understanding additive manufacturing - · pdf fileadditive manufacturing encompasses a range...

sme.org/smartmfgseries

Making the Business Case for Additive ManufacturingJune 1, 2016

Making the Business Case for

Additive Manufacturing

June 1, 2016

3 Copyright © 2016 Deloitte Consulting LLP. All rights reserved.

Deloitte proprietary. Please do not copy or distribute without the permission of Deloitte Consulting, LLP

Our goal for today

Learning objectives:

• Defining AM and how might it apply to my business

• Understanding financial drivers for AM justification

• Framing Quality considerations when implementing AM

• Exploring the AM “digital thread”



Agenda

Workshop Sessions Timeframe

Introduction 10 minutes

Understanding and Applying AM 40 minutes

Applying AM to my Business: Drivers of

Return on Investment (ROI)40 minutes

Applying AM to my Business: Quality 40 minutes

Applying AM to my Business: Digital Thread 40 minutes

Questions and Conclusion 10 minutes

Understanding and Applying




The marriage of advanced manufacturing techniques with information technology,

data, and analytics is driving another industrial revolution - paving the way for AM.

We are in a 4th Industrial Revolution

The 4th Industrial Revolution invites manufacturing leaders to combine information

technology and operations technology to create value in new and different ways



Additive Manufacturing encompasses a range of materials and industries.

Intro to Additive Manufacturing

CAD model defines

part geometry

Software slices the

model into thin layers

Printer builds part

layer by layer

Final object produced

with little/no waste

AM is the process of joining materials to make objects from 3D model data, usually layer

upon layer, as opposed to subtractive manufacturing methods like milling and machining



VAT PHOTOPOLYMERIZATION

Stereolithography (SLA)

Digital light processing (DLP)

MATERIAL JETTING

Multi-jet modelling (MJM)

POWDER BED FUSION

Electron beam melting (EBM)

Selective laser sintering (SLS)

Selective heat sintering (SHS)

Direct metal laser sintering (DMLS)

MATERIAL EXTRUSION

Fused deposition modeling (FDM)

DIRECTED ENERGY DEPOSITION

Laser metal deposition (LMD)

BINDER JETTING

Powder bed and inkjet head 3D

printing (PBIH)

Plaster-based 3D printing (PP)

SHEET LAMINATION

Laminated object manufacturing (LOM)

Ultrasonic consolidation (UC)

Note: AM processes are written in upper case and constituent technologies are in italics.

AM is not one thing; it includes different processes

and constituent technologies



Manufacturing technologies and the application

spectrum

ConceptsDesign /

EngineeringPrototype

Low Volume

Production

Mass

Production

Te

ch

no

log

y

Phase

Binder Jetting

Stereolithography

Fused Deposition Modeling

Selective Laser Sintering

Direct Metal Laser Sintering

CNC Machining

Cast Urethanes (silicon mold)

Die Casting

Multi-Jet Modeling

Tooling & Injection Molding



AM breaks two existing performance trade-offs: capital required to achieve

economy of scale and capital required to achieve scope.

AM implementation and scaling


Deloitte proprietary. Please do not copy or distribute without the permission of Deloitte Consulting, LLP11

Speed to delivery

Design scope and flexibility

Too often, the emphasis is on producing the same part and pushing it through the

same supply chain.

Business model

evolution

Mass customization

Manufacturing at point of

use

Supply chain

disintermediation

Customer empowerment

High

Impact

on

Product

High Impact

on Supply

Chain

Low Impact

on Product

and Supply

Chain

Product evolution

Customization to customer

requirements

Increased product

functionality

Market responsiveness

Low/zero cost of increased

complexity

Stasis Design and rapid

prototyping

Production and custom

tooling

Supplementary or

“insurance” capability

Low rate production/no

changeover

Supply chain

evolution Manufacturing closer to point

of use

Responsiveness and flexibility

Management of demand

uncertainty

Inventory reduction

1

43

2

Pro

du

ct

Imp

ac

t

Supply Chain Impact

Additive Manufacturing Impact

on Products and Supply Chains

The AM business case rests on more than direct part

substitution

New business models



Manufacturing low volume, high

complexity, high cost components.

Ability to efficiently produce at low

volumes through reduced tooling,

machining, material investment offers

immediate opportunity for qualified

parts.

Joint Strike Fighter Components

Technology used:

Electron Beam Melting

Reduces “Buy-to-fly” from 33:1 to

~1:1, reduces costs 50% and

maintains component

performance*.

Source: 1. DU Press. 3D Opportunity in Aerospace and Defense – Additive Manufacturing Takes Flight.

