Automation

There is a lot of excitement right now about AI and humanoid robots handling operational work. Videos of humanoids walking through factories, picking up parts, or turning parts are spreading quickly. It’s easy to imagine a future where we simply drop these robots into our existing operations and let them handle everything.

But although the technology is exciting, we need to cool down a bit.

New technology does not automatically translate into better operations or business results. If we simply replace people with humanoids in the same broken process, we may only create an expensive, high-tech version of waste. Before we rush to buy robots or deploy the latest AI solution, we should revisit some basic but powerful principles of operational excellence.

1. Start by eliminating non–value-adding work.

The first priority in any operation should be eliminating non–value-adding work. This has always been true, and it doesn’t change just because humanoids can now perform some of that work.

Non–value-adding work includes unnecessary motion, extra handling, rework, waiting, and processing. If we simply hand this work to a humanoid, the waste still exists — it’s just performed by a robot instead of a person.

From TPS perspective, the smarter move is:

1. Identify waste: Standardize the process, observe the work, and clarify what really creates value.

2. Eliminate the waste: Redesign the flow, change layouts, simplify steps, and remove tasks that don’t need to exist.

3. Then consider automation: Only after we’ve simplified should we ask what the most appropriate level of automation is here?

If we jump straight to humanoids, we risk automating waste rather than eliminating it.

2. Remember the power of Karakuri.

Karakuri is a powerful reminder that not all automation requires motors, sensors, or software. Karakuri relies on gravity and simple mechanical mechanisms rather than electricity or other power sources. This approach offers two major advantages:

• Cost advantage: Because it doesn’t rely on motors, controllers, or complex electronics, Karakuri is often significantly cheaper to build and maintain.

• Worker-friendly: Frontline workers can understand, improve, and repair Karakuri devices themselves. They don’t need to wait for a specialist or an external vendor.

In many cases, Karakuri can solve material-handling or movement problems that people assume require a robot. For example, a cart that automatically tilts when it reaches a certain position, or a simple chute that uses gravity to move parts in the correct sequence. These solutions are often more robust, easier to maintain, and better suited to daily improvement activities.

Instead of jumping straight to expensive automations, it’s worth asking: Can this problem be solved with a simple, gravity-driven mechanism that workers can build and improve themselves?

3. Design for low-cost automation.

Even when we decide that powered automation is appropriate, it doesn’t have to be high-end or expensive. Low-cost automation can be more than enough — and often more cost-effective — if we design our products and processes accordingly.

Low-cost automation becomes viable when we:

• Simplify product design: Reduce variation, standardize parts, and avoid features requiring complex handling.

• Simplify the process: Remove unnecessary steps, consolidate operations, and establish clear, stable workflows.

When the process is simple and stable, low-cost automation can handle it reliably. Small conveyors, basic pick-and-place devices, simple sensors, or modest robots can often do the job for a fraction of the cost of advanced humanoids.

This approach flips the usual thinking. Instead of asking, What robot do we need to handle this complex process? We ask, How can we simplify the process so that a very simple form of automation can handle it?

After all that, the new technology is truly exciting.

AI and humanoid robots have real potential. They can help with tasks that are dangerous, physically demanding, or difficult to automate with traditional equipment. They may open up new possibilities, flexible material handling, and highly variable work.

But the sequence matters:

1. Eliminate non–value-adding work.

2. Apply simple, robust solutions, such as Karakuri, where possible.

3. Use low-cost automation enabled by simplified products and processes.

After we’ve done these things, we can look at new technology — including AI and humanoids — with much clearer eyes. At that point, we’re not just chasing trends. We’re integrating advanced tools into already-lean, well-designed operations.

Taiichi Ohno said, “Don’t install robots just because it’s the trend.” The trend is different today, but his teaching still holds true.

And that is when new technology becomes not just exciting but genuinely valuable.