Ömer Eren, General Manager of Altınay Robotics Technologies:
The most significant concept that the COVID-19 pandemic has created for all of us can be defined as “the future.”
COVID-19 and the Changing Perspective
We have experienced a period in which individuals were confined within their own circles, both in their professional and personal lives. At the same time, this period increased uncertainties about what the future may hold. People began to think about and question the future more than ever before—yet from their own individual perspectives.
As we attempt to shape life according to our own needs, we also question external factors: how our environment will evolve and what the future will bring. From this standpoint, the most defining concept introduced by the COVID-19 pandemic has indeed been “the future.”
Such Periods Also Contain Opportunities
Let us now consider the industrial and manufacturing perspective. How should we interpret this period? How should businesses and decision-makers position themselves?
Unfortunately, there are no definitive answers yet. Stakeholders are still trying to comprehend the situation, evaluate developments, and generate projections based on experience. However, it is equally true that such environments, while filled with risks and uncertainties, also contain opportunities. They create space for flexibility and innovation.
Given that the decisions made today will directly impact our future, it is beneficial to assess the situation through the lens of past, present, and future.
The Evolution of Industry
The period in which we began redefining the future has been termed Industry 4.0, the Fourth Industrial Revolution. But what led us here?
The First Industrial Revolution began with newly invented machines powered by steam, supporting and surpassing human labor. In the early 1900s, sequential production methods were developed, laying the foundation of today’s production lines. By the 1970s, automation emerged, marking the Third Industrial Revolution. Programmable systems and robotics transformed production into what we now define as modern manufacturing.
By the 1990s, robots became dominant in manufacturing, rapidly expanding from automotive to general industry. Robot density per capita became a measurable benchmark worldwide.
With the Third Industrial Revolution, the world began envisioning fully automated, dark factories. Robots—complex systems integrating multiple engineering disciplines—encouraged engineers to push boundaries further. Developments in computing and information technologies accelerated this transformation. High-speed communication, advanced software, smarter robots, and increasing automation applications laid the groundwork for the next revolution.
Thus emerged the concept of automatically managed systems—what we now call Industry 4.0—alongside key concepts such as big data, the Internet of Things (IoT), machine learning, artificial intelligence, digital twins, and simulation.
Today, production environments are monitored in greater detail through advanced sensors. Data collected from robots and equipment are transferred to cloud systems and analyzed using sophisticated algorithms to generate real-time insights, predictive maintenance, and performance optimization.
Where Does Türkiye Stand?
Where does Türkiye stand in this transformation?
Robot density in Türkiye remains significantly lower compared to benchmark countries. As a result, it has been challenging to embed concepts such as robotics, automation, and advanced manufacturing broadly across industry. Decision-making in robotics investments has not always been timely or strategic.
If we aim to keep pace with global advancements while discussing Industry 4.0, we must work harder and approach the subject with greater seriousness.
Robotics investments require strong engineering foundations. The right technological selections and well-designed solutions are essential. Merely adding robots to production without proper engineering depth leads to inefficiency or disappointment. After all, the purpose of such investments is to increase productivity.
Turning Ideas into Action
All businesses are making future plans—but better planning requires deeper analysis. Rather than chasing trends, companies must evaluate entire production systems and make rational decisions aligned with sectoral futures.
Collaborating with strong engineering firms capable of evaluating projects holistically can provide both speed and accuracy. Ideas are valuable—but implementation is what truly matters.
Staying Informed and Agile
Companies must track both production technologies and materials, analyze global developments, and maintain high awareness of industry direction. Production technology projects require meticulous planning, as multiple criteria must align to achieve efficiency.
As production regains importance globally, rising automation levels are driven by increasing demand and production volumes. High-volume manufacturing requires highly optimized line design. However, eliminating risks associated with speed while maintaining quality demands detailed engineering.
Successful investments require alignment across planning, teams, and execution. Flexibility and agility are critical. As we navigate sudden disruptions, the ability to adapt quickly will determine competitiveness.
The Role of Artificial Intelligence
Although the COVID-19 pandemic accelerated certain trends, it did not fundamentally change the direction of transformation. Digitalization was already essential—and now it is imperative.
Artificial intelligence and machine learning aim to enhance decision-making and productivity. AI-enabled systems can optimize their own performance and adapt dynamically. Networked production systems, high robot density, and advanced analytics enable smarter, faster, and more accurate operations.
Concepts such as IoT, simulation, and digital twins are pushing industry from high automation toward hyper-automation.
Our Responsibilities
The pandemic has made these topics more visible and urgent. Instead of chasing temporary trends, we must ask:
“How can we build stronger, more agile, competitive, and sustainable production hubs where we already need to be?”
We must accelerate internal planning, prepare our teams for technology, increase awareness, and strengthen partnerships with engineering firms.
Through coordinated effort and well-structured planning aligned with today’s realities, a successful future is not far away.