AM can help support production, maintain/improve

performance



Rapid mold development

enhances productivity and

reduces cost.

e.g., 60% Injection mold cost

savings, 50% cooling time reduction,

66% lead time reduction.

Shaping Tooling

Technology used: Various

Molding (blow, injection, paper pulp,

fiberglass lay-up, etc.…)

Casting (investment, sand, spin,

etc.…)

Forming (thermoforming,

hydroforming, stretch forming

etc.…)

AM supports tooling and production



Manufacturing closer to the end

customer

Ability to shift end-part production

closer to end-use customers so as

to streamline the logistics of

distribution and accelerate delivery

AM can alter speed to delivery, for example, to save

lives

Military Mobile Parts

Hospitals

Technology used:

various

The U.S. military is investing in

mobile production facilities that

can manufacture parts in the

combat zone to get rarely

requested, but vital,

replacement parts quickly to

the field.



Component

consolidation/simplification

Provides opportunities to use AM in

support of simplified product structures

requiring fewer components, less

assembly, and improved quality

AM can alter design, for example, to improve

performance

Aviation Company

Technology used:

direct metal laser sintering

Fuel nozzles formerly involved

assembly of 20 parts. The

aviation company now uses

AM to produce as a single unit

reportedly 5x more durable

than before.



New business model development

Provides opportunities to use AM to

simultaneously alter both products and

supply chains to create new ways of

doing business.

AM can facilitate entirely new business models

Orthodontic Device

Company

Technology used:

Stereolithography

Dentist creates digital model

by scanning patient mouth and

transmitting file to printing

facility for creation of series of

“trays” to move teeth to proper

location in mouth.



Each quadrant presents distinct opportunities to

create value

High

Impact

on

Supply

Chain

Low Impact

on Product

and Supply

Chain

Design for FunctionalityBusiness Model

Innovation

Manufacturing

On Demand

Pro

du

ct

Imp

ac

t

Supply Chain Impact

Production Support

Exploring and using AM to create

components with high quality, low

cost, and reduced lead times in

support of product development and

delivery.

An orthodontic device company

deploys additive manufacturing to

produce millions of patient-specific

trays for patients in perhaps the

single largest global application of

the technology.

U.S. Military is making significant

investments in piloting and

deploying additive manufacturing

supported supply chain processes.

Printed metal alloy nozzles for

engines have ~5X more

durability and weigh 25% less.

Previously the nozzles were

produced from 20 separate

machined pieces.

High

Impact

on

Product

Approaches to capturing value in each quadrant vary widely, but all depend on

additive manufacturing as an enabling capability.



What to keep in mind

1

2

3

4

5

Material options play a significant role in the production

decision

Tooling can shift the calculus toward AM

Machine and material costs are typically the biggest cost

drivers

Production time and delivery time should both be

considered

“Designing for AM” can reduce material and other costs,

while also helping to improve performance

6Product complexity is typically less limited by

manufacturing capabilities



Deloitte Eminence: AM Makes its Business Case

• Our entire AM collection is

available at DU Press

http://dupress.com/3d

• 3D Opportunity Primer –

http://deloi.tt/3dprimer

• 3D Paths to Performance –

http://deloi.tt/3dopp


http://deloi.tt/3dprimer

http://deloi.tt/3dopp

Applying Additive

Manufacturing to my

Business:

Drivers of Return on

Investment (ROI)



Why are we here?

• Discuss how companies can evaluate the business

potential and impact of AM

• Examine the important role that AM plays in the pursuit of

performance improvement, innovation, and growth

IMP

AC

TO

UT

CO

ME

S

• Determining how to:

• CHOOSE between the divergent AM paths and the associated capabilities

• CONSIDER the direct costs that drive AM and traditional production economics

• EVALUATE the indirect factors and establish how they can add dramatic value for

your company and your customers

PU

RP

OS

E

• Understand the strategic framework for identifying AM paths and value

• Understand the direct and indirect costs associated with AM

• Understand how AM can be used to drive differentiation



How can we understand AM paths?

• Path I – Companies do not seek radical

alternations in either supply chains or

products, but they may explore AM

technologies to improve value delivery

for current products within existing

supply chains.

• Path II – Companies take advantage of

scale economics offered by AM as a

potential enabler of supply chain

transformation for the products they

offer.

• Path III – Companies take advantage of

scale economics offered by AM

technologies to achieve new levels of

performance or innovation in the

products they offer.

• Path IV - Companies alter both supply

chains and products in pursuit of new

business models.

