Professional Documents
Culture Documents
Jim Joyce
Jim Joyce is a specialist leader in Deloitte Consulting LLP’s Manufacturing Strategy & Operations
group, where he leads the Additive Manufacturing and Advanced Supply Chain practices.
He has an MBA from the Amos Tuck School of Business at Dartmouth College and a BA and
MA Jurisprudence from the University of Oxford. He is a former captain in the United States
Marine Corps.
Ross Barney
Ross Barney is a former manager with Deloitte Consulting LLP.
Grey McCune
Grey McCune is a former consultant with Deloitte Consulting LLP.
Contents
Introduction | 2
Endnotes | 18
Contacts | 21
1
3D opportunity for product design: Additive manufacturing and the early stage
Introduction
AM is an important technological innovation that helps manufacturers break existing performance tradeoffs
in two fundamental ways. First, AM helps reduces the capital involved in achieving economies of scale.
Second, it can increase flexibility and reduce the capital needed to achieve scope.
Capital versus scale: AM has the potential to reduce the capital required to reach minimum efficient scale
for production, thus lowering the barriers to entry for manufacturing in a given location.
Capital versus scope: The flexibility of AM can facilitate an increase in the variety of products a unit of
capital can produce, reducing the costs typically associated with production changeovers and customization
and/or the overall amount of necessary capital.
Changing the capital-versus-scale relationship has the potential to influence product designs and help
improve the ways supply chains are configured. These impacts can enable companies to choose between
four tactical paths to deploy AM across their businesses:
Path I: Companies do not radically alter their supply chains or products, but they may explore AM
technologies to help improve value delivery for current products within existing supply chains.
Path II: Companies take advantage of scale economics offered by AM to help transform supply chains for
the products they offer.
Path III: Companies take advantage of the scope economics offered by AM technologies to enable new
levels of performance in the products they offer.
Path IV: Companies alter supply chains as well as products in pursuit of new business models.
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No product change
Graphic: Deloitte University Press | DUPress.com
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3D opportunity for product design: Additive manufacturing and the early stage
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A Deloitte series on additive manufacturing
Figure 2. Comparison of non-AM, RP, and DOD product design and development processes
Non-AM
Rapid
prototyping
(RP) Traditional
(brought to market
Additive Traditional faster, cheaper, but still
manufacturing limited by traditional
manufacturing)
Digitally
optimal
design
(DOD)
Breakthrough
Additive Additive (products only
manufacturing manufacturing possible/practical
because they are
designed and produced
with AM)
that may have been previously impossible or to manufacture what was previously impracti-
impractical to produce using traditional manu- cal or impossible suggests that design, too,
facturing and design methods.8 can strive for what was once impractical or
Rapid prototyping is located within the impossible. AM designers can now design for
“stasis” (i.e., path I) quadrant of Deloitte’s performance with less regard for traditional
AM framework. This is not to suggest that RP limitations of design for assembly or manufac-
cannot offer benefits in other quadrants but, turing.9 This new design frontier may be one
rather, that the overall impact of RP will not of the AM movement’s most exciting elements,
necessarily revolutionize the end products or because it opens up routes to the “product
the manner in which they are delivered. enhancement” and “business model evolution”
DOD, on the other hand, represents a less quadrants of Deloitte’s framework.10
straightforward application, since the ability
5
3D opportunity for product design: Additive manufacturing and the early stage
AM in designing and
prototyping for traditional
manufacturing
Figure 3. Rapid prototyping can produce AM outputs for four distinct purposes
Design Production
Output
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in which 3D printing can be used to support • Saving time in the development cycle
traditional manufacturing through both the
design and production stages. The bulk of AM • Reducing costs in the development cycle
sales, including both machines and services,
has traditionally been driven by design and • Enhancing the final product’s quality
communication needs in support of traditional and design
manufacturing; however, part creation through The first two benefits highlight AM’s advan-
AM increased to 28 percent of end-use appli- tages over many conventional methods of cre-
cations in 2013, continuing AM’s trend toward ating prototypes and models. (Unsurprisingly,
production use.11 Despite AM’s growing pro- there is a strong connection between time
duction prowess, the design and prototyping spent and money spent in the development
markets still offer considerable space to grow process, but for the purposes of this article, we
in the coming years: One analyst projects that are classifying each as a stand-alone benefit.)
