ABSTRACT
One have empowered broad-based action through basic system changes and created additive manufacturing (AM) awareness with training; AM projects should start to become visible and credible within the company. A terrific way to begin the phase of change management driven by AM is by using the Lean Systems tool of value stream mapping (VSM) to understand current process structure barriers that would slow down AM adoption. VSM is a visual flowcharting tool that provides leaders with an approach to understand how their current system operates. To start a VSM, one must be at least aware of Lean Systems identification of seven wastes of overproduction, waiting, transportation, over-processing, inventory, and movement and defects. A brainstorming session is held to resolve the current structure to remove barriers inhibiting AM performance within the organization. The brainstorming session included a cross-functional group of individuals from many aspects of company and executive sponsorship to bring in many different perspectives.
