Stellantis deploys dozens of AMRs to optimize logistic flows

Stellantis turned to MiR AMR technology because it offered far greater flexibility and modularity than automated guided vehicles (AGVs). After several trials, they opted for Mobile Industrial Robots (MiR) solutions. Since 2022, without modifying the existing infrastructure, the Stellantis plant in Caen has deployed 43 MiR robots equipped with the EU Pallet Lift system: 21 MiR1350s transport parts between the production lines and the paint shop, 6 others are assigned to the entry and exit of the cataphoresis operation, and 16 MiR250s deliver boxes of parts to the production lines. Fitted with safety sensors, the mobile robots operate 24 /7 on the site.

The main activity of the Stéantiscan plant is the production of transmissions and chassis components intended for our final assembly plants. Our main objective is to have a fully automated factory by 2030, meaning replacing all our manual equipment — forklifts, pallet trucks, shuttles, stackers — with mobile robots. The first project involved transporting our parts between the manufacturing lines and our painting installation, the cataphoresis line. For this, we called on MIR for the supply of the robots and an integrator for the implementation of a supervision program. The results were quite satisfactory, which encouraged us to continue deploying the robots with a second project, known as the handling of boxes of varnished parts from production. We strengthened our project team by hiring an IT specialist so we could integrate the MIR robots ourselves into the work environment we wanted. Developing internal skills brings simplicity to the work: being with people daily, improving processes, and gathering all the necessary information to automate a flow. This display board serves as our control tower. The first screen, the upper one, is the MIR software, MiRFleet, where we monitor robot movements using the map. On the lower screen, we have the internal development we created: the supervision interface and the status of each sensor and module of our solution, allowing us to produce correctly. Still aiming to automate our flows, we automated the forest process: the entry and exit of parts in our painting installation using robots. To manage the fleet, we created a dedicated position. It’s one person per shift — four people on our site — dedicated to maintenance and real‑time interventions. In each shift — morning, afternoon, night, and weekends — someone is dedicated to monitoring the entire AMR fleet. My role is to plan preventive maintenance, assist them with major corrective issues, and ensure the follow‑up of all AMRs. I’ve been handling AMR interventions for a year and a half now: performing repairs, putting them back into cycle. It’s a very active job. We have a map showing where each AMR is located. I go on site so it can continue its mission and complete it. The map is something we monitor daily and continuously update. What we want is for the parts to reach the paint shop as quickly as possible and leave it just as quickly. This is the continuous improvement we aim to enhance. We chose AMRs over AGVs because we need flexibility, adaptability, and modularity on the site. MIR robots are very simple to use and very easy to modify and adapt, especially through the mapping system and the Fleet Manager. Today, with our robot fleet — 27 MIR 1350s and 16 MIR 250s — we carry out more than 1,000 missions per day across the entire plant. Implementing the robots has allowed us to gain productivity, of course, but also improve working conditions and safety. We have fewer manual vehicles interacting with pedestrians and infrastructure. We have also been able to standardize our transport flows for the racks and thus streamline traffic throughout the plant. To reach our 2030 goal of being fully automated, we maintain frequent and regular contact with the MIR teams, taking into account our feedback and the developments created by MIR to continuously offer us the best expertise for the site