the prototyping/prosumer/educa-
tion penetration rate, currently 9
to 23 percent, will rise to 29 to 76
percent in 2017.12 Compared to other methods, AM
Early adopters of AM for
design in support of traditional can offer several benefits in creating
manufacturing were mostly auto-
motive and aerospace companies, prototypes and models, bolstering
and these early adopters remain
invested in the technology. Nearly a product’s value by increasing the
three years ago, for instance, Ford
began putting a 3D printer on efficiency and effectiveness of the
every engineer’s desk, making
the technology integral to R&D design process.
efforts.13 However, AM’s usage in
PDD has now gone far beyond
traditional manufacturing giants. The third benefit tends to be more difficult
As Autodesk technology futurist Jordan Brandt to quantify, but it originates from the fact
recently explained regarding shifts in design, that AM enables companies to iterate more
“The hardware, software, and materials are all prototypes within a pre-existing budget; this
combining. It’s hard to differentiate between can lead to more testing, which likely yields
them now. To innovate in one, you have to better product designs. Additionally, AM helps
innovative in all three.”14 Further adoption of make it easier to conquer the typical distance
AM technology in this capacity appears inevi- between designers and product stakeholders
table as investment costs decline and as more (customers, manufacturers, packaging, etc.), as
companies recognize the numerous potential users can send prototypes as CAD files to be
benefits of incorporating 3D printing in the printed elsewhere.
design process.
Compared to other methods, AM can offer
several benefits in creating prototypes and
Saving time
models, bolstering a product’s value by increas- Typically, using AM in the design process
ing the efficiency and effectiveness of the can save time in three ways: by dramatically
design process. These benefits generally arise shrinking the time between design creation
in three areas: and prototype, by reducing the effort and
schedule impact caused by iterative design
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3D opportunity for product design: Additive manufacturing and the early stage
work, and/or by increasing organizational process from four to six weeks to just one to
alignment to accelerate decision making. two days.16
First, AM can largely eliminate delays in
waiting for prototypes. Traditionally, creating Reducing costs
prototypes involves custom tooling, coordi-
In addition to streamlining schedules, using
nation with external suppliers, and multiple
AM in the design process can drive substantial
handoffs that could invite miscommunication
cost savings through insourcing, inexpensive
and introduce risk. By allowing a designer to
prototypes, and reduced change orders.
print directly from a digital file, early-stage
Insourcing the creation of prototypes
prototype creation can become a fast and effec-
through AM can offer direct cost savings that
tive part of the development process.
go beyond the cost of material for a model.
AM can also substantially reduce rework
The development time required to prepare for
effort, since delays caused by multiple design
traditional manufacturing methods (includ-
iterations—each starting the process over—
ing creating manufacturing prints and layouts,
typically waste a substantial amount of time.
programming CNC machines, and designing
Removing the need for tooling changes and
tooling) can largely be eliminated, as can the
incorporating seamless prototype creation
need to communicate and coordinate with
enables rapid design iterations with little
an external design shop when the designer
incremental impact.
can print a prototype in-house. For example,
Finally, incorporating 3D printing into
when one NASCAR race team adopted fused
the design process not only enables technical
deposition modeling (an AM technology)
validation, but can also accelerate alignment
to produce prototype parts for wind-tunnel
within the broader organization on a new
testing, the team was able to slash testing costs
design—a key success factor often overlooked
by 89 percent and reduce development time
toward the end of a design process. Using AM
by two-thirds.17 In addition, AM can dramati-
can allow engineers to explain and demon-
cally reduce a prototype’s total material cost,
strate a new design to a variety of geographi-
as elimination of scrap and lack of tooling
cally dispersed stakeholders—complete with
creation often offsets the higher per-volume
physical models—even at remote sites.
costs of raw materials.
