Industrial robots are no longer limited to large, fixed systems built for a single repetitive task. Manufacturers are increasingly looking for systems that can fit within constrained production layouts, handle more precise work, and be reconfigured as product requirements change. That shift is especially relevant in Singapore, where manufacturers are under pressure to improve productivity while supporting more complex and higher-value production.

For many companies, the practical challenge is not simply deciding whether to automate. It is finding ways to introduce automation into established production or warehouse lines without committing to a costly greenfield rebuild or a lengthy shutdown. Compact SCARA and six-axis robots, modular cells, integrated sensing, and easier programming tools can give manufacturers a more gradual route, beginning with a specific bottleneck before expanding to other parts of the operation.

AI is also changing the systems around the robot. Condition monitoring can help maintenance teams identify potential problems before they cause downtime, while machine vision can support faster inspection and more consistent quality control. These capabilities bring fresh questions for management teams around capital expenditure, data integration, cybersecurity, technical support, and the skills required to operate and improve connected production environments.

In this TNGlobal Q&A, Vivekanand Patil, Senior Regional Manager for Robotics Solutions at Epson Southeast Asia, discusses the evolution of industrial robotics and the case for smaller, more flexible systems in Singapore’s manufacturing sector. Patil brings more than 30 years of experience across industrial automation, engineering, sales, and regional business development, including work with multinational automation companies across the Asia Pacific.

Industrial robots have evolved from large, fixed factory systems into smaller and more flexible machines. From your perspective, what have been the most important stages in that evolution, and where are we now?

If you look back over the last four decades, the first generation of industrial robots were large, fixed arms designed for single, repetitive tasks in automotive and heavy industries. They were powerful but not flexible, often fenced off in a corner of the factory, and difficult to reconfigure once installed.

The next major stage was the era of precision, driven by the growth of electronics manufacturing in Asia. This is where companies like Epson come in. Compact SCARA and 6‑axis robots are able to assemble very small parts at high speed with micron‑level accuracy, within tight line layouts. That shift made robots relevant not just for consumer electronics but also for car plants, semiconductors, and medical devices.

Over the past decade, we have seen another step change as robots became intuitive: PC‑based controllers, integrated vision and force sensing, easier programming environments, and better connectivity into the wider factory network. Robots are no longer isolated islands but are part of connected cells.

Today, especially in Southeast Asia, the focus is on compact, dexterous systems that are easy to deploy, re‑deploy, and scale. Manufacturers want robots that are energy‑efficient, have built‑in controllers and richer sensing, and can be reconfigured for a new product in days rather than months. That combination of precision, small footprint, and agility is where the market is heading today.

Why is the shift toward smaller, smarter, and more dexterous robots particularly relevant for Singapore’s manufacturing sector today?

Smaller, smarter, and more dexterous robots allow Singapore manufacturers to upgrade existing lines instead of building expensive new plants. By integrating compact SCARA or 6-axis robots into tight spaces, companies can optimise their current footprint and seamlessly pivot layouts as product demands shift.

For local SMEs, this agility accelerates the adoption of automation. Instead of treating robotics as rigid, fixed infrastructure, a single dexterous robot can be redeployed across multiple applications simply by changing tools or grippers — making high-mix, low-volume production highly cost-effective.

Ultimately, converting robotics into these flexible, multi-purpose assets directly supports Singapore’s Manufacturing 2030 ambitions. It empowers manufacturers to move up the value chain, compress time-to-market, and remain globally competitive.

Many companies still operate legacy production or warehouse lines. How can more modular robotic systems help them improve productivity without requiring a full greenfield rebuild?

The reality across Southeast Asia is that many companies still operate legacy production or warehouse lines. They may want the benefits of automation, but cannot justify a full greenfield rebuild or a long shutdown. In many cases, the answer is modular, cell‑based robotics.

With more compact platforms, you can start by automating one bottleneck station: for example, deploying a SCARA robot for a repetitive pick‑and‑place step. The cell can be dropped into an existing line with minimal structural change and then refined as the team gains experience.

Once that first cell is operating successfully, it becomes much easier to add adjacent cells or replicate the setup on other lines or sites. Because the same software environment, programming model and sensing options are used across different robots, you avoid the complexity of managing many isolated point solutions. In effect, modular robotics lets companies modernise from the inside out, rather than feeling they must scrap and rebuild everything at once.

Singapore faces rising costs and manpower constraints, while also trying to move further into high-value manufacturing. Where can robotics make the biggest practical difference in that transition?

