Technology Integration Into Existing Companies
Solid Freeform Fabrication 2018: Proceedings of the 29th Annual InternationalSolid Freeform Fabrication Symposium – An Additive Manufacturing ConferenceReviewed PaperTechnology Integration into existing companiesJ. Rohde*†, C. F. Lindemann†, U. Jahnke*†, A. Kruse *†, and Prof. Dr.-Ing. R. Koch**Chair of Computer Application and Integration in Design and Planning (C.I.K.), The Universityof Paderborn, Warburger Str. 100, 33098 Paderborn, Germany†Direct Manufacturing Research Center (DMRC), The University of Paderborn, Warburger Str.100, 33098 Paderborn, GermanyAbstractThe implementation of additive manufacturing as an industrial manufacturing processposes extraordinary challenges to companies due to their far-reaching differences to conventionalprocesses. In addition to the major differences in the production process, the pre and post processsteps in particular also require a rethinking for companies and their employees. To overcome thesechallenges and specifically to assist SMEs in the integration of technologies five industrialcompanies are researching together within research project "OptiAMix", funded by the GermanFederal Ministry of Education and Research (BMBF) and coordinated by the Paderborn University.This paper focuses on the development of an optimal and standardized process chain and itsimplementation in a general integration methodology. This enables the standardized integration ofadditive manufacturing in order to create a uniform understanding of the procedures and taskswithin the company for the industrial application of additive manufacturing at an early stage aswell as the full exploitation of its high potentials. Therefore, the methodology also includes othertechnology-specific components such as strategic component selection, decision support for "makeor buy" and the implementation of automated component marking.Introduction and MotivationCompanies have to deal with many problems while integrating additive manufacturing(AM). Only a few national and international standards regarding the value chain exist, expertiseamong engineers and technicians is still missing and the integration of a discontinuous productioninto a continuous line requires precise knowledge of the technology and its processes. Nevertheless,companies want and have to meet the challenge if they do not want to lose out from a technologicalpoint of view.To enable the technology integration for companies, five industrial partners, coordinatedby the Paderborn University, are researching within the project "OptiAMix - Multi-objectiveOptimized Product Development for Additive Manufacturing" since the beginning of 2017. As partof the ProMat 3D funding program [BMBF17] of the BMBF, the consortium is developingmethodologies for the integration and application of AM in general and the specific Selective LaserMelting process in particular as well as various tools supporting the product development process.With the AM service providers Krause DiMaTec, Hirschvogel Tech Solutions, the researchinstitute DMRC of the Paderborn University and the development service provider EDAGEngineering, the consortium has high expertise regarding AM technologies and is supported byINTES in the field of software development for topology optimization and WP Kemper as anapplication partner in the field of food technology.14
As basis for the integration into companies, a generally applicable AM ProductDevelopment Process (AM-PDP), which is described in detail below, was developed. This processincludes various AM-specific methods, such as strategic part selection or integrated componentmarking as well as an overarching procedure within the development of AM parts and products. Inorder to ensure an implementation of this AM-PDP in the company and with this the integration ingeneral, a integration methodology was developed in addition to the process. The proceduredescribed in the following as well as the individual methods for integrating and applying additivemanufacturing into company follow the premise of a concrete challenge or a concrete need. Incontrast to the implementation due to strategic goals such as technological leadership, the decisivetarget value of the integration methodology is not only the technological but also the near-termeconomic success, which significantly increases the efficiency especially for SMEs (small andmedium-sized enterprises) with lower investment capital.Additive Manufacturing in the Context of Conventional Product DevelopmentAdditive manufacturing constitutes a completely new manufacturing technology. However,the AM-PDP does not have to be set up reference-less and from scratch. Industry standards andguidelines developed for traditional manufacturing processes, such as the VDI Guideline 2221 asa generally accepted standard procedure in design methodology [Wulf02] or the ISO 9000 seriesas an international standard for quality management, can also be applied to AM and used as a basis,particularly in the area of product development [VDI2221; stProcessingQualityAssuranceVDI 2221VDI 2222VDI 2235VDI 3405Selective Laser MeltingVDI 3405AM – Design GuidelinesVDI 3405AM – Work SafetyVDI 3600DIN 60300-3-3ISO 9000Figure 1: Distribution of guidelines and standards to different phases of the AM-PDP / source: authorThe VDI Guideline 2221 (“Methodology for developing and designing technical systemsand products”) defines the phase of product planning and development very precisely. Based onvarious procedural models in literature [FeGr13][Rode70][Roth00], it divides the phase into sevenindividual steps.15