Understanding AM Paths & Value

Most current available perspectives on the economics

of AM reflect a “Path I” bias. Companies deploy AM

without significantly changing their business models.

Current State

Path I: Stasis

Strategic Framework



How can AM add value?Research suggests that AM can add value in two fundamental ways: Direct and Indirect Costs and

Differentiation. Examining the value of these key components can determine AM’s ROI for your business.

Time

InvestDirect

Costs

Key Analysis Components

AM has the potential to match

traditional manufacturing methods

on a direct and indirect cost basis

for production applications.

• However, the drivers of direct and

indirect cost differ substantially

between the two approaches.

AM technologies can help companies

differentiate themselves by creating

unique market offerings and

positions, thanks to its ability to

transform supply chains, products,

and business models.

• Differentiation is driven by time and

design.

Adding Value

Indirect

Costs

ROI

Design



Direct CostsCurrently, studies comparing the direct costs associated with AM and traditional manufacturing methods

identify two elements as driving factors of ROI:

Materials

Traditional v. AM: Material costs in AM are significantly higher

than the costs for traditional manufacturing.

Differences are due to the extreme cost

differentials that exist in the market between AM

and traditional material.

Impact:Analyses place material cost at around 30

percent of the unit cost for AM compared to 0.2

– 2.7 percent for traditional methods.

Additional Considerations: Material recyclability rates also drive costs.

These rates vary by process, system, and

application and should be evaluated as part of

the business case.

Traditional v. AM: No clear evidence exists of differences in the

costs associated with labor rates. With AM,

however, part simplification could result in

substantial labor savings.

Impact: Part simplification in certain cases for AM have

led to a 67 percent reduction in assembly time.

Additional Considerations: Training staff in AM technology increases the

skills and capabilities of the workforce leading to

increased retention and employee engagement.

Retention is particularly important, given that

losing talented workers in the competitive AM

labor market can be a major issue for

businesses, with the cost of replacing an

employee estimated to be 150 percent of what

the employee would earn annually.

Labor1 2



Indirect CostsCurrently, studies comparing the indirect costs associated with AM and traditional manufacturing

methods identify three elements as driving factors of ROI:

Traditional v. AM:For traditional manufacturing, the

cost of tooling far outweighs the unit

cost of each additional part. A key

attribute of AM is its ability to

improve or eliminate the costs of

tooling.

Impact:By eliminating the costs of tooling,

AM can cut as much as 93 percent

of the cost structure of traditional

manufacturing.

Additional Considerations: Beyond its production, AM also

eliminates the need to maintain,

store, and track tooling over long

periods of time.

ToolingFederated

Model

Centralized

ModelMachine Costs Inventory

1 2 3

Traditional v. AM: Machine costs tend to dominate

cost structures for AM

applications, representing 60-70

percent of total direct costs.

Impact:Build volume, machine utilization,

and depreciation can dramatically

influence business-case

comparisons of AM with traditional

manufacturing methods.

Additional Considerations: Managers must also think carefully

about issues related to expected

machine life and maintenance, as

well as the implications of tax

incentives.

Traditional v. AM: AM brings production and delivery

closer to their corresponding demand

requirements. As a result, AM may

significantly reduce the need for

large inventory and lead times, a

considerable cost in traditional

manufacturing.

Impact: AM reduces the costs associated with

transportation of parts produced in

multiple locations, inventory carrying

costs, and obsolescence.

Additional Considerations: Analyses identify that AM can also

decrease the costs associated with

holding and storing inventory.



Time is moneyPerformance trade-offs related to speed over different segments of the business cycle are important

considerations when analyzing the overall AM business case.

Product Life

Cycle

Design

Cycle

Delivery

Speed

Production

Speed

Market

Responsiveness

As product life cycles continue to decrease, capital investment

in traditional industrial tooling becomes less advantageous

when considering ROI.

Impacted by decreased product life cycles as well as the

increased demand for user customization, speed to market

becomes a crucial determinant of customer value.

Where traditional production methods may require centralized,

even offshore, production, AM-enabled manufacturers are

positioned to respond more quickly to customer demand.

AM technologies deliver product “near net shape,” in a single

process, while steps related to casting, machining, and other

processing for more traditional approaches must be considered.

Accelerated product modification and changeover, due to

reductions in tooling will improve market responsiveness. Market

risk may also be reduced.



Designing for AMVenturing beyond path I in the AM framework to take advantage of these higher-value-added

opportunities also means taking advantage of the inherent scope, functionality, and flexibility of AM

technology set.

