Future of Additive Manufacturing and smart materials

Transcription

1 Future of Additive Manufacturing and smart materials Jeppe Byskov, Head of Additive Danish Technological Institute (DTI)

2 Additive Manufacturing additive manufacturing (AM), n process of joining materials to make objects from 3D model data, usually layer upon layer, as opposed to subtractive manufacturing methodologies

3 Additive Manufacturing Source: GE Source: The Economist Source: BMW

4 DTI: Additive Manufacturing since 1989 Consultancy, Training, Production, QA, Tech transfer Numerous costumer AM production cases R&D project participation (DK + EU, eg. RepAir) Flexible production with fast adaption of new materials and new geometries. 5 Printing technologies Strong competences in AM postprocessing

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7 Recent DTI projects on AM Numerous EU and national projects on AM and smart materials Compolight (EU-FP7) Repair (EU-FP7) Nanomaster (EU-FP7) MAKE-IT (EU-H2020) AMable (EU-H2020) F-MAT (DK) AM-LINE (DK)

8 AM-LINE 4.0 Numerous R&D + Industry tasks 4 main activities: Full scale metal AM production line Digital Twin of production Line Building solid AM business cases Danish AM Community

9 It is your idea Additively Manufacturable? Services offering: Digital Services for SMEs and midcaps Three distinct platforms provide collated knowledge On demand access to individual service modules Entry from idea to suitable development stage Tutor directs the experiment partner through the services arena This project has received funding from the European Union s Seventh Framework Programme for research, technological development and demonstration under grant agreement no This document and the information contained are property of the AMable consortium coordinated by Fraunhofer ILT and shall not be copied or disclosed to any third party without prior written authorization.

10 AMable Digital Additive Manufacturing Innovation Hub Core Consortium Digital Design for Additive Competence Centres Data Management Business Analysis and Consultancy Innovation Training This project has received funding from the European Union s Seventh Framework Programme for research, technological development and demonstration under grant agreement no This document and the information contained are property of the AMable consortium coordinated by Fraunhofer ILT and shall not be copied or disclosed to any third party without prior written authorization. Seit e 10

11 Input from Danish industry Werner Stapela Danfoss Global Head of Additive Design and Manufacturing This project has received funding from the European Union s Seventh Framework Programme for research, technological development and demonstration under grant agreement no This document and the information contained are property of the AMable consortium coordinated by Fraunhofer ILT and shall not be copied or disclosed to any third party without prior written authorization.

12 RTO INNOVATION SUMMIT, Brussels, November 2018 Werner Stapela Global Head of Additive Design and Manufacturing

13 Key facts 26,645 Employees USA, CHINA AND GERMANY Top three markets WORLDWIDE SALES in more than 100 countries PRIVATELY HELD Ownership 72 FACTORIES in more than 20 countries NORDBORG, DENMARK Headquarters 5,8 Billion Revenue in 4 segment Segments: Cooling, Heating, Power Solutions, Drives RTO INNOVATION SUMMIT, 13 Brussels, November 2018

14 Danfoss Business segments DANFOSS POWER SOLUTIONS DANFOSS COOLING DANFOSS DRIVES DANFOSS HEATING #2 Market position #1 Market position #2 Market position #1 Market position 32% of Group net sales 27% of Group net sales 24% of Group net sales 17% of Group net sales 6,815 employees 22 factories in 11 countries 13.9bn DKK sales / 1.9bn EUR 6,396 employees 13 factories in 10 countries 11.9bn DKK sales / 1.6bn EUR 4,652 employees 11 factories in 7 countries 10.3bn DKK sales / 1.4bn EUR 5,339 employees 26 factories in 12 countries 7.3bn DKK sales / 1.0bn EUR RTO INNOVATION SUMMIT, 14 Brussels, November 2018

15 Danfoss Situation, complication degree, strategy t Low investment, low skillshigh investment, high skills Rapid Prototyping Rapid Tooling End Component Manufacture (includes redesigned existing, new and spares components) Estimated usage: 90-95% Plastic 5-10% Metal Invest in: -Capacity (70 printers deployed throughout Danfoss) -Range of 5 technologies Estimated usage: 60-70% Plastic 30-40% Metal Invest in: -Some capacity -Training local ADM champions Estimated usage: 10-20% Plastic 80-90% Metal Invest in: -Training for ADM design (625 people over 3 levels per year) -Skills development R & D Easy to do, easy to manage, long Danfoss history Manufacturing Operations (SC) Easy to do, hard to recognize, limited Danfoss history End Parts (Design & Manufacture at extended arm partners [initially]) Difficult to think Difficult to execute RTO INNOVATION SUMMIT, 15 Brussels, November 2018

16 Danfoss (and industry s?) perspective: what role should RTO s play in AM to complement industry? Research Industry relevant themes, where close associations exist to specific industries, targeted at those industries (and/or industries the RTO wishes to target) Education Targeted at the AM industry s needs, notably design + business models (university level) and design and operations (technical college level). NOT just superficial workshops. This especially relevant where close bonds exist between RTO and local universities/colleges Extended Arm Partners Many industries will not invest in (especially metals) HW until the need in terms of applications and volume is apparent. Innovation (technical, business model) What will the AM (and generally digital) business models of the future look like? (How) does the value chain change in specific industries? RTO INNOVATION SUMMIT, 16 Brussels, November 2018

17 Danfoss (and industry s?) perspective: what pitfalls should RTOs avoid to optimize co-operation with industry? Co-ordinate with one another regarding education, research, and resources (avoid duplication where possible). Examples: -doing research on exactly the same topic, e.g. material properties of Tixxxx. -benchmarking HW in which other RTO s already have much benchmarking know-how (because of owned/tested machines) Define and execute specific specializations (geographic, industry, ect.). Examples: -define what your target audience (outputs) will be, based on your national structure. -define where your target inputs will come from, based on your national structure and international network. Consider the interest position and stance of the industrial partners and other RTO s. Examples: -specific industry partners usually have a commercial interest, how does that dovetail/clash with interests of industry in general, how with interests of (other) RTOs? RTO INNOVATION SUMMIT, 17 Brussels, November 2018

18 Q & A Contact: DTI, Jeppe Skinnerup Byskov jpbn@teknologisk.dk Danfoss A/S, Werner Stapela werner.stapela@danfoss.com

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