{"id":1152,"date":"2026-07-16T14:42:32","date_gmt":"2026-07-16T14:42:32","guid":{"rendered":"https:\/\/benlongkj.com\/?p=1152"},"modified":"2026-07-16T14:42:36","modified_gmt":"2026-07-16T14:42:36","slug":"automation-machinery-manufacturing-industry-challenges","status":"publish","type":"post","link":"https:\/\/benlongkj.com\/fr\/blog\/automation-machinery-manufacturing-industry-challenges\/","title":{"rendered":"Automation Machinery Manufacturing Industry Challenges"},"content":{"rendered":"

In 2022, a medium-sized auto parts supplier in the Midlands launched an automated assembly unit, justified by an ironclad business case indicating a simple payback period of 22 months based on labor savings and throughput increase. Three months after launch, the unit was collecting dust. The existing IT infrastructure of the firm could not communicate with the cell\u2019s OPC UA data stream. All three operators trained to work with the unit had left for better-paying jobs. Besides, the part it was designed to assemble had been redesigned by the customer, which implied a mechanical retooling that the systems integrator estimated would take 8 weeks and cost \u00a315,000. The issue was not the unit itself, it was everything else.<\/p>\n

In 2025, the problems confronting the automation equipment manufacturing industry do not come down to whether the technology is working or not \u2013 it does. Rather, they boil down to integration, skills, data interoperability, supply chains\u2019 vulnerability, and the difference between the automation that the factory buys and the automation that it really can use. In this guide, we will analyze the most pressing problems, the solutions that manufacturers and integrators are developing, and what distinguishes investment in successful automation from spending money for nothing.<\/p>\n

\"Automation<\/p>\n

The Five Defining Challenges of the Automation Industry Today<\/h2>\n

At almost 8-10% per annum, the market for automated machinery worldwide is expanding, influenced by a lack of labour force, reshoring processes, and the development of supporting technology, such as collaborative robots and artificial vision technology. However, the market growth does not mean the smooth process of development. The challenges faced by manufacturing, integration, and end-user companies are systematic and difficult to solve. The table below shows the main challenges, their causes, and the ways of responding to them being adopted by leading companies.<\/p>\n\n\n\n\n\n\n\n\n\n
Challenge<\/th>\nRoot Cause<\/th>\nStrategic Response<\/th>\n<\/tr>\n<\/thead>\n
Workforce skills gap<\/strong><\/td>\nThe operators who can run a manual assembly line cannot run an automated one without retraining. The engineers who can program, integrate, and maintain automated cells are in critically short supply globally, a shortage documented annually by Deloitte<\/a> and the Manufacturing Institute<\/a>.<\/td>\nModular, pre\u2011engineered automation cells that reduce the integration burden; HMIs designed for operator usability, not engineer complexity; partnerships with local technical colleges and apprenticeship programmes; remote support and diagnostics from the integrator.<\/td>\n<\/tr>\n
Integration complexity and data interoperability<\/strong><\/td>\nAn automated line typically includes equipment from multiple vendors, each with its own control platform, its own data format, and its own communication protocol. Connecting them into a single, data\u2011transparent system remains a significant engineering effort.<\/td>\nAdoption of open, interoperable standards \u2014 OPC UA, MQTT, PROFINET over TSN \u2014 across all equipment. Specifying these protocols in the purchase order. Choosing integrators and equipment builders who commit to open architectures rather than proprietary ecosystems.<\/td>\n<\/tr>\n
Supply\u2011chain fragility and long lead times<\/strong><\/td>\nAutomation components \u2014 PLCs, servo drives, precision gearboxes, vision sensors \u2014 rely on a concentrated global supply chain. The lead times that spiked during the pandemic have improved but remain extended for certain specialised components, and a disruption at a single semiconductor fab can ripple through the entire industry.<\/td>\nStandardising on a limited set of component platforms to reduce spare\u2011parts diversity. Building strategic inventory of critical long\u2011lead items. Designing automation cells with component interchangeability in mind, so that a lead\u2011time\u2011constrained part can be substituted with minimal re\u2011engineering.<\/td>\n<\/tr>\n
Product variability and the limits of fixed automation<\/strong><\/td>\nTraditional fixed automation is designed for a single product at high volume. In a market where product lifecycles are shortening and customisation is increasing, a line that cannot adapt to a new product variant is a line that may be obsolete before it is paid off.<\/td>\nFlexible and programmable automation architectures \u2014 vision\u2011guided robots, modular tooling, recipe\u2011driven changeover \u2014 that allow a single line to produce multiple product variants with minimal downtime. AI\u2011driven vision systems that can learn a new part in hours, not weeks.<\/td>\n<\/tr>\n
Sustainability and energy transparency requirements<\/strong><\/td>\nRegulations such as the EU Carbon Border Adjustment Mechanism (CBAM) and growing customer demand for supply\u2011chain carbon reporting are requiring manufacturers to measure and disclose the energy and carbon intensity of their production. An automated line that cannot report its energy consumption per unit is a competitive disadvantage.<\/td>\nSpecifying energy monitoring as a standard feature of every automated cell. Integrating energy data into the MES alongside quality and throughput data. Designing automation for energy efficiency \u2014 servo\u2011driven actuators instead of pneumatic, idle\u2011state power\u2011down, regenerative braking on high\u2011cycle axes.<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n