Flexibility

Economies

of Scope

Functionality

The inherent flexibility of AM enables

responsiveness to market demands, improving

functionality and manufacturability with respect

to more traditional models.

AM lets designers focus on supporting the

intended function of an object rather than on

its manufacturability

AM utilizes economies in scope to facilitate

an increase in the variety of products a unit

of capital can produce, reducing costs and

impacting design.



InvestmentInformation Management

• Developing an AM capability will require the necessary supporting Information

Technology to develop and manage products through their lifecycle

• Some factors to consider include data storage, computing capacity,

modeling and simulation software

Production Equipment

• New production-capable AM systems can require millions of dollars of

investment

• Investment considerations include machine purchase, housing, and

maintenance

Raw Material

• AM requires a continued investment in its raw materials for production. Kilo

for Kilo, material costs can exceed their TM counterparts by 10-100 times

• Increasing adoption of AM may lead to a reduction in raw material cost

through economies of scale

Workforce Development

• Organizations must invest in developing and delivering extensive training to

establish a skilled workforce for design, engineering, and production

• Investment in technical training, leadership development and academic

partnerships are potential ways to address talent gaps



AM in Practice

What is AM’s ROI?

Invest

Optimize

• GE announced their plan to build 3 new manufacturing facilities to

drive innovation and implementation of AM across the company.

The new facilities represent a $229 million investment.

• Rolls Royce invests $21.5 million to open its UK government-

backed AM facility

• GE’s LEAP jet engine will power narrow-body planes like the Boeing

737MAX and the Airbus A320neo. GE has already received 8,500

orders for the LEAP engine.

• Using AM decreased Rolls Royce’s lead time for engine

development, while providing significant design freedom. The Trent

XWB is the fastest selling civil aircraft engine, with more than 1,500

engines sold to 41 customers.

• GE redesigned its fuel nozzle using AM, taking an assembly of 20

parts that were joined by hand and reducing it to a single printed

component. The updated nozzles will be 25% lighter and 5x more

durable than the existing nozzles.

• Rolls Royce utilized AM to build the a 1.5 diameter front bearing

housing for the Trent XWB-97 engine, the largest AM aero-engine

part ever manufactured. The Trent XWB-97 will be the highest

thrust engine ever certified by Rolls Royce.

Examining how 2 companies used AM to redesign parts

for better performance and increased revenue.

ROI

Of all jobs in

the US are

linked to AM

industries.113%

Growth in the

revenues of AM

production

equipment and

supplies in the

last year.2

40%

The overall

impact of AM

industries on

the economy.

This equates

to 19% of US

GDP. 1

$3.1 trillion

AM by the Numbers

Sources:

1. GE, “The Workforce of the Future: Advanced manufacturing’s impact on the global economy.” April 2016.

2. Wohlers Associates, “Wohlers Report 2015: 3D Printing and Additive Manufacturing State of the Industry Annual Worldwide Progress Report.”

Reviewing the impact and return derived from two organizations investment in AM technologies



• Strong potential to match traditional

manufacturing methods on a direct-cost

basis for low and moderate volumes

(e.g. up to 100,000+ units).

• The drivers of direct cost substantially

differ between the two approaches.

• AM can help companies differentiate by

creating unique market offerings and

positions.

Three key themes to the research and experience

© 2014 Deloitte Services LP



In a typical comparison with plastic injection molding

• We find no clear evidence that labor rates

systematically differ based on IM vs. AM

• Part simplification may reduce total labor rate: e.g.,

Reducing sub-components from three to one led to a 67%

reduction in assembly time

Labor

• There are extreme cost differentials between AM and

traditional material feedstock. For example

o Thermoplastics for AM can cost $175–250 per kg, while

those used for IM cost just $2–3 per kg

o Metal powders at 100X!!

• Material recycle rates should be carefully evaluated.

• Consider process yield (e.g. “buy-to-fly” in aerospace)

Materials




In a typical comparison with plastic injection molding

• The cost of IM tooling can far outweigh unit costs for

each additional part.

o Studies show 93.5 percent of IM cost due to tooling!

o Tooling must also be maintained, stored, and often tracked

over long periods of time.

• A key attribute of AM is its ability to reduce or

eliminate tooling costs.

Tooling

• Machine costs can dominate the business case,

representing 60–70 percent of total direct costs

• Consider acquisition, depreciation, and taxes

• Build volume, utilization, and maintenance

Machine costs




• Material Availability – High, titanium is a

relatively common material in this space.

• Multi-Material – Not applicable, single

material.

• Quality Concerns – Low due to superior

strength characteristics of titanium vs.

most common material used for

application (aluminum).

