A company presentation being presented by our CEO, Niclas Andersson during the Australian Chamber of Commerce's monthly meeting held at Marriot Hotel, Pattaya

1. FUTURE STATE (ASIA) CO.,
LTD.
NICLAS ANDERSSON
CEO and Technical Advisor
www.futurestateasia.com 1

2. WHO WE ARE
Future State is based on 2 foundations:
 Partner with a few handpicked suppliers that can
provide 90% of all products needed.
 Dedicated to system design and solution sales to
both machine makers, limited in time or design
capacity and end users.
Objectives:
 Capitalize on SEA excellent growth and availability
as there are many labor intensive manufacturing
customers.
 Provide a service fostering long term partnerships
with growing companies through providing incredible
productivity results in short periods of time.
 Expand in ASEAN gradually and export to High Cost
economies when feasible
 Maintain tight control of costs, operations and cash
flow through diligent management and disciplined
expansion to generate higher than average ROI.
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3. INDUSTRY BACK IN TIME
• Industrial revolution 1750-1780 in England
• Started in textile and mining industry (steam engine control)
• The industrial revolution coincides with 3 more events :
• Demographic revolution, Agricultural revolution, Transportation revolution (train and coach, logistics)
• While the major cities grew in the 1850s, industries start to move out to the outskirts, as both
labor cost and land is cheaper.
• In the 19th century, the working class community starts to grow as well as
workers start to unite.
• In the early 20th Century assembly lines and process/product standardization
becomes common (pioneered by Henry Ford & Co.)
• The standardization of products (nothing hand-made: everything is made through machines,
molds and not by skilled craftsmanship)
• The use of special-purpose tools and/or equipment designed to make assembly lines
possible: tools are designed to permit workers with low skill levels to operate "assembly lines"
- where each worker does one task over and over and over again
• Workers are paid higher "living" wages, so they can afford to purchase the products they
make.
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4. INDUSTRY BACK IN TIME
• Industrialization, Automation and increased use of Robotics occurs as the
Technological Revolutions of the 60’s onward
• First Industrial robot (Devol/Engelberger) in 1959
• In 1961, first industrial robot (Unimation) installed at a GM plant
• Rapid rise of quality/precision and volume requirements drives automation across many
industries
• By the start of the 21st Century , Automation is widespread
• Automation to address high labor costs is mirrored by automation to achieve lofty goals of
accuracy and quality
• 1.1m industrial robots in place worldwide
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5. WHY AUTOMATE?
Reduce Downtime
• Upgrade or retrofit existing machinery controls to decrease process downtime
• Minimize breakdowns by pinpointing potential component failure
• Simplify predictive and preventative maintenance processes
• Identify and display point of failure in machinery
Improve Quality
• Manage rapidly changing production and process data
• Perform real time production tests to products and equipment
• Track out-of tolerance materials, products, and scrap
• Labor safety for human reasons!
Increase Productivity
• Increase throughput, increase production rate, minimize waste and reduce errors
• Simplify machine operation and reduce setup time
• Reduce cycle time and work-in-progress while increasing inventory turns
• Optimize and create predictable production to meet forecasts
• Improve machine utilization and ergonomics
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6. WHY AUTOMATE?
Enhance Safety
• Enhance operator awareness and reaction
• Improve control system integrity and security
• Isolate hazardous areas and install effective machine guarding & controls
• Improve ergonomics
Reduce Energy Cost
• Reduce energy consumption and demand peaks
• Monitor energy usage more accurately and more precisely
• Ensure balance of distribution systems
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7. HUMAN CONSIDERATIONS
• Many companies, even global multi million companies has failed when implementing
automation in their processes as they have not involved the employees.
• The why’s and if’s have to be answered and understood before anything starts.
• Encourage the staff to become “automationalists” by bonuses, promotions etc.
• Clarify ergonomic and health improvement's as one of the main reason for the actions
• If not done properly it can backfire with possible unnecessary delays, sabotage and
unwillingness to use new technique .“It was faster the old way”.
• Kaizen thinking is a creative way to solve this
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8. WHAT TO DO?
Evolution rather than Revolution
• Automation is most likely to prove successful if undertaken gradually
• Increase automation with a sense of mind, not everything can be done automatically
• Semi automation is good for ergonomic improvements and also can bring up
productivity to a certain degree.
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9. WHAT TO DO?
Flexible Automation is best
• Flexible Automation, using robots is good for fast tool change productivity
increase and release the burden of heavy lifts/jobs for the workers.
• Full automation should only be used on dedicated production lines for the
sake of making the same product in very high volumes for extended time
periods.
• The new trend is that fully automated
lines are going to flexible automation,
as end users (consumers) request
variation.
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10. WHAT TO DO?
Kaizen Philosophy
• Use Kaizen to encourage labor,
operators and supervisors to improve
your factory by benefits
• Use consultants if needed - too many
companies have wasted money for
automation that does not work
properly. There are very skilled
consultancy firms available for
training in lean manufacturing, six
sigma, 5S, cell manufacturing, etc.
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11. APPENDIX
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12. Easy
Attractively priced
Flexible
Safe

