An ageing US semiconductor fab has been modernised with collaborative robots and AI-driven fleet management, showcasing how automation is transforming legacy facilities to meet rising demand and improve efficiency.
An ageing US semiconductor fab has been given a new lease of life by the introduction of mobile collaborative robots and artificial intelligence-driven fleet management, a modernisation that illustrates how automation is reshaping older facilities to meet con...
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temporary demand.
According to the report by Plant Engineering, the plant , built in the 1950s and employing about 1,800 people , replaced labour‑intensive wafer cassette handling with KUKA mobile cobots and KUKA.AMR fleet management software. The move automated the retrieval, transport, opening, loading and return of wafer cassette boxes across a tightly packed production floor originally designed for human operators. Plant management selected the KMR iiwa platform and its successors, which combine a sensitive seven‑axis cobot arm with a trackless autonomous base, enabling vibration‑free handling of 200mm and 300mm wafer boxes in cleanroom conditions.
Industry data and vendor material show a number of practical advantages. Automated systems remove repetitive, physically demanding tasks that require long, 12‑hour shifts in full cleanroom attire, reducing workforce strain and the exposure to errors that can destroy very high‑value wafers. Plant Engineering notes that a cassette can hold 25 wafers with each wafer , when finished , worth tens of thousands of dollars, so avoiding mishandling has an outsized effect on yield and cost control. KUKA’s inductive charging capability, described in a technical overview by Microwave Journal, allows the cobots to operate continuously with minimal particle generation and reduced maintenance, supporting near 24/7 operation without tripping hazards from cables.
The financial case for automation is presented as a medium‑term investment rather than short‑term cost cutting. Plant Engineering reports that KUKA benchmarks typically amortise robots after the second unit within roughly 36 months, reflecting that non‑recurring engineering and integration costs are front‑loaded in the initial deployment. The capital outlay for any fab depends heavily on integration complexity: simple, manually summoned AMRs require far less software work than a fully integrated solution tied into an automated material handling system and factory scheduler.
Broader industry analysis supports the technological and labour rationale. A McKinsey study highlights sharp growth in demand for semiconductor technical roles and warns of talent shortages driven by ageing workforces and high attrition. Other sector coverage points to measurable productivity gains from automation: recruitment and workforce reports indicate rising adoption of AI and robotics, with some firms reporting doubled‑digit productivity improvements and major manufacturers reducing labour needs for routine tasks. Semiconductor Review and similar trade outlets stress that automation reduces cycle times, lowers scrap and enables continuous operation to meet rising market demand.
Practical deployment issues are familiar: older fabs often lack wide aisles and open layouts, requiring compact, agile robots that can navigate confined spaces and integrate with existing cleanroom protocols. Infineon’s Villach plant , described in KUKA case material , demonstrates the precedent for deploying multiple LBR iiwa robots in ISO Class 1 cleanrooms to achieve millimetre‑level precision without protective caging, showing the approach scales to high‑sensitivity environments.
Software and identification systems matter. Plant Engineering emphasises the need for factory schedulers or AMHS signals to direct AMRs, and reliable work‑in‑progress identification , from 2D barcodes to RFID , to replace human‑attached paperwork. KUKA.AMR’s AI‑based traffic and job management reportedly allows real‑time replanning around dynamic obstacles, doors and elevators, and a drag‑and‑drop configuration model aims to accelerate start‑ups and hand the facility operational independence after initial vendor training.
While automation reduces reliance on manual labour, it also shifts workforce requirements toward technical support, maintenance and process oversight. Industry commentators argue this creates opportunities for upskilling and the redeployment of human capital into higher‑value roles; however, overcoming entrenched perceptions that automation is prohibitively expensive remains a challenge for many operators.
The experience at the US fab underlines a wider industry point: as global demand and complexity rise, automation is no longer optional for many existing plants. According to the Plant Engineering account and corroborating industry sources, the strategic case rests on improved reliability, reduced scrap and sustained output , factors that, taken together, strengthen competitiveness and profitability over time rather than simply trimming operating headcount.
Source: Noah Wire Services
