Q2. What is the main reason for the focus on production applications?
Following implementation of metal-based processes the focus has been on production applications due to the process costs and the reduction in overhead costs for higher volumes.
Q3. What is the main reason for the decision to locate manufacturing?
There will also be decisions on where to locate manufacturing as the removal of tooling requirement may results in the possibility of distributing manufacturing according to demand locations as in theory the only inputs required for production are CAD data and raw material.
Q4. What are the key factors for AM costing?
In previous studies on AM costing four key cost factors have been identified for additive processes: operation times, machine costs, labour costs and material costs.
Q5. What are the tradeoffs for the company?
Other tradeoffs identified by the CEO include high process costs, largely due to the slow speed at which parts are produced, resulting in high product costs reducing the potential market size of DMLS.
Q6. What was the significant trade-off for the case company?
”The most significant trade-off for the case company was identified as the machine cost, hindering the potential for increasing in-house DMLS capacity.
Q7. What is the main argument for the proposed implementation of AM technologies?
It is proposed that the implementation of AM technologies manufacture will require increased collaboration with suppliers and customers.
Q8. Why did the interviewee choose to invest in DMLS?
The focus on the implementation of the DMLS systems was made for following reasons:• the interviewee was directly involved in the implementation of DMLS technology and may be viewed as the project champion, • the interviewee regarded the metals based processes as key to future success, and finally, • when discussing production applications DMLS was the processes generally referred to as providing the major benefits.
Q9. What is the role of the CEO in the case study?
The company has a centralized organic structure with the CEO being the key decision maker which has benefits in this turbulent environment for speed of response however they are vulnerable to individual misjudgement.
Q10. What is the definition of the term "Technology benefits"?
The technology benefits must be linked to the capabilities required of the manufacturing unit, capabilities derived from the business strategy, viewed as the market-pull strategy to AM implementation.
Q11. What is the reason for the reduction of downstream processes?
As previously stated, these downstream processes may be reduced through quality design for process and optimised process planning strategies.
Q12. What are the characteristics of AM systems?
The unique characteristics of AM systems require new design tools and practices to be developed, contrary to early promise made by some researchers there is not total geometric freedom and many consideration have be taken into account when designing products for AM processes.