Developers noted that Atlas is intended for round-the-clock operation in the industrial sector. It is capable of autonomously changing batteries and replacing damaged parts, which minimizes downtime. Moreover, if the robot detects a dangerous approach of a person, it automatically stops. The design of Atlas and the use of "soft" body elements help reduce the risk of injury during accidental contact.
One of the main features of Atlas is that it does not require adaptation to existing production conditions for its operation. Thanks to its humanoid shape, the robot can function in already operational workshops and logistics centers, alongside people and other devices, significantly simplifying its integration.
Atlas can operate both in autonomous mode and under the control of an operator, using a tablet or VR interface. The management of multiple Atlas devices is centralized through the Orbit platform, and training for new tasks takes less than one working day, which allows skills to be easily transferred to other machines.
The development of the control and training system actively utilizes Google DeepMind technologies, ensuring a high degree of autonomy and adaptability for the robot. Atlas is designed to work in challenging conditions: its components can be replaced on-site in just a few minutes, and its protective casing is resistant to dust and moisture.
The technical specifications of the robot include a height of 1.9 meters, a working radius of 2.3 meters, and a payload capacity of up to 30 kg. Additionally, it can operate in a temperature range from −20 to +40 degrees. The autonomous operating time is about four hours, and battery replacement takes less than three minutes; Atlas can be charged from a standard 110/220 V outlet.
Hyundai, which owns Boston Dynamics, has already announced plans for mass production of Atlas—up to hundreds of thousands of units per year—as well as its implementation in its own manufacturing facilities. Information regarding pricing and the start of sales has not yet been disclosed.