Clarify and Define the TaskRequest List2Free Iterative ProcedureDetermine Functions and their Structure3Search for Solution Principles and their Structures4Divide into Realizable Modules5 6Design of the Entire Product(Originally: Develop Layout of Key Modules /Complete Overall arStructuresPreliminaryDraftOverall DesignPreparing Production and Operating DataFurther RealizationComponentDocumentationFulfillment and Adaption of Requirements1Figure 2: General procedure for development and construction / source: author according to [VDI 2221]This procedure applies to AM as to most other manufacturing technologies, since only thesequence is defined, but the scope and depth remain explicitly in the employee's competence.However, a minor adjustment is particularly useful due to the limitation of AM, its high potentialfor functional integration and the consequent design of monolithic components. Due to theincreasing proportion of automatically generated CAD data (e.g. topology optimization), thephases "Develop Layout of Key Modules" and "Complete Overall Layout" cannot be clearlyseparated. In the context of AM, a preliminary design is also becoming increasingly rare, as it isstrongly dependent on the computer-based generation of the geometry. For the PDP, the designphases are therefore combined, but the general idea of VDI Guideline 2221 remains unchanged.Important requirements of the guideline for the AM-PDP are:1.1 For process standardization it is necessary to define one or more specific productdevelopment processes as reference processes [VDI2221-2]1.2 Parallel work should be preferred to sequential work [VDI 2221][VDI2221-1]1.3 Information should be collected and made available as extensively as possible in order toachieve the highest possible transparency [VDI2221-1]1.4 Project reviews must be defined within the product development [VDI2221-1]1.5 Parallel to product development, a consistent cost management takes place, so that thecalculation can be adjusted in the event of product changes [VDI2221-2]1.6 Customers should be involved in the product development process on defined points[VDI2221-2]In addition to VDI Guideline 2221, the ISO 9000 series of standards is a global set ofinstruments for setting up a product development process. The series of standards defines qualitymanagement systems and task-independent standards that can also be applied to the developmentof the AM-PDP [IS0 9000]. In contrast to VDI 2221, ISO 9000 and in particular the ISO 9001 and16
9004 that are part of the series offer globally applicable rules which can be applied to every processstep and phase in the product development. Selected rules of this series are:2.1 The organization has to maintain documented information in order to support theexecution of its processes and to retain documented information [ISO9001]2.2 Customers and users must be involved in the development process [ISO9001]2.3 The top management should determine the relevant processes and manage them so thatthey function within a coherent system [ISO9004]2.4 The organization should monitor, analyze, evaluate and review the organization’sperformance [ISO9004]Further standards and guidelines from related areas which are helpful for the creation of agenerally applicable AM-PDP are the VDI guidelines 2222 ("Methodical development of solutionprinciples")[VDI 2222], 2235 ("Economic decisions in design") [VDI2235] and 3600 ("Processesand process orientation in production logistics on the example of the automotive industry")[VDI3600] as well as the DIN EN 60300-3-3 ("Dependability management - Part 3-3: Applicationguide - Life cycle costing") [DIN60300-3-3]. The following rules have been taken from theseguidelines for the design of the desired model:3.1 The development of a principle solution according to VDI 2221 is only necessary if noexact task is specified [VDI2222-1]3.2 During the design, cost control should be carried out after each technical specification toensure a short control loop [VDI2235].3.3 Individual processes must be designed with the target of short lead times, high quality andlow costs [VDI3600].3.4 A life cycle analysis should be realised in the early design phases [DIN60300-3-3].In addition to the established guidelines for traditional manufacturing, first guidelines forAM