13. Automation for everybody
Universal Robots makes robot technology
available to EVERYONE

14. www.futurestateasia.com 14

15. Easy
Automation for everybody
 Quick set-up. The light robot arm and the
compact controller box make installation easy
 User friendly operation. Program by showing
the movements to the robot. Operate via a
touch screen
 Easy service. The robot is modular which makes
it extremely easy to service
 International. The user interface is in 9 languages
 “Plug and play”. Connect with 230V and
you are up and running
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16. Attractively priced
Automation for everybody
 No expensive programmers
 In operation within few minutes
 Low power consumption
 Reduces salary costs
 Average Payback Period: 6 to 8 months
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17. Flexible
Automation for everybody
 UR5 and UR10 fit into every part of the production
 The robot arm weighs only 18 kg and 28 kg respectively
 Increases the production capacity
 Can be moved around easily in the production
 Can handle payloads of up to 5 kg and 10 kg respectively
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18. Safe
Automation for everybody
 No fence. ISO certified in accordance with the ISO standard
for collaborative robots 10218-1:2006 to run without fencing
 The UR robots will automatically stop when met with substantial resistance
 Low noise
 Relieves employees and prevents repetitive strain work injury
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19. Robot makes packing more efficient
Case: Scandinavian Tobacco Group
Scandinavian Tobacco Group has chosen a robot from Universal Robots for a task that no other robot in the market
is able to perform. The world’s largest factory for production of pipe tobacco now uses a robot from Universal Robots
to handle the lids of tobacco tins.
 The robot has relieved 1 or 2 persons who are now available for other tasks
 The employees are spared from making exhausting, repeated wrist movements
 Reduced costs for temporary employees
 Increased production capacity
 Reduced production costs
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20. Robot handles microscopically small parts
Case: Oticon
The hearing aid manufacturer Oticon has chosen robots from Universal Robots to handle parts that are just one
millimetre long, at production plants in Denmark and Poland. The robots have replaced traditional two and three axis
robots that could no longer handle the microscopically small parts of modern hearing aids.
 The robots were installed in the production in just one day.
 Reduced costs for technicians. The operators can program
the robots for new tasks.
 The low price of the robot makes it possible to produce small production
batches at a reasonable price.
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21. Robot expands production capacity
Case: Thiele
A robot from Universal Robots makes it possible for the tool manufacturer Thiele to expand production capacity
without hiring new employees and without buying new machines. Every day when the 10 employees have gone home, a
UR5 robot works next to a milling centre where it runs an unmanned production of small series.
 By using a robot, Thiele has established a new business area
 The robot carries out quality assurance using an integrated image
processing system
 The robot was easily installed
 The price of the solution was reasonable
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22. Questions & answers
Why can the UR robot be operated without fencing?
Because it never exceeds a force of 150 Newton and thus complies with
the ISO standard for collaborative robots 10218-1:2006.
How can you give this guarantee?
The UR robot has been tested by the Danish Technological Institute
(same as TÜW), which has been accredited to test ISO standards.
Is it always safe to run the robot without fencing?
The risk assessment always determines whether the application is safe.
Why does the robot carry no CE marking?
It is not possible to CE-mark it, because robots are seen as a “part
machine” according to the European Machinery Directive 2006/42/EC.
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23. Documentation
ISO test 2010
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24. Technical specifications
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25. History
 2005 – 2008:
• Development of UR5
 2006-2007:
• First units sold to test customers
 2008:
• First commercial sales of UR5
 2009:
• Distribution network established in Europe
 2011:
• Distribution network in Asia
• Development of UR10
 2012:
• Launch of UR10 in the market
• Expansion of the distribution network
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26. Europe Other countries
Austria Argentina
Belarus China
Belgium Israel
Czech Republic India
Denmark Japan
Finland Korea
France New Zealand
Germany Singapore
Greece South Africa
Iceland Taiwan
Italy Thailand
Lithuania
Netherlands
Norway
Poland
Republic Slovakia
Romania
Spain
Slovenia
Sweden
Global distribution in 2013
Switzerland
Turkey
UK
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27. Successful growth
 Strong growth in sales of UR-robots
 Soon 40 employees at Universal Robots
 76 distributors in 34 countries in 5 continents
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