• Size Limitations – DMLS build platform

restricted to 25.4x25.4 cm. Objects not

stackable. Limited to six units per

production run. Systems cost ~$1 million

each.

• Speed Limitation – Estimated build time

per production run is between 12 and 16

hours (depending on final object density).

• Material Cost – Cost of materials nearly

10x that of titanium billet.

Service provider estimates that this object could be

delivered to the customer for approximately $1250.

The same object machined out of titanium billet

would cost approximately $80, a difference of

approximately 1500 percent!

Example of a struggling business case




Sample of an analysis of the business case for AM

Tooling!

Everything else!

Machine

Material

Tooling!

Everything

else!

Comparison of AM (SLS) and Injection Molding for a small electrical component.




The flat cost curve for AM is well-established

Average unit cost in

AM is commonly

viewed as invariant

on volume.




3636

Speed to delivery

Design scope and flexibility

Too often, the emphasis is on producing the same part and pushing it through

the same supply chain.

Business model

evolution

Mass customization


use

Supply chain

disintermediation


High

Impact

on

Product

High Impact

on Supply

Chain

Low Impact

on Product

and Supply

Chain

Product evolution


requirements

Increased product

functionality



complexity


prototyping


tooling

Supplementary or



changeover

Supply chain


of use



uncertainty

Inventory reduction

1

43

2

Pro

du

ct

Imp

ac

t

Supply Chain Impact

Additive Manufacturing Impact on Products and

Supply Chains

The AM business case rests on more than direct part

substitution

New business models




1. Emphasis on small, relatively complex,

plastics

2. Watchful for larger metallic applications,

especially with high material cost, machining,

and/or buy-to-fly

3. Tooling can shift the calculus toward AM

4. Material costs key driver? Non-vendor

sourcing?

5. Clear financial picture on machine costs:

Depreciation, utilization, other incentives

6. Broad perspective on time: production vs.

delivery

7. Aggressive pursuit of “design for AM” to

reduce material & cost, improve performance





Deloitte Eminence: AM Makes its Business Case




• Additive Manufacturing

Makes its Business Case –

http://deloi.tt/businesscase


http://deloi.tt/businesscase



Applying Additive

Manufacturing to my

Business:

Quality Assurance and Quality

Control



Why should we care about quality?Overcoming the quality barrier can enable widespread adoption of additive

manufacturing across industries. However, many challenges remain.

• Traditional parts qualification negates

the advantages of AM.

• Goal: qualify ‘n of 1’ parts produced

anywhere. Alternatively, know when

parts will NOT meet spec.

• A coordinated approach to the R&D

challenges ahead is essential.

“One of the most

serious hurdles to the

broad adoption of

[AM] of metals is the

qualification of [AM]

parts.” 1

Source: 1. Lawrence Livermore National Laboratory, “Building the Future: Modeling and Uncertainty Quantification for Accelerated Certification,” Science and Technology Review, January/February 2015.



Achieving quality in AM parts is a multidimensional challenge. The QAAM pyramid

is a framework for considering the most important elements.

The QAAM Pyramid: Starting at the top

Reverse the paradigm. Focus on

qualifying the combination of design,

material, process, rather than end

items. More than geometry – ask:

will this part do its job?



Most quality assurance R&D focuses on digital simulations of the build process and

sensing technologies within the build chamber.

Tier 2: Mod/sim, sensing and feedback control

Build PlanningModelling & Simulation

Build MonitoringIn-Situ Sensing

Feedback

Control

• Digital simulations of the build

process which predict

resulting performance.

• Complete thermophysical

system, generally with HPC.

• Examples: LLNL, LANL

• Sense what’s going on inside

the build chamber

• Measure heat, light, vibration

and also recording high speed

video of the build process.

• Examples: UTEP, CONCEPT

Laser

• What if you could use

sensor data to inform and

update the build plan?

• Tightly control resulting

material properties, geometry

and performance.

• Examples: KU Leuven,

3DSIM, PSU



Experimental results demonstrate the effect of feedback control on a 5 mm closed

overhang – a particularly challenging AM application.

Tier 2: Mod/sim, sensing and feedback control

Without Feedback With Feedback

Source: 1. J.P. Kruth, P. Mercelis, et al. "Feedback control of Selective Laser Melting," available at: https://lirias.kuleuven.be/bitstream/123456789/185342/1 accessed October 21, 2015



Four quality enablers underpin the vision described above and together comprise

the next layer of the pyramid.

Tier 3: Supporting factors

• As of October 2015 there are no broadly recognized, published standards for the

production of AM parts. The area is, however, evolving rapidly.

