to increase automation was also no different. In regards to material handling, “How much?” was, is and
probably will be for a long time the question needing an answer.
First off, realize that question can be partially answered.
You can go semi-automatic, and still have enough firepower
to stay competitive.
“We get lost in if we automate or we don’t,” McNamara
says. “It’s not black or white.”
That gray area is how the Maine-based manufacturer has
stayed relevant in a world of servos, semi-conductors and
artificial intelligence despite engineering with springs, steel,
Ergonomics has been the company mission since the Nixo-nian era. As industry incrementally became smarter and faster
every year, Southworth developed more and more products
to help humans move heavy things easier, you know, without
needing to scarf down Motrin all weekend to recover. The Pal-letPal in 1989 was a standout that used simple mechanisms
and springs to keep boxes at an optimal height so you wouldn’t
need to constantly bend over.
And while you are deciding how much to automate, you
can optimize your assembly line so that it’s suitable for your
robots and nearly obsolete humans.
“If you pre-set assemblies just as if robot would interface
with it to do the welding, and put a human worker there, his
efficiency is going to go up dramatically,” McNamara advises.
Surprisingly, McNamara, whose company focuses squarely
on ergonomics, a very human concern, thinks his customer
base should do their best to implement robots in as many
material handling applications as possible.
“From where we stand, automation should be the goal for
everybody,” McNamara says. “There is a consistency, pre-
Automated Material Handling: Resistance is Futile (and Unnecessary)
When even the CEO of a manual material handling manufacturer says it’s time to automate, it’s time to listen.
dictability, and efficiency to automation that should be a high
priority for everyone.”
He’s not wrong; adopting automation is inevitable. But for
him to say it?
Southworth does sell plenty of lift tables, which can be used
as the Z-axis in many automated applications, but McNamara
says his Southworth’s mission of efficiency and ergonomics
would ring hollow if he didn’t advocate for automation.
“If people just sit on their hands, they’re absolutely setting
themselves up to be left behind,” the CEO warns.
You can check our directory to see just how advanced material handling is becoming, from self-driving lift trucks to robot
pickers with humanlike dexterity. The 24/7 factory dreamed
about in the early ‘80s is now a reality for some (though no
one called it that because that term hadn’t been coined yet).
However, it will be a long time before every plant and factory
completely automates. Along with increased efficiency and
productivity, going robo has its costs.
”Automation brings with it high end investment, and there
are situation concerns about servicing it, and technical re-
quirements,” McNamara says. “There is also some concern
The biggest hurdle to mass adoption, though, as pointed
out by the 2016 MHI Annual Industry Report, was “lack of a
clear business case,” which rose from 36% to 43% from 2015.
“Warehouse A decides to automate, but warehouse B can’t
see it itself as being identical,” McNamara explains.
Instead of keeping up with the Joneses, that second warehouse lets the early adopters try it out and wait until it is sure
automation will provide a clear benefit.
The survey says other barriers include: “lack of adequate
talent to use technologies effectively” (38%) and “cultural
aversion to risk” (35%).”
This can all be summed up as a lack of confidence, Mc-
“People have a hard time putting their product into a system
they might have seen in a magazine or on the Internet, and know
with confidence that it’s going to work,” explains McNamara,
recalling what many customers tell him. “And if something goes
wrong, they want to know it can keep it running.”
But are there any lessons to be learned from the early
1980s, when American automakers failed to automate and
fell behind Japan, which embraced it? Shouldn’t everyone be
scheduling integrators right now so they won’t fall behind?
“That’s been a difficult message to get across,” McNamara
says. “It is such a massive investment. Do they think it will
work? Do they think they’ll get an ROI? That’s where the chal-
lenges come in.”
There are some serious barriers, and the MHI Report offers
some key strategies to address them:
Be measured when considering robotics and automation.
Challenge engineers to be clear in their vision for deploying
robotics within an operation. Determine ROI and make sure you
develop a clear understanding of where and when automation
investments make sense for your business.
Go slow initially in implementing robotics and automation.
Consider starting with a semi-automated design to learn and understand how far to take robotics. Often, the most effective answer
may be several steps short of a completely lights-out operation.
Talk to companies using the technology. When working
with vendors, ask to speak with their existing customers and
tour facilities where the technology has already been implemented. Many companies are very open about sharing their
experiences and lessons learned.
For his part, McNamara says Southworth has automated
some of its manufacturing to the point where “if we shut down,
we have a very difficult time working around it.”
And while he loves the consistency of robotic welders, the
lower volume and more customized approach of Southworth
don’t justify larger scale automation.
And that’s possibly the real lesson here. Just because you
see a new automated forklift that dispenses espresso and
gives you back rubs come out doesn’t mean your widget factory
needs to blow your Q4 profits on a down payment for one. Find
out what will work for you, and make progress to make it work.
“Not all of us are going to get to go to Tahiti, but there are a
whole lot of other vacations that are good for our bodies and
good for our minds,” McNamara offers. “To me automation
is like Tahiti. Yeah we’d all love to get there, but if there are
reasons we can’t, you don’t just wait and not take time off.”
tables can be
a semi or fully