First, in sectors like electronics, semiconductors, and medical technology, the ability to perform precise, repetitive assembly with minimal variation is essential. Compact, high‑accuracy robots help maintain quality and yield even as product designs become more complex and tolerances tighten.

Second, in healthcare and life sciences, laboratory automation is becoming critical. Automating sample handling, liquid dispensing, and testing relieves pressure on highly skilled technicians, boosting throughput while eliminating human error in high-stakes environments.

Third, for tasks that are ergonomically challenging – such as repetitive packing, palletising or machine tending – robots can relieve the pressure on a tight labour market. They help companies address manpower constraints without compromising throughput.

Finally, by making it easier to keep more production onshore or in the region, robotics contributes to supply‑chain resilience. Singapore can host more advanced, higher‑value processes, while still remaining competitive despite higher operating costs, because automation offsets the volatility of labour and overheads.

There is often concern that automation replaces workers. In real-world deployments, how do robotics projects change the kinds of roles, skills, and training that companies need?

There is often concern that robots will replace workers, but the reality is more nuanced. Robots usually take over specific tasks such as highly repetitive, precision‑sensitive or physically strenuous work rather than entire jobs. In most cases, roles evolve rather than disappear.

As manufacturers introduce smart cells, operators are freed from mundane manual assembly to focus on higher-value tasks. Companies can then upskill their workforce to operate and maintain these robotic systems, allowing staff to handle basic robot teaching, manage changeovers, or supervise multiple stations. Additionally, integration specialists who link robots to Manufacturing Execution Systems (MES) and Enterprise Resource Planning (ERP) systems are becoming increasingly important to the business.

For mid-sized manufacturers that may not have the same capital budgets as large multinationals, what should they consider before investing in robotics?

For mid‑sized manufacturers, the key is to think in terms of scalability and total cost of ownership, not just the sticker price of a robot. There are three questions manufacturers should consider.

First, can the platform scale from a single pilot cell to multiple lines and sites? A common control and software architecture across different robot models makes it much easier to replicate success without rewriting everything from scratch.

Second, how modular is the hardware and integration approach? Look for systems with integrated controllers, battery‑less motors, and flexible end‑effectors that can be repurposed across different products. This helps future-proof the investment if your product requirements change.

Third, what level of local support and training is available? For many mid‑sized firms, having access to application engineers, training courses, and regional service centres is just as important as the robot itself. A strong ecosystem partner can reduce risk and accelerate the learning curve, which matters when capital budgets are tight.

As AI becomes more embedded in robotic systems, what changes in reliability, quality control, and production flexibility should companies expect?

On reliability, AI‑driven analytics can monitor vibration, torque, cycle times, and other signals to predict potential failures before they cause downtime. That allows maintenance to be scheduled more intelligently and helps keep utilisation high.

On quality control, pairing robots with AI‑enabled vision systems allows more sophisticated, real‑time inspection. Instead of rigid rules, the system can learn from examples, detect subtle defects, and adapt as products evolve. That is very useful in electronics and precision engineering, where small deviations matter.

On flexibility, AI helps robots cope better with product variation. Over time, this makes it possible to automate tasks that previously required a lot of human judgment, and to switch between product variants more quickly. The net effect is that factories become more self‑optimising, with humans focusing more on oversight and continuous improvement than manual intervention.

Looking ahead, how should boards and senior management teams think about robotics as part of long-term manufacturing strategy, especially in relation to Singapore’s Manufacturing 2030 ambitions?

For boards and senior management teams, robotics should be seen as a strategic capability, not just a capex line item. Robotics and automation increasingly sit at the intersection of productivity, resilience, sustainability, and workforce transformation.

To align with Singapore’s Manufacturing 2030 ambitions, leadership teams must also look beyond robotics hardware alone. The focus is shifting toward the advanced AI software capabilities required to manage, oversee, and coordinate diverse robotic fleets across an entire production line. True resilience comes from planning for these software platform choices, data integration roadmaps, and skills pipelines over a five-year horizon.

At the same time, the most successful companies start small and learn fast. They choose a high‑impact use case, deploy a compact cell, capture the benefits and lessons, and then scale. If boards can provide that long‑term direction while allowing teams to learn and iterate, robotics can become a core enabler of Southeast Asia’s transition towards higher‑value, more resilient manufacturing.

Manit Parikh of The Binary Holdings on DEFA and ASEAN’s digital economy [Q&A]