I’m not one to chase buzzwords just to sound sophisticated or current. Years ago, I started reading about “Agile” in software and product development—an approach built around speed, flexibility, and real-time collaboration. I liked the core ideas, but I didn’t rush out to buy the laminated cue cards or get the tattoo.
Instead, I filed it under “good concepts worth assimilating”—especially for companies like ours in custom automation. We take what’s useful, apply it where it fits, and move on.
But fast-forward to today: the world has changed.
COVID showed us how quickly life and business can be upended. Since then, the global landscape has been a whirlwind—military conflicts, inflation, shifting interest rates, reshoring, tariffs, and breakneck technological change. Planning has become a moving target.
In automation, we’re living it daily. One week, it’s full steam ahead; the next, it’s radio silence. Projects evolve mid-stream as supply chains shift or customer strategies pivot. The only constant is uncertainty.
So I revisited Agile—not as a fad, but as a lens to evaluate how we operate in this environment. Here’s what I found:
1. Modular, Iterative Builds
Agile favors breaking complex work into smaller, testable units. We’re already seeing the benefits of this:
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Phased development (e.g., base machine now, with future expansion modules)
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Treating each station as its own testable unit
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Designing with fixturing flexibility in mind
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Fast response to customer feedback mid-build
This reduces risk, accelerates delivery, and allows for reconfigurability down the line.
2. Co-Creation vs. Spec Fulfillment
Traditional automation is spec-driven. Agile, by contrast, is customer-driven—focused on outcomes, not just deliverables. We’ve leaned into this with:
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Regular build-phase customer visits and check-ins
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Easy plus/minus change tracking to adapt without bureaucratic drag
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Flexibility to reprioritize mid-stream
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Transparency through visible progress—not just a reveal at the end
This works best with customers who trust us—who know we’re aligned with their goals.
3. Integrated Collaboration
Agile requires tight-knit, cross-disciplinary teams. We’re reinforcing this by:
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Forming integrated project teams with shared ownership
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Using shared digital tools for BOMs, schedules, and spec tracking
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Reducing siloed communication and repeated meetings
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Empowering builders and engineers to speak up and shape the build
It’s not perfect, but we’re creating a culture of shared responsibility and less friction.
4. Adaptability Over Predictability
Agile doesn’t reject planning—it just plans to adapt. In quoting and execution, we’ve embraced:
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Transparent communication when scope or timing shifts
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Documentation that keeps pace with real-world change
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Vendor pre-quotes and optionality to enable fast pivots
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Open dialogue about alternatives to meet the true goals
The key is balancing responsiveness with accountability.
5. Continuous Feedback
Don’t wait for the final buy-off to find out what went wrong. We’re working on:
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Mid-project reviews with our own team (not just the customer)
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Honest conversations about what’s working and what’s not
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Continuous improvement built into the culture, not bolted on afterward
So, Are We There Yet?
In many ways—yes. Not always by the book, but usually by the spirit. And in a world where volatility is the norm, this mindset helps us serve customers better, reduce frustration, and deliver value more consistently.
We’ll keep evolving. But not because a framework says we should—because the world demands it.
Happy Automating!
