TEX-RA engineers plants, supplies and builds the equipment, designs purpose-built robots, and develops the AI and interfaces that operate all of it — under one roof. Four practices, one engineering group. The same people from the first measurement on your floor to the system running at rate. We measure before we quote, engineer before we build, and stay on the file until the permit is issued and the line holds its number.
Most automation companies integrate what someone else built. Most AI companies write software that never touches a machine. TEX-RA does both: we engineer the plant, build the equipment, design the robot, write the control and the model that drives it, and build the interface the operator actually uses.
That combination is the point. A vision model is worth nothing if the gripper cannot reach, and a perfect cell is worth nothing if nobody can see what it is doing at 3 a.m.
We started inside food manufacturing — the hardest environment there is for machines, between washdown, allergens and seasonal peaks — and that discipline carries into every sector we deploy in.
Select a practice to see what it covers, what we deliver, and who it is for.
We measure a plant before we quote it. Two days on the floor produce a capacity model and a bottleneck map; from there we engineer the line, carry the structural calculations and the permit, and stay on the file until it is issued. Food and beverage is our anchor sector, and the standard we hold everywhere else.
Fig. A — Packaging hall under assessment
The machines themselves. Conveying and accumulation, spiral systems, case packers, palletisers, washdown-rated structures and the frames that hold them — specified against your real product and duty cycle, manufactured through our own engineering group, and commissioned by the same people who drew them.
When the machine that solves the problem does not exist as a catalogue item, we design and build it. Mechanical design and kinematics, actuation and drive selection, control architecture, machine vision and end-of-arm tooling — then manufacture and field commissioning.
Models are the easy part. The work is getting signal out of equipment that was never designed to produce it, and putting the answer where somebody can act on it. Vision that inspects at line speed, forecasting that respects real constraints, agents that handle the paperwork around a plant, and the interfaces — operator, enterprise and consumer — that make any of it usable.
Most projects fail at the seams between vendors. We own every layer, so there are no seams to fail at.
What a human actually touches. An operator at 3 a.m., a plant director reviewing the week, a customer using the product. If this layer is wrong, nothing below it matters.
Models that make a decision instead of a chart: what is defective, what will run out, what to schedule next, what the paperwork should say.
Getting signal out of machinery that was never designed to produce it, and keeping it clean enough to trust a decision to.
The layer that makes metal move safely and repeatably, every cycle, for years. Unglamorous and completely unforgiving.
Robots, conveying, structure and the building itself. This is where our engineering started and where the physics gets a vote.
Every engagement can stop at the end of any phase, and you keep what it produced.
We quantify the problem before proposing anything: time the line, map the constraint, test whether the data even exists. The output is a model and a ranked list of interventions with cost bands.
2 days on site · 2 weeks to reportA cell, a gripper, a vision rig or a working interface — built small enough to fail cheaply and real enough to prove the number. No pilot that cannot become production.
4–10 weeksDetailed design, structural calculations, permit set and submittal, manufacture, installation and commissioning — then training and the handover of drawings and code.
Per projectWhat our engineers look at on the first two days. Select a zone.
Every engagement starts with a measurement of the system as it runs today, so the improvement can be checked against something real.
“A plant that has already optimised its schedule and still cannot find tons is usually not short of capacity. It is carrying a route that was never questioned.”
Food and beverage is where our systems are proven. Adjacent sectors share the same problems — handling, inspection, routing, permitting — and are where the lab is actively building.
A frozen-food manufacturer running three separate production flows, each with its own packing and palletising point, inside a building that could not be extended sideways. Volume was committed and growing; the floor was not.
Three packing points meant three crews, three changeovers and three places where the line could stall. Extending the building meant construction on a live plant and a permit cycle nobody wanted to start. The constraint was the link between production and packing.
A fully automated packaging and palletising system that unified the three flows into one hub, stacked vertically to keep the existing footprint. Product is routed up, packed, palletised and returned to the shipping level under a single control architecture.
A design rate of 14,400 boxes per hour through one hub instead of three packing points, changeovers under two minutes, and roughly 40% of the original packing floor area released back to the plant.
Q3 2026 · Field Notes
Four observations from plant floors this year: where scheduling gains run out, why the route costs more than the equipment, what three quotes missed on a confectionery project, and the permit timeline that decides whether a capital project starts on schedule.
Up to one hour with an engineer to go through your project — a line, a machine, or a model — and where it is actually worth the capital.
Two days on your floor with our engineers, and a document you can take to your board. It stands on its own.
Measured observations from real plants and real builds. No product news, no sales sequences.
Texas Industrial Robotics and Automation LLC · Houston, TX · office@tex-ra.com
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