ABSTRACT
This chapter introduces the initial stages of a progressive, cumulative strategy to support the enthusiastic adoption of 3D printing into an established traditional manufacturing facility – not an easy task. Divided into six stages, the approaches discussed at each level of this first strategy are designed to engage and influence the attitudes of a manufacturing workforce that is unfamiliar with 3D printing and potentially resistant to adoption. The intent is to identify concerns of the workforce in relation to additive manufacturing, and evaluate the level of expertise, in preparation for the introduction of non-threatening, positive uses for the technology integrated with their existing production methods.
The strategy starts with the most easily accepted approach to using 3D printing in an existing manufacturing practice, building from visual prototyping, test prints, and iterative design to the use of the technology for bridge manufacturing, testing the market prior to conventional mass production of a product. From that base point, the recommendation is to introduce 3D printed jigs and fixtures to production as a way of using the technology to support existing practice, building workforce familiarity. It also results in personal benefit for the workforce – for example, improved safety and ergonomics – and demonstrates the use of personalisation through additive manufacturing, potentially opening new markets. Once the workforce is enthusiastic about using the technology in this context, the next step of Strategy 1 is to enhance tooling using additive manufacturing for added value; for example, adding conformal cooling to a tool to provide quantifiable improvements to production. The last step in this strategy is to introduce agile or flexible tooling using 3D printing inserts, or short-run, stand-alone 3D printed tooling. Depending on the manufacturer, product designers may incrementally lead the adoption of these approaches or implement one approach that presents the best business case. The intent is to initiate adoption with minimal disruption before advancing to the more disruptive approaches detailed in Strategy 2 (Chapter 4).