• ASTM F42, AMF/3MF, America Makes, ANSI.

Standards

• A cake is only as good as the ingredients that go into it. Also true for additive.

• Care needs to be taken to help ensure quality of the of raw material, from sourcing, to

handling, to shelf life to disposal.

Raw Materials

• Robust protocols should be developed to manage and guarantee machine calibration.

• Maintenance also critical.

Calibration

• Share detailed information about results of a build and the factors that contributed to its

success/failure. Includes design, material, machine, build parameters, environment, etc..

Build Data Body of Knowledge



Advancement and adoption of additive manufacturing will likely drive considerable

IT requirements in the future.

Tier 4: Strong information technology base

Data volumes will

increase dramatically,

primarily due to sensor

data and records.

Storing data is not

enough, must be

managed and accessible

via digital thread.

Securing data may also

be challenging. Need

to consider deliberate

lapses in quality.

Information Management Information Assurance



Achieving quality in AM parts is a multidimensional challenge. The QAAM pyramid

is a framework for considering the most important elements.

QAAM Pyramid



With perhaps a decade of R&D ahead, businesses should ask what the most

appropriate quality tools are today, while also planning for the future.

Business & Practicality: QAAM continuumQ

uality

Assu

ran

ce

Req

uir

em

en

t

Low MediumHigh

Manual inspection and

mechanical testingAuditable process control QAAM pyramid

To

ols

/

Ap

pro

ach

PRESENT A&DFUTURE A&D



You don’t need an exotic sports car to drive to the grocery store. In some cases,

the normal way of guaranteeing quality is just fine.

QAAM Continuum: Low

Principal QA tool(s) and description:

• Manual inspection – visual or manual measurement of finished parts and comparison

against specifications.

• Mechanical testing – testing of parts under laboratory loading conditions to design load

(non-destructive) or to failure (destructive).

• Result: individual parts pass/fail.

Business enablers/conditions:

• Investment in existing test and inspection technology

• Training of workforce in traditional T&E methods

• Low QA requirements or non-critical application

MLH



The concept of auditable process control focuses on guaranteeing with sensors

that the particular “recipe” for a part was followed exactly.

QAAM Continuum: Medium


• Auditable process control – rigorous testing of a part printed under known conditions,

quantification/codification of those conditions, and traceable, auditable reproduction of

those conditions on other printers.

• Result: all parts pass as long as desired conditions are maintained.


• Creation of an auditable manufacturing process, enabled by manufacturing IT.

• Robust protocols to manage calibration

• Integration of sensing technologies to verify compliance

• Information assurance becomes important

MLH



The QAAM pyramid, realized and applied.

QAAM Continuum: High


• QAAM pyramid – advanced modelling, sensing, and feedback control work together to

guarantee the quality of any part, on any machine with the capability to print it.

• Result: quality for almost any part, or rejection of build plan up front if it cannot be built.


• Significant investment in R&D to develop modelling, sensing and feedback control

capabilities.

• Marriage of high-performance computing with manufacturing

• Supported by enablers (see pyramid)

• Information management (10s-100s of TB) and information assurance are critical

MLH



Quality is situational and significant R&D challenges remain. Firms seeking to

qualify AM parts should plan for both today and tomorrow.

Conclusion

• Evaluate the level of QA needed for

each part/application.

• Consider using the “low” end of the

QAAM continuum while developing

“high” end capability for the long term.

• Understand the data management

challenges that lie ahead.

• Assess not only which path to value

you are on today, but where you want

to be tomorrow. QAAM may enable

that shift.



Deloitte Eminence: Quality Assurance in Additive

Manufacturing




• Quality Assurance and

Parts Qualification –

http://deloi.tt/qa


http://deloi.tt/qa



Applying Additive

Manufacturing to my Business:

Digital Thread



Effectively turning an invention into an innovation at scale requires that the

invention be part of the right system.

Invention vs. Innovation

Invention Right System Innovation

• 1802: Humphry Davy invented

the first electric light

• 1800-70s: Multiple inventors also

created “light bulbs” but no designs

emerged for commercial application

• July 24, 1874: a Canadian patent was

filed by a Toronto medical electrician

named Henry Woodward and a

colleague Mathew Evans who were

unable to commercialize, so they sold

the patent to Thomas Edison in 1879

• 1879, Edison filed a patent for

an electric lamp with a carbon

filament, extending the life of

the bulb for practical use

• 1800: Italian inventor Alessandro

Volta developed the first practical

method of generating electricity, the

voltaic pile

• 1879-80: Edison develops

wiring system that could

support multiple lamps and

built his own power system to

support multiple users with

multiple lamps

• 1881: Edison set up an electric light

company

The Light Bulb

Source: Acton, Jim. "Light Bulb." How Products Are Made. 1994. Encyclopedia.com. 24 Feb. 2016. <http://www.encyclopedia.com>.



