ORGANIZATIONAL DEPLOYMENT. Helping you implement 3D printing technology when and where you need it the most

Transcription

1 ORGANIZATIONAL Helping you implement 3D printing technology when and where you need it the most

2 THE AM ORGANIZATIONAL FRAMEWORK FOCUSES ON HOW 3D PRINTING WILL ENABLE YOUR OVERALL BUSINESS, GOALS AND IMPACT FOCUSES ON BUSINESS S, ORGANIZATIONAL ALIGNMENT, FUNDING AND ONGOING TO ENABLE SUCCESS FOCUSES ON THE ORGANIZATION EXECUTION AND STRUCTURE FOCUSES ON THE ONGOING TACTICAL EXECUTION AND OPERATIONAL SUPPORT FOCUSES ON THE TECHNICAL SETUP, DESIGN AND INFRASTRUCTURE 2 STRATASYS / THE 3D PRINTING SOLUTIONS COMPANY

3 THE AM ORGANIZATIONAL FRAMEWORK AREAS OF ENABLEMENT EXPECTED AM IMPACT BUSINESS ALIGNMENT & BUY-IN ENABLEMENT IMPACT OWNERSHIP ORG STRUCTURE WORKFORCE SKILLS DEVELOPMENT CHANGE PROCESSES PRODUCTION QUALITY SOFTWARE & INTEGRATION CAPACITY OPERATIONS SUPPORT TECHNOLOGY AND MATERIALS SOURCING FACILITY PLANNING SUPPLIER 3 STRATASYS / THE 3D PRINTING SOLUTIONS COMPANY

4 THE AM ORGANIZATIONAL FRAMEWORK Business Outcomes Areas of Enablement Alignment of AM ambitions and strategy to overall business objectives and strategy Understanding of how, where and how fast additive manufacturing will be adopted in your organization for production, design, and/or prototyping and if AM will be used to support make to order vs. make to stock Business Model Expected AM Impact Identification of the pain points and critical manufacturing Moments of Truth to determine the AM business impact innovation, speed, efficiency and/or consistency, etc. Agreement cross functionally of the AM business model for the organization; be that a profit center, cost center or a breakeven organization. Alignment and Buy-In Alignment between various functional groups (Manufacturing, Marketing, R&D, IT, etc) that AM will enable the organizations business goals. Cross functional leadership buy-in and support Enablement Impact Management Confirmed budget and funding for AM capital and operational expenditure Review program status and metrics regularly to monitor progress toward business goals, adjusting tactics if needed. Assigning a governing body to regularly monitor and review AM organizational effectiveness. 4 STRATASYS / THE 3D PRINTING SOLUTIONS COMPANY

5 THE AM ORGANIZATIONAL FRAMEWORK Ownership Identification and appointment of an AM champion(s) across the organization. The single business owner is accountable and responsible for delivering the strategy across the enterprise, however, individual business units may have AM champions. Org Structure Development of the structure of the AM organization i.e. the who. Organization may be net new or fit within existing business unit. May be siloed or matrixed depending on the AM strategy. Depending on AM strategy, organization may be insourced or outsourced. If insourced, a center of excellence vs. distributed model will be determined. If outsourced, will need to determine if use new or existing vendors. Change Management Workforce Determination of the organization s AM skills and experience, and the go forward plan on how to fill any AM skill gaps (e.g. recruiting). Determination of the roles and responsibilities within AM organization structure. Skills Development Development of training to help new and existing employees build and maintain the skills they need to deliver on their part of the organization s AM strategy. Communication of the importance and impact of AM to employees, customers, and other stakeholders Overall process and support structure necessary to build the AM organization Ensuring workforce transitions to new organization efficiently and engaged (AM traditionally shifts effort from production plant and supply chain management functions to engineering and production planning/control function) 5 STRATASYS / THE 3D PRINTING SOLUTIONS COMPANY

6 THE AM ORGANIZATIONAL FRAMEWORK Processes Develop work processes, testing and inspection approaches that conform to QMS standards. Ensure consistent quality of production through processes, procedures, instructions and job aids. Develop maintenance and repair procedures to prevent machine down-time. Production Quality Management Identify and understand the critical quality factors in your 3D printing development and realization process. Implementing effective QMS standards Ensure engineering controls and safety management systems are properly implemented. Software and Systems Integration Implement the necessary systems and software to support AM production (e.g. design, CAD, file transfer) Ensure new systems are integrated with existing systems to streamline go-live and steady state. Capacity Management Determine production planning, such as how often are the printers anticipated to be in use or the applications that are planned for use (will support technology selection). Additionally will support complete understanding of overall cost of organization including: operations times, machine costs, labor costs and materials costs. Operations Support Development and implementation of all back office support, including printing KPIs, Cost Accounting, Data / Analytics, and Legal) 6 STRATASYS / THE 3D PRINTING SOLUTIONS COMPANY

7 THE AM ORGANIZATIONAL FRAMEWORK Technology and Materials Selection process of the technology (i.e. printing technology), associated materials and post processing machinery for identified or potential future applications. Understanding of the trade-offs in using a new manufacturing technology. Sourcing Determining how integrated the organization should be based on capital required, control over supply chain, responsiveness, business models and AM deployment strategy. Insource would involve buying the necessary technology and materials, while outsourcing would utilize external AM service bureaus to print. Facility Planning Determining the necessary infrastructure to support additive manufacturing including, space, design, layout, machine positioning, material storage, moisture control, electricity, ventilation, water, post processing, inspection, etc. Develop a facility that meets your requirements while conforming to laws and regulations, industry standards and best practices for 3D printing. Supplier Management Determination of vendors (insource or outsource) and/or restructuring of vendor relationships to be more collaborative. Identification of vendor KPIs (e.g. cost, delivery, quality, etc). 7 STRATASYS / THE 3D PRINTING SOLUTIONS COMPANY