have recently been published or are currently being developed (e.g. VDI 3405, part 6.1, Draft,Published: 06/29/18). These mainly aim at the manufacturing process itself, but individualelements can be extracted very well and converted into rules. This allows a process flow to bederived, particularly in the area of post-processing:4.1 The integrated component marking is recommended to ensure traceability [VDI3405-3].4.2 Together with the components, tensile test specimens shall be prepared in accordance withDIN 50125 [VDI3405-2].4.3 For non-destructive testing of components, penetration testing (DIN EN 571-1, DIN ENISO 3452-1) and radiographic testing (X-ray regarding to DIN EN 444 and CT regardingto DIN EN 13068-3) are recommended [VDI3405-2].4.4 Used powder has to be collected to the highest possible extent and prepared for further use[VDI3405-6.1].4.5 Post-processing is carried out in the steps "transport", "cleaning of removed components","separation from the build platform", "removal of support structures", "blasting ofcomponents" and further traditional processing steps (e.g. machining, heat treatment)[VDI3405-6.1]17
New Product Development Process for Additive ManufacturingIn accordance with VDI Guideline 2221, part 2, reference processes were used to developthe generally applicable AM-PDP. The companies involved in the project and the DMRC havebeen using AM as manufacturing technology for many years and have thus already defined theirown procedures for AM product development. Within OptiAMix these were analysed, documentedand combined to form a consolidated overall process, which serves as a reference and basicframework for the general AM-PDP [Bue17]. Then the previously identified rules from guidelinesand standards were implemented into the reference process. For this purpose, the established ruleswere checked for their applicability for AM, adapted and integrated as further process steps ifnecessary (e.g. Life Cycle Analysis as a consequence of rule 3.4).DesignClarify andDefine theTaskMake or Buy &Part SelectionBuild-JobPreparationDetermineFunctionsand theirStructureManufacturingSearch forSolutionPrinciplesand vide intorealizablemodulesDesign ofthe urancePreparingProductionandOperatingDataPart MarkingContiniuous Cost ManagementFigure 3: Structure levels of the AM-PDP / source: authorIn a third step the process was analyzed with regard to the previously defined premise oftechnology integration based on a concrete challenge and extended by AM-specific elements. Thespecific challenge based on a specific product inevitably leads to the question of the place ofproduction and responsibility of the implementation and thus to the make or buy decision. For thispurpose, the "Make or Buy & Part Selection” process step was added to the overall process. Thestrategic analysis of one's own product portfolio for suitable component candidates contradicts atfirst glance the premise set out above. Although it can also be a logical consequence if the concretechallenge is not a specific product but the market or competitive situation. It can be a follow-upprocess if the make or buy evaluation results in insufficient machine utilization. In this case, it isuseful to look at other products to identify possible alternative products that increase utilization. Afurther consequence of the make or buy analysis is the necessary consideration of both in-houseproduction and outsourcing of production to a service provider. Both integration alternatives mustbe covered within the AM-PDP. Therefore, additional factors, in particular traceability and qualityassurance across company boundaries, are implemented in the process. These are “IntegratedComponent Marking” and “Continuous Component Documentation and Continuous Cost EfficientDesign”. The implementation of AM-specific elements is completed with the “Multi-objectiveOptimization”, developed within OptiAMix. The software solution developed by the partnerINTES will enable not only load-related optimization but also cost, post-processing andproduction-related optimization. The resulting design phase changes are taken into account andimplemented in the PEP at an early stage.18
The AM PDP in General1Product Plan Event GatewayActivityOptional /DocumentSpecificationsIterative tandards & Guidelines2Make or Buy& PartSelectionContinuous Component Documentation & Continuous Cost ManagementXClarify andDefine theTaskDetermineFunctions andtheir StructureSearch forActivePrinciples andtheir StructureXMerging tothe OptimalActiveStructureRating ofActivePrinciples &Cost ControlXSelection ofBest ActiveStructureRating ofActiveStructures &Cost ControlDerivation ofPossibleActiveStructuresStartDesignLife Optimization3Creation ofShapeDeterminationof BuildDirectionDetermination& Creation ofDesign SpaceDetermineMarkingSpecification& AreaDeterminationofOptimizationGoalSpecificationof Load CasesIntegration ofBoundaryConditionsOptimizationof llisionCheck12ProjectReviewEnd3Continuous CostManagementMake or Buy /Part SelectionMulti-objectiveOptimizationMarking4Part ign MarkingPartMarking 4Figure 4: The AM-PDP for the design phase / source: author19
