When discussing automation, one question inevitably arises: “How long will the line be down?” This is not a matter of technical curiosity—it’s a reflection of real pressure. Production is at stake, customers are waiting, shifts are scheduled, and people are watching the calendar. Commissioning is not just another project phase; it is a critical moment where technology, people, and processes are put to the test.
The Myth of “Plug & Play”
Sales presentations often make commissioning look simple: install, power up, and start producing. However, reality on the shop floor is very different. Every process is unique, every part has variations, and every operator works differently. A robot does not connect like a printer—it must integrate into a living process.
What Really Determines Commissioning Time
First, the clarity of the process before automation plays a major role. The better defined the process is, the fewer adjustments and last-minute changes will be needed, and the less improvisation will occur. When the process exists only as a vague concept in people’s minds, commissioning inevitably takes longer.
Second, preparation outside the plant is crucial. Today, much of the work can be done beforehand through offline simulation, testing with real parts, and validating trajectories. The more testing is done outside the plant, the fewer corrections are needed inside.
Third, the involvement of the internal team makes a significant difference. When production and maintenance teams are engaged, decisions are made quickly, adjustments are validated on the spot, and friction is reduced. Commissioning is not solely the integrator’s responsibility—it is a collaborative effort.
Realistic Timeframes
Without unrealistic promises, here’s what to expect: simple cells may take from a few days to a couple of weeks; medium-complexity cells require several weeks; and complex cells can take months, especially if the process was not stabilized beforehand. The real issue is not the time itself—it’s failing to anticipate it.
The Human Factor: Stress During Start-Up
During commissioning, errors feel more significant, decisions carry more weight, and pressure intensifies. Common remarks include: “This never happened before” or “We used to fix this quickly with people.” This is normal. The system is transitioning from tacit experience to explicit logic.
Why the First Weeks Don’t Reflect Final Performance
A rarely acknowledged truth is that the initial weeks do not define the cell’s real performance. At first, parameters are fine-tuned, routines are adjusted, and lessons are learned from the actual process. Later, stability improves, cycle times decrease, and confidence grows. The learning curve exists—even if no one includes it in the schedule.
How to Reduce Commissioning Impact
The goal is not to eliminate start-up but to make it manageable. This can be achieved by planning realistic time windows, accepting partial production at the beginning, defining clear “ready-to-produce” criteria, and documenting from day one.
Refurbished Robots and Commissioning Time
A common misconception is that commissioning depends on whether the robot is new or refurbished. In reality, it depends on the process, integration, and prior preparation. A well-tested refurbished robot can even reduce mechanical uncertainty during start-up.
Commissioning Is Not a Problem—It’s a Transition
Start-up should not be seen as an obstacle to overcome quickly. It is the moment when the process is organized, hidden issues surface, and the system becomes truly productive. Automation does not eliminate this phase—it professionalizes it.
The Right Question Before Starting
Instead of asking, “How long will it take?” ask yourself: “Are we prepared to go through a transition phase without panic or unrealistic expectations?” Because a well-managed commissioning process does not delay production—it consolidates it.