The Digital Thread is the system that links models

and data required to produce quality AM parts

BUILD + MONITORSCAN / DESIGN + ANALYZE TEST + VALIDATE DELIVER + MANAGE

Per-Part

Post-

Processing

+ Finishing

Part Field

Service

Sensing +

Inspection

Part

Inspection

(Testing,

NDE, etc..)

Data

Verification

+ Twinning

Part

EOL

3DP

Build

Process

(Physical

Part)

In-situ

monitoring

In-situ feedback

Traditional

Analysis

(FEA, CFD)

Adv. Multi-

physics

Modeling /

Simulation Machine

Data

Detailed

Build Plan

Build

Simulation

Design

Scan

CAD

File

Machine

Selection



Many components make up the DTAM but where

does one start to build it?

Finite Element Analysis / Method

Computer Aided Design

3D ScanningAnalysis Tools

Order Management

PLM Configuration

Computational Fluid Dynamics


Computing Power

Integrated Computational

Materials EngineeringQuality Management

Nondestructive Inspection / Examination

Product Data

Management

Enterprise Management Tools

Internet of Things

AM Design AM File Format

AM Designers

Multiphysics Modelers

Multidiscipline Engineers

Build Sensors

Post-Processing

Equipment

Certified Raw

MaterialsBuild Analytics

AM Simulation

Feedback Loop

to Simulations

Dynamic Network

OptimizationCost

Optimization

Training Standards

Certified Machine

Standards

Data Transfer

Machine Selection

3DP Operators

Version Control

Data Warehousing

Digital

Twin

NDE EquipmentCertified Quality

StandardsNDE Handling

Certified Performance

Standards

Supply Chain

Tracking

CRM for AM

Dynamic Demand

Analysis

Usage Sensors

Licensing & Attribution

Light Weighting

Rendering

File Analysis

Secure Storage Watermarking

In-Process

Monitoring Version Control

Machine Control

Post Production

TrackingReporting

How can we conceptualize DTAM?


Per-Part

Post-

Processing

+ Finishing

Part Field

Service

Sensing +

Inspection

Part

Inspection

(Testing,

NDE, etc..)

Data

Verification

+ Twinning

Part

EOL

3DP

Build

Process

(Physical

Part)

In-situ

monitoring

In-situ feedback

Traditional

Analysis

(FEA, CFD)

Adv. Multi-

physics

Modeling /

Simulation Machine

Data

Detailed

Build Plan

Build

Simulation

Design

Scan

CAD

File

HA

RD

WA

RE

SO

FT

WA

RE

DA

TA

SK

ILL

S

Computing

Power

Multiphysics

Modelling

AM SimulationAM Design

3D Scanners Build

Sensors

Build Analytics

Certified Raw

Materials

Post-processing

Equipment

AM

Designers

Multiphysics

Modelers

Feedback Loop

to Simulations

3DP Operators Post Production Qualify 3DP

& Materials

AM File

Format

PLM

Configuration

Multidiscipline

Engineers

Machine

Selection

Machine

Selection

PLM & ERP Integration

Intellectual Property Protection

Cyber Security

Dynamic Network

Optimization

Digital TwinCost

Optimization

Data

Warehousing

NDE

Equipment

Version Control

Certified Quality

Standards

Certified Performance

Standards

Usage

Sensors

3D Scanners

Supply Chain

Tracking

Training

Standards

Certified Machine

Standards

Data

Transfer

BOM &

Config Mgmt

Qualify Assurance

& Mgmt

NDE Handling CRM for AM Dynamic Demand

Analysis

Still Evolving

The ecosystem is just starting to form and has major gaps.


What are the critical demands of DTAM?


Per-Part

Post-

Processing

+ Finishing

Part Field

Service

Sensing +

Inspection

Part

Inspection

(Testing,

NDE, etc..)

Data

Verification

+ Twinning

Part

EOL

3DP

Build

Process

(Physical

Part)

In-situ

monitoring

In-situ feedback

Traditional

Analysis

(FEA, CFD)

Adv. Multi-

physics

Modeling /

Simulation Machine

Data

Detailed

Build Plan

Build

Simulation

Design

Scan

CAD

File

Machine

Selection

Needs to be developed

The ecosystem is just starting to form and has major gaps.