AM has helped multiple companies save
time in the design process. For example,
Turbine Technologies (a US-based manufac- Enhancing quality and design
turer of educational laboratory equipment) Aside from accelerating the design process,
integrated MultiJet printing into its prototyp- additive manufacturing can lead to better
ing process to help reduce the effort and sched- designs, helping to develop products with
ule impacts on PDD processes, long reliant enhanced quality, performance, and manufac-
on complex, investment-grade wax prototype turability. Faster prototyping typically means
casting. In particular, Turbine Technologies that a team can go through more design and
was able to print turbine wax mold patterns review cycles during the development phase.
in 18 hours as a single component, in contrast Furthermore, AM’s ability to help reduce barri-
to its 170-hour traditional multi-tool process ers to testing concepts can cultivate an increase
requiring 170 hours. The company was able to in designers’ entrepreneurial behavior—they
directly translate these time gains into com- can, for example, proactively share printed pre-
petitive advantage and, as a result, landed a key prototype models to gauge market acceptance
defense contract.15 AM rapid prototyping can for consumer products, experiment with more
also save time by accelerating decision making. radical designs with little risk, and test more
One athletic apparel company, for example, has frequently so they can avoid negatively impact-
been able to streamline its product evaluation ing the more conservative design progression.
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A Deloitte series on additive manufacturing
AM can also bring forth better products International, for example, prints models to
by helping designers to engage with a range identify potential issues in design submissions
of stakeholders inside and outside the com- from its automotive customers.18
pany—and with each other. Printed models, Finally, a company can incorporate AM’s
as opposed to images, are self-contained, enhanced ability to address errors and add
concretely defined, and more universally improvements without needing to invest time
understandable as physical objects. Models and money in changing tooling. As a result,
may help stakeholders to align on concepts companies can more rapidly respond to market
and design earlier in the product development and customer demands, fix design flaws, and
process, while customers can be more involved counter competitive evolution.19
in design and even co-create. Proper Group
Mass customization: Perhaps most appli- in the field.27 But along with these demon-
cable to consumer-facing businesses, mass cus- strated benefits, digital design information can
tomization enables each customer to receive a increase the importance of IP management
version of a product created exclusively for him and protection.
or her. For example, Disney and other retailers
are using AM to create premium-priced van- Reduced design constraints
ity avatars.23 Some medical and dental device
Designing for AM can help reduce the
companies are also using AM to tailor prod-
constraints that traditional manufacturing
ucts to individual customer specifications, as is
methods impose on scale and scope. An orga-
home improvement retailer Home Depot.24
nization can usefully reexamine virtually every
Decreased system complexity: 3D print-
production consideration for design.
ing can help reduce
Production
complexity and
location: With
enhance quality by
printing systems as Most manufacturers are AM, design and
manufacturing
single parts rather
than individual only beginning to realize can be performed
virtually anywhere,
components that
would require AM’s full potential as so companies can
dramatically reduce
assembly. Boeing
used to produce a source of operational the logistics, cost,
and complexity of
more than 20
distinct parts for freedom that can moving products
from manufactur-
each environmen-
tal control system liberate design as well as ing locations to
end users. Even
duct, which then
required addi- final production. self-design—using a
distributed struc-
tional tooling and
ture for all aspects
welding. Now, the
of product devel-
company manufac-
opment through
tures these ducts in a single piece, thus elimi-
manufacturing—becomes possible.
nating the need for entire assembly lines while
Tooling constraints: Product design may
enhancing quality and reducing inspections,
no longer be constrained by mold and tooling
inventory, and maintenance—not to mention
requirements. Incremental changes result from
time and material waste.25
relaxing traditional design standards, but AM
Nontraditional sources of design infor-
can help make revolutionary designs possible.
