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An automation project can begin with a simple question and quickly become a complicated process. Should you request a study, speak with a robot manufacturer, run tests or prepare specifications first? Without a clear path, a business can hold numerous discussions and still be unsure which decision comes next.
The fifth challenge in PIVOT 2026 addresses the difficulty of finding appropriate support. The report states that 33% of businesses surveyed are unfamiliar with any of the innovation support resources available in Quebec. It also highlights gaps in continuity when businesses move from one organization to another. [1]
For manufacturers, organizing that search starts with a clear description of the requirement and a process in which every step has a purpose.
Describe the problem in production terms
A request such as “we want a robot” says little about the desired result. A more useful description identifies the operation, volumes, constraints and factors currently preventing the business from meeting its objectives.
The issue may be a workstation that limits shipments, inconsistent weld quality or a material handling task that is difficult to sustain across multiple shifts. Describe the requirement before making assumptions about the type of robot or technology needed.
Gather representative information: part families, dimensions, weights, volumes, processing times and changeovers. Photos, drawings and videos can help explain the context. Sensitive information should be shared under confidentiality arrangements suited to the situation.
Identify the next uncertainty to resolve
Projects do not all need the same starting point. If the process is well understood and parts are consistent, the priority may be defining how the solution will integrate with the line. If variability is significant, testing may be needed before the solution can be specified.
A detection problem requires checking what must be recognized, under which conditions and with what reliability. A gripping challenge requires a review of geometry, surfaces, variation and part presentation. A capacity question first calls for an understanding of production flow and its bottleneck.
Identifying that uncertainty helps determine whom to involve. The first conversation then has a practical objective: establishing a validation method, confirming missing information or defining a next step that is clear enough to support a decision.
Understand each contributor’s role
Different organizations contribute according to their expertise. An equipment manufacturer provides information about its products and their capabilities. An integrator works on bringing the solution together, managing its interfaces and implementing it in the production environment.
A research or technical centre may be appropriate for a question that requires testing or development. An economic development organization may help identify relevant contacts within its mandate. The business’s advisers address financial or contractual matters within their areas of expertise.
Ask each contact what they can take responsibility for and where another specialist is needed. This reduces the risk of assuming an aspect is covered when no one has actually been assigned to handle it.
Keep a project brief that follows the work
The PIVOT report suggests using a company-held record to improve continuity of support. [1] This idea translates well to robotics projects.
The brief can summarize the objective, available data, people consulted, completed tests and decisions made. It should also retain open questions and the next expected action. An internal project owner keeps the current version up to date.
This tool avoids having to repeat the entire history at every meeting. It also helps confirm that a new recommendation accounts for previous validations. To remain useful, it should be short enough to consult easily and refer readers to detailed technical documents when necessary.
Choose a partner who understands your process
A proposal deserves to be evaluated against the plant’s actual constraints. Does the partner ask about part variation, changeovers, interfaces and work organization? Do they explain what still needs to be validated?
Training, maintenance, support and acceptance criteria also need to be clarified. Production teams will have to operate the cell under everyday conditions, including when something goes wrong. These considerations should enter the discussion early enough to shape the solution.
Comparing proposals becomes more reliable when suppliers have the same information and respond to comparable scopes. A price difference may reflect differences in testing, tooling or implementation support. Understanding those differences is necessary for an informed decision.
Make every meeting move the project forward
A productive meeting ends with a decision or a defined action. Who will provide the parts? Who will verify cycle time? Which question should the test answer? When will the scope be ready for confirmation?
Imagine a manufacturer seeking to automate machine loading. The first discussion reveals inconsistent part orientation and restricted access to the machine. The next step may be to document the configurations and test gripping. Requesting a firm price immediately would leave these uncertainties unresolved.
Working this way creates a process that delivers useful information at each stage. The business can adjust expectations, continue validation or revise its approach before making further commitments.
Start with the information you already have
A complete specification is not necessary to begin an initial discussion. An accurate description of the problem and a few data points are often enough to identify what needs closer examination.
The internal project owner then keeps track of objectives, decisions, validations and responsibilities. This continuity makes outside support more effective and helps the manufacturer retain control of the project.
Do you have a welding, material handling, palletizing or machine tending challenge? Contact Revtech Systèmes with a description of the operation and the information you have available. We can review the requirement together and identify the practical technical steps to take next.
Source [1]: Conseil de l’innovation du Québec, Rapport PIVOT 2026, De l’incertitude à l’action, Challenge 5, pages 29–34. Recommendations for navigating a robotics project are Revtech’s application of the findings to manufacturing.