Implementing an AGV System

Implementation

This is the time during which the AGVS system is being installed, commissioned (checked-out) and undergoing its acceptance testing. The concept, which became a detailed plan during the design stage, is emerging into reality.

Ready…Set…Wait

A commitment by all involved strengthens the effort. The vendor team consists of engineering, manufacturing, installation and commissioning personnel. The user team is primarily the project engineer/manager, shop supervisors, and system users. Individually they are each aware of the project’s impact only to themselves. But, do they appreciate their individual impact on the overall project?

It may not be that uncommon for a shop floor supervisor to be unaware of the temporary disruption about to take place in his department. A contractor might fail to receive the necessary work authorizations or passes. Maybe someone forgot to arrange for traffic diversions in aisles where the AGV path is about to be installed. Constant attention to daily activities is imperative for a smooth implementation not to mention minimizing disruption to production.

Likewise, the vendor needs to be anticipating potential problems. Is the necessary equipment on-site? Has space been set aside to store equipment? Have local and plant codes been reviewed? AGVS vendors in general are quite skilled and rehearsed in the system implementation. Vendor personnel experience is invaluable for an efficient process and for resolving difficulties when they arise.

Customers are not usually as rehearsed in AGVS implementation, as are vendors. Therefore, it can be a weak area in the project. Greater emphasis through coordination meetings can greatly pave the way for a smooth system implementation. The vendors can provide checklists, detailed schedules, and assist in other ways to insure that the facility is ready for the system. The customer project manager is the lead person for the receiving team, but the vendor team can provide invaluable coaching advice.

The System is Ready, but We’re Not

If all along a team approach has been employed, it is likely that there was a general awareness that the system turnover was approaching. Even so, most users underestimate the magnitude of that moment of truth when the user has to "take ownership". A substantial investment has been made, the vendor has successfully installed and tested the system and now it’s yours.

It’s like watching a plane launched from an aircraft carrier. The steam catapult assist propels the plane forward, its engines straining to gain speed and lift. As it runs out of deck, it dips momentarily, threatening to hit the water before finally climbing into the sky. The hand-off of a AGVS system is surprisingly similar. Once the assist part is over and the system is now in the user’s hands, it often dips with a variety of problems. These are usually not major problems, but they require commitment to resolve as quickly as possible.

Even with the customary operator and maintenance training that follows turnover, most users require more learning time to "solo" with the system. This learning time can be especially meaningful when it occurs during the vendor’s debug and testing of the system. Most AGVS vendors welcome any assistance, or even just observation, by user staff during the commissioning/debug phase of the system implementation.

By not having operating and maintenance staff assigned to the system during this time, the user looses a valuable experience gained from observing how the vendor troubleshoots real problems and operates the equipment. To miss out on this is almost like turning down a free gift.

In any case, the first month or two requires diligence to insure the system "lifts off" properly. Your maintenance staff will at first be challenged. They are at the start of a new learning curve and so problems seem magnified. Rest assured this will only be a temporary situation. The system will settle down to routine maintenance and repair in time. How long depends on a number of factors. How good was the vendor supplied training? Is there dedicated maintenance available at all times? Are shop people positive about and utilizing the system properly?

Two important pieces of advice:

• Don’t plan to walk away from the system immediately and leave it in another’s hands.

First, the project engineer/manager is the person that knows all the system details, the design decisions that were made, and the reasons the system operates the way it does. He/she is the keystone for the bridge linking the vendor to the users. It is critical that the person remains with the system during the start-up period.

Second, the system needs a champion. The most visible person for the user is the project engineer/manager. He/she is the system champion. Management, staff, and shop users view the project leader as the person driving or championing the system implementation. There must always be a system champion. Initially, this mandates that the project leader stay with the system during start-up and insures that problems with equipment, layout, interfaces, user interaction, management, etc. are quickly resolved.

• Make sure you have "launch" support supplied by the vendor.

The system start-up or launch period is less difficult if the vendor support is present. Launch support is included by some vendors and is extra with others. Check this out before writing a system contract.

Launch support takes the form of vendor on-site personnel for one or each shift of operation. Usually this is a vendor factory serviceman. He/she is there, not only to assist with any equipment problems, but also to facilitate the operator’s understanding and correct use of the system. Tremendous strides are possible if an expert is present for users and maintenance personnel to consult when questions arise.

Standard launch support is for one week following system acceptance. Longer periods are available. In more complex systems, one or two months of support are common. The project engineer/manager should insist on this with the initial contract. Even though it adds some cost, this will be less than the cost of the unavoidable problems that will occur during the start-up of the system.