mation: As product designs become increas-
Batch size: A truly single-unit mini-
ingly digitized, the potential opportunities
mum batch size allows on-the-spot produc-
and risks of reverse engineering become more
tion of short-run components as users wear
prevalent. For example, through 3D scanning,
them down in the field or imagine ways to
the Smithsonian is creating full-scale 3D prints
customize them.
of unique historical pieces so people can print
Waste: Material waste tends to become less
the artifacts at home or enjoy copies at local
of a concern as designers and manufacturers
libraries and museums.26 Scanning can also
find ways to complete tasks with less material
present opportunities for customization at the
and energy, and as AM components replace
point of use—for instance, to provide custom
tooled parts.
repair patches for military vehicles damaged
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3D opportunity for product design: Additive manufacturing and the early stage
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A Deloitte series on additive manufacturing
skill sets. Gartner’s 2014 Hype Cycle for Leaders A final note regarding “who designs”
of Manufacturing Strategies forecasts: pertains to the emergence of greater crowd
As more advanced manufacturing tech-
participation in general product design and
niques become mainstream, the skill sets development. The widely heralded arrival of
for managing smart machines or 3D print- crowdsourcing is influencing diverse areas—
ing will start to differ from current job product development among them.33 For
descriptions. Traditional organizational example, public input is creeping into Quirky’s
boundaries between IT, line of business, product design and development processes:
and business functions need to be shed for
seamless collaboration.31
The company solicits ideas from an open
community of digital members and opens the
In line with Gartner’s assessment, Wanted review process to include both Quirky employ-
Analytics has tracked rising demand for ees and the wider community. For the winners,
candidates with AM experience, reporting in Quirky takes over the logistics, supply chain,
September 2014 that the number of job ads and manufacturing—but defers to the crowd
requiring workers with AM skills had risen on product naming, branding, and pricing.
1,834 percent in four years and doubled in just While the Quirky process does not yet
the previous 12 months. In August 2014, 35 directly involve AM processes in end-part
percent of all ads posted for engineering jobs production, the company uses AM to rapidly
mentioned AM skills.32 produce prototypes of proposed products from
its Manhattan headquarters.34 Additionally, the economics of product design and manu-
AM is part of the wider ecosystem of “maker” facturing, prompting a broader consider-
elements that helps empower and excite a com- ation of costs.39 In assessing product costs,
munity of amateur designers to participate in it is insufficient to merely compare the cost
Quirky ventures. of traditional manufacturing and AM. An
How do designers design? Product design appropriate assessment should also account
principles for AM generally lack the consensus for a new design’s enhanced functionality—for
enjoyed by “design for cost” and “design for example, fuel savings from lighter aerospace
manufacturing and assembly” principles, and components can outweigh higher per-part
software tools to aid nontraditional design costs. For manufacturers, capital assets and
approaches are not yet mature.35 required working capital are easily observable,
Because AM can help reduce the cost of but economic viability analyses should also
testing a product design, information on what quantify the value of eliminating manufactur-
works can emerge more quickly than in tradi- ing constraints on scale and scope.
tional consensus-based manufacturing prac- Attempts to quantify supply chain econom-
tices. For example, an unexpected application ics should also account for the value of flex-
of biomimetic structures—using structures ibility, responsiveness, and risk management.
from the natural world to enhance product Some automakers, for example, are currently
designs—is the creation of artificial shark skin investigating mass customization as a tactic to
using AM to improve low-drag fluid conduits compete with low-cost producers.40 Military
and nautical vehicle surfaces developed using hospitals often see the value of responsiveness
conventional manufacturing capabilities.36 to unpredictable demand, with time-sensitive
As software tools evolve to support AM, patient outcomes and inconsistent access to
they will also likely have an impact on how supplies.41 Finally, the value of risk manage-
manufacturers execute designs. The major ment—for example, reducing line stoppages
CAD/CAM drafting software packages used in for short parts—can be assessed only by taking
design for traditional manufacturing have not a broader perspective of true economic costs
yet incorporated a wide set of AM-compatible throughout production, not just the cost of
features.37 Smaller niche software vendors are creating a part.
developing new approaches, including algo- Analysts should also consider business
rithms to design complex repeated structures model economics when assessing AM’s
(e.g., organic honeycomb filling) based on economic viability in a design function or,
stiffness parameters, support for generating especially, in a broader role. The value of a new
free-form organic shapes that do not conform business model is often difficult to determine,
to current design standards, and structural but those conversations are critical. Likewise,
analysis methods for assessing the strength and leaders should consider eroding barriers to
stiffness of non-homogeneous solid models.38 entry and unexpected opportunities.