The AM-PDP has been finalized for the phases "Design", "Data Preparation","Manufacturing Process", "Post Processing" and "Quality Assurance". Figure 4 above shows theprocess using the example of the design phase, built in adapted BPMN 2.0 (Business ProcessModelling and Notaton 2.0). BPMN 2.0 provides different elements for the construction ofprocesses. These are events (start and end of a process step), gateways (X, OR and XOR decisions),activities (process steps) and documents. In addition, optional, iterative and optional-iterativeactivities were introduced in OptiAMix to reduce the number of junctions and to make the overallprocess clearer. The AM-PDP starts with Make or Buy evaluation and strategic part selection (2).This is followed by the planning-intensive steps of VDI 2221 and, following the first "ProjectReview", the phase "Design of the Entire Product". This includes the first AM-specific step of partmarking and the process of multi-objective optimization (3). The entire process is completed withthe process sequence of part marking (4) as part of the seventh step of VDI 2221 and as initiationfor the data preparation (not shown in the figure). Parallel to the AM-PDP, the continuouscomponent documentation and the continuous cost efficient design are performed (1).Discussion of Specific Process Steps of the Additive Manufacturing PDPSection 1: Continuous Cost Efficient DesignCost Efficient Design may only be achieved if the overall part costs can be estimated in thedifferent iterative steps of the PDP. The knowledge about the process steps and the respective costdrivers are prerequisites to set up a specific costing model. The knowledge about the importanceof a cost driver is a significant aspect for the product design which is a viable option to understandthe relevant workflows and to extract the relevant information with the help of business processanalysis [VDI5610-1]. Cost Efficient Design and its methodologies should be embedded into asystematic Product Development framework as presented before in order to be efficient [Fisc08][EKH 07][PBF 07]. This implies that the discussed tools, which shall support a Cost EfficientDesign with the AM technology, also need to be embedded into an (existing) framework. Thereare no requirements to the type of structured process, which means that the discussed contents aresubject to be integrated into any well structured Product Development Process. This may be aprocess published by a standardization body, e.g. the VDI 2221, but as well a company dependentProduct Development framework or in this case the standard AM-process. To achieve the goal ofintegrating AM technologies and the developed concepts into the Product Development Process,the designers need exactly these structured ways to find economically feasible part candidates. Inaddition, tools need to be integrated in this structured process. This allows to estimate AM partcosts with the available information at a given point during the design and planning activities.Keeping this and the requirements in mind, a structured process needs to be reproducible,systematic and simple to execute. It should propose tools and needs to consider Lifecycle Costs.To achieve this aim, the framework is not only based on the three different methodologicalapproaches from the VDI 2221. The VDI 2235 guideline for economic decisions in design and theDIN EN 60300-3-3 shall also become a crucial part of the methodology. By this the designer shouldget the awareness of Lifecycle Costing and AM part costs during the design and planning phases.20
Figure 5: Combining different approaches framework enabling a Cost Efficient Design / source: [Lind18]The integration has several advantages for the selection of an appropriate product designand production technology. It supports the awareness about costs among the design engineers, a direct economical assessment of a given part / part candidate, a structured repeatable approach, which is viable for Cost Efficient Design, the consideration of Lifecycle Costs during the design process.StrategicPart SelectionSection 2: Part Selection & Make or BuyThe strategic part selection and the make or buyevaluation are inseparable elements with regard to theScreeningAM integration into existing companies. Following theof ProductPortfoliogiven premise of a concrete challenge, differentMarket /Competitortriggers can lead to the necessity of a more exactProductconsideration of AM and thereby influence theInspection
technology integration based on a concrete challenge and extended by AM-specific elements. The specific challenge based on a specific product inevitably leads to the question of the place of production and responsibility of the impl
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