\"The<\/p>\n

The Workforce Challenge: From Operators to Automation Managers<\/h2>\n

The most cited obstacle to the introduction of automation is not the cost of machinery but rather the unavailability of skilled workers to operate the equipment. A manual production line needs a workforce that could be trained in a few days, while an automated line needs specialists who will be able to find the problem with certain elements and understand the work of all three areas: electrical, mechanical, and software. The solutions to the issue include a new technology and education efforts. Regarding technology, the companies that build automating machines invest into the development of HMIs that have a design resembling smartphones, which allows the workers to perform operation and minor remote maintenance tasks. Regarding education, employees are created through cooperation between manufacturers, integrators, and local colleges. The automated lines of Benlong Automation were established with this reality in mind design because the HMIs used on the lines have a daily operator in mind rather than the engineer who designed the lines and the whole setup allows using remote diagnostics to troubleshoot problems with machinery from a distance of thousands of kilometers.<\/p>\n

\"When<\/p>\n

When to Automate: The Decision Framework That Separates Success from Regret<\/h2>\n

Automation is not appropriate for every process and process and not every manufacturer is prepared for automation. The choice of investing in automation machinery is a strategic choice that is determined by the specific economics of the product and amounts produced. The framework provided below is designed to offer structured guidance.<\/p>\n

Quality\u2011critical processes should be automated first.<\/strong> If a step in the process (calibration, test, contact welding, dispensing) will influence safety, certification, or client approval, it becomes the most appealing step to opt for automation. Automating these particular steps guarantees the ability to repeat the process and obtain certification.In the electrical manufacturing sector, the calibration and testing of every circuit breaker is a legal requirement, and automating it \u2014 as Benlong\u2019s Ligne de test automatique MCB<\/a> does \u2014 guarantees that every unit meets its published specification.<\/p>\n

High\u2011volume, low\u2011variability products justify dedicated automation.<\/strong>\u00a0Products that have a predictable production design and have an annual production of several hundreds or even millions of units are often great candidates for fixed automated lines. This allows the costs of setting up the factory to be compensated for by large production numbers and the unit cost of production to drop below that of assembling the products manually.<\/p>\n

High\u2011mix, lower\u2011volume production requires flexible automation.<\/strong>\u00a0Utilizing fast-changing automation, a producer with numerous variants who sells small product batches may achieve more efficiency. Programmable logic, modular tools, and vision-guided robots offer opportunities to introduce flexibility that is not characteristic of a traditional line.<\/p>\n

Start with semi\u2011automated cells and scale as volume and confidence grow.<\/strong> The most prevalent automation path starts with a semi-automated cell \u2013 the operator is responsible for putting in the workpiece, and the machine will conduct the crucial manufacturing task. When production increases, the cell\u2019s logistics tool is automated, leading to full automation of the cell. Benlong\u2019s product range supports this phased approach, with standalone semi\u2011automatic calibration benches<\/a> that can later be integrated into a fully automated line.<\/p>\n

\"What<\/p>\n

What Automation Delivers When the Challenges Are Managed<\/h2>\n

The advantages of automation have been thoroughly examined over the years, but these advantages do not happen automatically. When carried out successfully, an automated production line produces at least a 25\u201350 percent improvement in throughput, a first-pass yield rate higher than 99 percent, a labor cost reduction of at least 60\u201380 percent per unit, and unit-level traceability for effective certification and warranty analysis.<\/p>\n

According to research by McKinsey & Company and the International Federation of Robotics (IFR), these numbers have been repeated many times in various industries. Unfortunately, the value of these accomplishments becomes evident only when an adequate integration of the technology, personnel, and supply chain has been implemented during the specification and commissioning of the system rather than being discovered after it has been already installed. Manufacturing companies that always regard automation as a technology acquisition and not as a change-management process are likely to be disappointed. Manufacturers that are committed to investing in training, data infrastructure, and supplier relations that automation requires will have the chance to enjoy the return on investment that the business case promised.<\/p>\n

Foire aux questions<\/h2>\n

What is the single biggest challenge in implementing automation?<\/h3>\n

The skills gap in the workforce is often brought up as the main hurdle. There are not enough engineers and technicians available worldwide who can handle, operate, and maintain automated processes, and a company that doesn\u2019t have a plan for hiring or training will find it hard to keep its automation operational.<\/p>\n

How long does it take to see a return on an automation investment?<\/h3>\n

An automation project that has been properly defined usually recoups its capital investment in a range of 18 to 36 months, calculated based on the savings received in terms of labour costs, increased production, reduction in scrap, and warranties avoided. Since initial investment is generally lower, the repayment for semiautomated cells is achieved earlier.<\/p>\n

Is automation only for large manufacturers?<\/h3>\n

There is no doubt that the falling price of collaborative robots, the availability of pre-engineered modular automation cells, and the introduction of automation-as-a-service models have made automation services available for small and medium-size companies. The most quickly expanding sector in robot adoption tracked by IFR consists of enterprises with no previous experience in automation.<\/p>\n

What role does AI play in overcoming automation challenges?<\/h3>\n

AI\u00a0addresses a number of fundamental issues: adaptive vision systems that inspect new products with little training cut the costs of product changeover. Preventive maintenance algorithms that analyse motor current and vibration data curb unscheduled downtime. AI-enabled process optimisation can help decrease energy consumption and increase output without the need for manual adjustments.<\/p>\n

R\u00e9f\u00e9rences<\/h2>\n