How do designers determine economic
viability? AM technology can complicate
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3D opportunity for product design: Additive manufacturing and the early stage
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A Deloitte series on additive manufacturing
Companies can seek to capitalize on AM’s benefits for product design by considering the following steps:
• Determine which potential benefits of incorporating AM into the design process—saving time in the
development cycle, reducing costs in the development cycle, and/or enhancing quality and design of
final products—are your greatest priority in the short term, to help create a strategy for effectively
implementing AM to accomplish your most critical design objectives.
• Consider which steps of your design and/or production process could be most easily augmented with AM,
and where doing so would have the greatest impact.
• Consider your company’s current progress in terms of integrating rapid prototyping into the design and
development process, if any. If applicable, determine whether it is appreciably improving your delivery
cycle—in terms of both costs and speed. Examine any inefficiencies to ascertain where enhancements can
be made. If it is not being used, consider where within the design process rapid prototyping might have
the greatest impact.
• If you have not made the change to digitally optimal design, review your current design and production
processes to determine where—and if—it can fit in (consult figure 3 in this article), and whether it would
make sense to do so.
• Analyze the impact that greater integration of AM into design and production processes may have on
your talent needs and desired capabilities, to plan ahead for any organizational, training, and talent needs.
• Based on your current position within the AM framework, determine where you would like your
organization to go. Doing so can help determine whether rapid prototyping or digitally optimal design is a
better fit for you, and help create a roadmap for building the appropriate AM capabilities.
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3D opportunity for product design: Additive manufacturing and the early stage
Endnotes
1. Alec, “Local Motors 3D prints a work- 11. Wohlers, Wohlers Report 2014.
ing car live at Detroit Auto Show, to 12. Rob Wile, “Why many argue there’s still a
open 2 mini-factories this year,” 3ders. fortune to be made in 3D printing stocks,”
org, January 13, 2015, www.3ders.org/ Business Insider, August 26, 2014, www.
articles/20150113-local-motors-3d-prints- businessinsider.com/the-case-for-3d-printing-
a-working-car-live-at-detroit-auto-show- stocks-2014-8, accessed April 2, 2015.
2-mini-factories.html, accessed April 2, 2015.
13. Stacey Higginbotham, “Ford engineers have
2. Ibid. 3D printers on their desks. When will you get
3. Terry Wohlers, Wohlers Report 2014: 3D one?,” Gigaom, December 21, 2012, https://
printing and additive manufacturing state of gigaom.com/2012/12/21/ford-engineers-
the industry, 2014. Note that this market size have-3d-printers-on-their-desks-when-
refers only to additive manufacturing systems will-you-get-one/, accessed April 2, 2015.
and support products/services. It does not 14. Aaron Tilley, “Autodesk wants to show the
refer to the market value of the products world how to make things—to sell more soft-
that are made by way of AM technology. ware,” Forbes, September 10, 2014, www.forbes.
4. We are anxious to point out that the whole com/sites/aarontilley/2014/09/10/autodesk-
purpose of Deloitte’s AM framework is to makes-hardware-too, accessed April 2, 2015.
facilitate a structured approach to thinking 15. 3D Systems, “Learn how turbine technolo-
about how AM fits within the business, gies cuts prototyping time and production
rather than to strictly categorize all types of costs by 90% with MultiJet 3D printing,”
AM activity. We are therefore comfortable http://3dprinters.3dsystems.com/turbine-
with the need for nuance in interpreting technologies-multijet-3d-printing-webcast-
the placement of different activities across lp-thanks-pdd/, accessed April 2, 2015.
the four paths to value that we identify.