Co

mp

uti

ng

Po

we

r D

ata

Vo

lum

es



Deloitte proprietary. Please do not copy or distribute without the permission of Deloitte Consulting, LLP59

Stand alone machines are fine for a prototyping lab but distributed and/or advanced

production will depend on much more.

Escaping “Stasis” will depend on integrating elements

of DTAM

59

Business model

evolution

Mass customization


use

Supply chain

disintermediation


High

Impact

on

Product

High Impact

on Supply

Chain

Low Impact

on Product

and Supply

Chain

Product evolution


requirements

Increased product

functionality



complexity


prototyping


tooling

Supplementary or



changeover

Supply chain


of use



uncertainty

Inventory reduction

1

43

2

Pro

du

ct

Imp

ac

t

Supply Chain Impact

Additive Manufacturing Impact

on Products and Supply Chains

• Breaking the Scope (Product)

tradeoff will largely (if not

exclusively) depend on the ability

to verify the quality and design of

complex manufactured

components.

• Breaking the Scale (Supply

Chain) tradeoff will largely (if not

exclusively) depend on the ability

to verify delivery, security,

execution, and consistency of

digital model-based production.



DTAM enables AM to function at the high end of the quality continuum.

Why is DTAM important for Quality/Complexity?

• Standalone Machines

• “Good enough” geometry

• Less precision required / necessary

• Less focus on high end quality

• Existing test and inspection technology

• Training of workforce in traditional

testing and evaluation methods

• Advanced modelling, sensing, and

feedback control capabilities.

• Specialized high-performance

computing resources

• Management and assurance of 10s-

100s of TB of data produced

• Increase quality standards with

enhanced geometries, functionality, and

melt pool

• Enables high precision with increased

microstructures through AM

DTAM is an enabler

to achieve precision

En

ab

lers

to

Ac

hie

ve

Pre

cis

ion

Quality/Complexity Continuum

Less Precision High Quality/Complexity

DTAM enables high precision, high quality parts.



DTAM enables distributed manufacturing.

Why is DTAM important for Distributed Manufacturing? D

esig

n

Man

ufa

ctu

re

Dis

trib

ute

Cu

sto

me

rs

Design

Manufacture at

point of use

Distributed Manufacturing

Distributed Manufacturing Continuum

• QA certification at a distance

• Delivery assurance despite geographic

dispersal

• Real-time synchronization of “promiscuous

associations” with vendors and partners

• Common data standards

• Information assurance – IP protection and

cybersecurity

• Data management and storage

• Dynamic optimization of vendors – price

competition

• Visibility throughout system on vendor

availability

• Diversified points of production

• Temporary associations

• Exponentially larger data

amounts

• Total landed cost optimization

• Large info flows to/from

temporary partners

• Complexity is not free

Traditional Manufacturing

• Asset intensive production

• Single points of production

• Long term cost recoup

• Disparate data sets / control

Key Enablers of

Distributed Manufacturing

DTAM enables distributed manufacturing.

DTAM is an enabler

of digital distribution



Verticals that will likely adopt the DTAM are driven by high quality requirements

and wide-spread distribution.

Who might be some early adopters of DTAM?

No

Distributed

Manufacturing

Full

Distributed

Manufacturing

High

Quality//Complexity

Low

Quality/Complexity

Transportation

EquipmentMedical

Devices &

Implants

DTAM Not Required Optimal Network Economics

Optimal Process Control Network Economics &

Process Control

Apparel/Textiles

Computer/Electronics

Oil/Gas Production

Appliances



• Additive manufacturing offers the promise of true product and

supply chain innovation…

o …. But full realization requires a system, not a machine.

• Digital Thread technologies are still very much fragmented

and emerging

o Identify ecosystem partners that are tracking and investing in point and

integrated solutions (reminds me of our pre-ERP days )

• Developing an overall strategic intent for AM will help target

DTAM investment. Are you trying to:

o Produce what you could not before?

o Produce where you could not before?





Deloitte Eminence: Digital Thread




• 3D Opportunity and the

Digital Thread–

http://deloi.tt/dt

http://deloi.tt/dt

Conclusion



Recapping our session….

• Engaging in additive manufacturing is not simply buying a

printer… You need to be aware of the implications to your

ROI, your workforce, the quality of your product and the

digital thread …

• Now, when you think of additive manufacturing, what comes

to mind? Let’s hear from you

sme.org/smartmfgseries

Thank You for Joining Us!

understanding additive manufacturing - · pdf fileadditive manufacturing encompasses a range...

Documents