By Pete Basiliere
The use of three dimensional (3D) printers in manufacturing processes is accelerating across industries. The capabilities of enterprise 3D printers are expanding, with evolving hardware and software capabilities and an ever-growing range of usable materials.
Yet a conflict remains. While enterprise 3D printers—also known as additive manufacturing tools—are a viable option for many organizations, they have not yet replaced, and in most cases are unlikely to soon replace, conventional production methods. Therefore, industrial printing professionals must monitor and assess 3D print (3DP) use and infrastructure requirements as additive manufacturing transforms their markets.
3D printers are used to augment, improve, or expand product lines; provide new revenue sources; and develop customized or personalized new products. Hype is still a factor driving the market, but much less so than five years ago. Industrial printing professionals who are evaluating or planning to use 3DP see through the hype and are aware of the real, limiting characteristics related to cost, throughput, and quality. To ensure success, the industrial printing professional must learn about 3DP hardware, software, and materials; position 3DP in their business models; and develop a robust infrastructure and the business capabilities to support 3DP.
3D Printing Opportunities and Uses
3DP is composed of seven different technologies—refer to the sidebar, 3D Print Technology Definitions—with new product introductions by a growing range of 3DP manufacturers expanding the definitions. As an industrial printing professional, the first step is to become familiar with the technologies, their capabilities and constraints, and the related 3D scanners, CAD, or 3D modeling software, as well as printable materials. Begin the evaluation process with the end product in mind in order to narrow the focus onto what is truly needed.
Explore opportunities to exploit 3DP by determining whether the organization has the need or opportunity to improve product R&D processes by rapidly and iteratively prototyping products or enable product designs that are unconstrained by the limits of conventional manufacturing processes. 3DP can help add value by personalizing products for customers and provide 3DP services to retail customers, including real-time merchandising. In addition, it may streamline manufacturing processes by rapidly producing 3D printed tools, jigs, and fixtures. On the other end of the process, 3DP can help shorten the supply chain, outsource certain production activities, and reduce inventory by printing parts prior to assembly or close to the demand.
Work closely with business and operations management peers to identify 3DP opportunities. Crowdsource ideas on how to leverage 3DP by engaging colleagues, customers, or partners in ideation. Evaluate how other organizations within the industry leverage 3DP, especially the “near-neighbor industries,” that are potential sources of disruptive additive manufacturing use. Linking the opportunities to business capabilities is a key step in identifying the best prospects for innovation that can be presented to senior management.
Note that it is not necessary to purchase a 3D printer to explore or implement 3DP. While many material extrusion and stereolithography 3D printers cost less than $25,000, the cost of investing in industrial 3DP with, for example, the ability to produce finely detailed metal parts is still quite high for most enterprises. Furthermore, the effort required to thoroughly understand the range of materials, the design and production time involved, and the skills required to operate 3D printers may make you want to minimize risk.
3DP Service Bureaus
Organizations often use 3DP service bureaus to experiment with new designs or materials, to test the 3DP process before buying a printer, and to experiment with different 3DP technologies. 3DP service bureaus offer access to the appropriate technology relatively quickly and at a reasonable cost, and may provide creative, design, and engineering services to supplement your own.
3D printing service bureaus are companies with factories that produce objects created with 3D printers. The objects are derived from supplied digital or physical models, which may be concept models, prototypes, or finished goods. The items are produced with 3D printers employing one or more of the seven additive manufacturing technologies.
While there are 3DP services that cater to consumers, most interest is in 3D printing service bureaus that provide the items an organization needs relatively quickly and at a reasonable cost. A 3D printing service bureau may be used for a number of reasons including to avoid having to invest in a 3D printer, test the 3D printing process before buying a printer, and access a 3D print technology that is not currently available in house.
A 3DP service bureau is ideal for part of longer term planning, for example, to assess the viability of a new product or design, a process that automotive and aerospace manufacturers have taken for decades. The plan is executed with the idea of transitioning to permanent, in-house production if the new item proves successful and profitable. In other words, a 3DP service bureaus’ flexibility, convenience, and personalized touch provides a practical, useful way to test a concept without a significant investment in additive manufacturing technologies.
Selecting a 3DP Service Bureau
Gartner research found that once an organization determines it will outsource a 3DP job to a service bureau that it will typically seek a provider with demonstrated finished piece quality, design services, and attractive pricing. In 2016 Gartner surveyed professionals in seven countries who are using, evaluating, or planning to use a 3DP service bureau by 2018 to rate up to seven selection criteria for selecting the bureau. 60 percent of the respondents indicated finished piece quality was their first, second, or third most important criteria. 47 percent indicated that design services was next highest criteria.
This finding is interesting because price, which is often the number one criteria for purchasing professional, did not top the list. Of course, that preference may change over time, as the use of additive manufacturing tools and materials become more widespread, giving 3DP service bureau customers more choices. Near term, those customers and industrial print professionals will focus on making sure the 3D printed items meet or exceed what is possible with conventional technologies.
The use of 3D printing service bureaus will become much more common in the coming years, as additive manufacturing technology improves, the material range expands, the quality improves, and additional service providers enter the market globally. Expect 3DP service bureaus to adopt new technologies and devices while new service providers enter the market. The growing number of service bureaus will increase competition and smaller bureaus are likely to consolidate to stay competitive, giving more reasons to include 3DP service bureaus in a supply chain.
Pete Basiliere is research VP, additive manufacturing, Gartner. He provides research-based insights on 3D printing and digital printing systems, best practices, go-to-market strategies, and technology trends. Before joining Gartner, Basiliere worked in roles that included operations manager responsible for corporate printing and mail facilities, as well as engineering manager responsible for digital and analog printing equipment selection, plant layouts, and new product development.
Apr2017, Industrial Print Magazine