16. Barney Jopson, “New stamping ground
5. Mark Cotteleer, Jonathan Holdowsky, and for Nike and Adidas as 3D shoes kick off,”
Monika Mahto, The 3D opportunity primer, Financial Times, June 9, 2013, www.ft.com/
Deloitte University Press, March 6, 2014. intl/cms/s/0/1d09a66e-d097-11e2-a050-
6. Ibid. 00144feab7de.html, accessed April 2, 2015.
7. Simon F. Jacobson, Hype cycle for 17. “Wind tunnel testing with PolyJet or FDM
leaders of manufacturing strategies, parts,” Stratasys, www.stratasys.com/
2014, Gartner, July 28, 2014. applications/functional-prototyping/wind-
8. Jeff Crane, Ryan Crestani, and Mark tunnel-testing, accessed April 2, 2015.
Cotteleer, 3D opportunity for end-use 18. Christina M. Fuges, “3D printing for better
products, Deloitte University Press, customer communication,” MoldMaking
October 16, 2014, http://dupress.com/ Technology, April 16, 2012, www.mmsonline.
articles/3d-printing-end-use-products/ com/articles/3d-printing-for-better-customer-
9. Pete Basiliere et al., Strategic technology communication, accessed April 2, 2015.
trends—3D printing transforms organiza- 19. Todd A. Grimm, “Direct digital manu-
tions, Gartner, February 7, 2014. facturing: impact and opportunity, part
10. Multiple industry analyses suggest that the 1—Freedom to redesign,” T. A. Grimm
most likely paths to true business model & Associates, 2006, http://files.asme.org/
innovation emanate from design- and product- MEMagazine/PaperLibrary/29276.pdf.
led applications of AM. For a deeper discussion 20. “Fit to print: New plant will assemble
of AM in the automotive, medical devices, world’s first passenger jet engine with 3D
and aerospace and defense industries, please Printed fuel nozzles, next-gen materi-
refer to the DU Press articles 3D opportunity als,” GE Reports, June 23, 2014, www.
for the automotive industry, 3D opportunity gereports.com/post/80701924024/
in medical technology, and 3D opportunity in fit-to-print, accessed April 2, 2015.
aerospace and defense via the following link:
http://dupress.com/collection/3d-opportunity/.
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A Deloitte series on additive manufacturing
21. Kevin Bullis, “GE and EADS laser print- 33. For a deeper discussion of the role of
ing process,” MIT Technology Review, May crowdsourcing in the business world, please
9, 2011, www.technologyreview.com/ refer to the DU Press article Industrialized
photogallery/423953/ge-and-eads-laser- crowdsourcing, in which Marcus Shingles
printing-process/, accessed April 2, 2015. and Jonathan Trichel explain how technol-
22. Tilley, ”Autodesk wants to show the world ogy is making crowdsourcing possible on an
how to make things—to sell more software.” industrial scale, with potentially disruptive
impacts on both cost and innovation. Marcus
23. See, for instance, Erin Catalano, “D-Tech Shingles and Jonathan Trichel, Industrialized
Me to offer Disney princess figurines at crowdsourcing, Deloitte University Press,
world of disney in Walt Disney World February 21, 2014, http://dupress.com/
Resort for a limited time,” Disney Parks articles/2014-tech-trends-crowdsourcing/.
blog, August 7, 2012, http://disneyparks.
disney.go.com/blog/2012/08/d-tech-me-to- 34. Rich Brown, “3D printing and the future
offer-disney-princess-figurines-at-world- of product design: Inside Quirky,” CNET,
of-disney-in-walt-disney-world-resort-for- February 9, 2012, www.cnet.com/news/3d-
a-limited-time/, accessed April 2, 2015. printing-and-the-future-of-product-design-
inside-quirky/, accessed April 2, 2015.
24. Glenn H. Snyder, Mark J. Cotteleer, and
Ben Kotek, 3D opportunity in medical 35. “GE jet engine bracket challenge,”
technology: Additive manufacturing comes GrabCAD, June 11, 2013, http://grabcad.
to life, Deloitte University Press, April 28, com/challenges/ge-jet-engine-bracket-
2014, http://dupress.com/articles/additive- challenge, accessed April 2, 2015.
manufacturing-3d-opportunity-in-medtech/. 36. Helen Thompson, “Why are scientists
25. Wohlers, Wohlers Report 2014. trying to make fake shark skin?” Smith-
sonian.com, August 11, 2014, www.
26. Eric Mack, “Smithsonian now allows anyone smithsonianmag.com/innovation/why-are-
to 3D print (some) historic artifacts,” Forbes, scientists-trying-to-make-fake-shark-skin-
November 11, 2013, www.forbes.com/ 180951514/?no-ist, accessed April 2, 2015.
sites/ericmack/2013/11/13/smithsonian-
now-allows-anyone-to-3d-print-some- 37. Peter Zelinski, “Additive’s idiosyncrasies,”
historic-artifacts/, accessed April 2, 2015. Additive Manufacturing, January 23, 2015.
27. T’Jae Gibson, “Army research lab, Purdue Ex- 38. Ellie Zolfagharifard, “Breaking out of the
plore 3-D printing to fix deployed equipment, mould,” The Engineer, January 21, 2014,
cut maintenance costs,” www.Army.mil, August www.theengineer.co.uk/manufacturing/in-
13, 2013, www.army.mil/article/109144/ depth/breaking-out-of-the-mould/1017858.
Army_Research_Lab__Purdue_explore_3_D_ article, accessed April 2, 2015.
printing_to_fix_deployed_equipment__cut_ 39. For a more complete discussion of this
maintenance_costs/, accessed April 2, 2015. issue, see Mark Cotteleer, “3D opportu-
28. “Utilizing direct metal printing to improve nity for production: Additive manufacturing
existing equipment,” 3D Systems, December makes its (business) case,” Deloitte Review,
2013, www.3dsystems.com/files/dms-bakery- July 2014, http://dupress.com/articles/
dec2013-nrr.pdf, accessed April 2, 2015. additive-manufacturing-business-case/.
29. Wohlers, Wohlers Report 2014. 40. Ken Elkins, “Next step for U.S. manufac-
turing is ‘mass customization,’ Siemens
30. Rakesh Sharma, “The 3D printing exec says,” Charlotte Business Journal,
revolution you have not heard about,” March 12, 2014, www.bizjournals.com/
Forbes, July 8, 2013, www.forbes. charlotte/blog/outside_the_loop/2014/03/
com/sites/rakeshsharma/2013/07/08/ next-step-for-american-manufacturing-
the-3d-printing-revolution-you-have-not- mass.html, accessed April 2, 2015.
heard-about/, accessed April 2, 2015.
41. Matthew W. Lewis, Aimee Bower, Mishaw
31. Jacobson, Hype cycle for leaders of T. Cuyler, Rick Eden, Ronald E. Harper,
manufacturing strategies, 2014. Kristy Gonzalez Morganti, Adam C. Resnick,
32. Ashley Zito Rowe, “Demand for 3D Elizabeth D. Steiner, and Rupa S. Valdez.
printing skills soars,” Wanted Analytics, “New equipping strategies for combat support
September 4, 2014, www.wantedanalytics. hospitals,” RAND Corporation, 2010, http://
com/analysis/posts/demand-for-3d-printing- www.rand.org/pubs/monographs/MG887.
skills-soars, accessed April 2, 2015.
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3D opportunity for product design: Additive manufacturing and the early stage
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Contacts
Joann Michalik
Deloitte Consulting LLP
+1 617 437 2273
jmichalik@deloitte.com
Jim Joyce
Deloitte Consulting LLP
+1 617 585 4869
jjoyce@deloitte.com
Follow @DU_Press
Sign up for Deloitte University Press updates at DUPress.com.
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