Reviewed and verified model of LCC-driven DfAM

Certain steps are necessary to successfully adopt metal AM/L-PBF, regardless of the level of entry or mode of application. Companies need to consider the overall benefits of an assembly if the component is intended for larger machine assembly. This will help in deciding whether using metal AM/L-PBF will be useful to the total functionality of the machine. The developed LCC-driven DfAM model was modified to cater for industrial considerations using a step-by-step approach. The aim was to refine the final model to include specific industrial expectations. A first and second revision was carried out to analyse the suitability of the developed LCC-driven DfAM model (see Appendix O). The emphasis was on the product design and the overall benefit of simulation-driven DfAM along with the various LC phases. The verified and validated LCC-driven DfAM and the potential benefits for metal AM/L-PBF are illustrated in Figure 4.9.

Figure 4.9: Representation of revised-driven DfAM model based on industrial validation.

As can be seen from Figure 4.9, simulation-driven DfAM can be used to control both the design and build phases in the LC of metal L-PBF components. The industrially modified LCC-driven model (shown in green area) included a detailed product design relating to simulation-driven DfAM (shown in orange area) in controlling the overall costs. Digital software can be used to design optimised components with increased functionality, added value and reduced costs throughout the LC if it is correctly implemented. The identified benefits of the design system (designing and manufacturing) to improved functionality and efficiency (shown in Figure 4.9, green lines). These improvements can also result in optimising other components designs of a larger system. The reality of controlling energy, weight, time, raw material and cost efficiency is attainable with proper adoption planning.

The implementation of L-PBF and other AM subcategories must be considered in terms of four main value-added benefits. Firstly, the aim should be to optimise the design and to consolidate parts to reduce part count. Secondly, the aim should be to achieve customised and lightweight components. Thirdly, the aim should be to make complex components where using a conventional method may be uneconomical and technologically impossible. Fourthly, the aim should be to create more efficient designs with swift manufacturing, reduced manufacturing steps, extended service life, cost-efficiency, as well as reduce waste and emissions. The developed model is expected to serve as a guide to help make informed choices for decision-making in other AM methods.

The benefits and risks of metal AM/L-PBF can be case-specific. Thus, two manufacturing proposition scenarios were considered following VCA and SWOT analyses (see Appendices P and Q), respectively. The three aspects of sustainability can be considered in all activities of the VCA. Companies that outsource production and design to service providers may do so to the detriment of sustainable goals and data security. This is more likely to happen in companies that outsource part of their core activities compared to companies that handle all their core activities. Subcontracting companies may not be committed to sustainable manufacturing strategies. Companies that use such a business strategy must ensure that their service providers operate to a certain level of internally set CSR goals in compliance with the SDGs. A SWOT analysis can help gain a better understanding of how metal AM/L-PBF may be used to generate the most optimal competitive advantage and reduce the negative impact for companies and customers (end users). Strengths and weaknesses must be considered internally whilst opportunities and threats are externally analysed.

Strengthen advantages and take measures to reduce weaknesses

Establishing internal working mechanisms and defining the responsibility of the respective departments such as development and design teams, purchasing office and management, can enhance adoption. Strategic measures must be taken to ensure that the planned objectives are met by appropriating and strengthening supervision. Companies must take positive measures to eliminate weaknesses. Internal weaknesses can be

overcome by taking proactive measures. Continuous investment in resource-efficient, education, training in process-specific technologies and good strategic communication (see Appendix R) can be used to turn weaknesses into strengths. Strengthening cooperation with stakeholders and service providers can provide a healthy working environment for continuous growth. Optimising any of these can potentially improve operational efficiency and reduce costs. Operational efficiency is a primary metric that measures the efficiency of output profits in relation to the expended inputs.

Identify the opportunities and take measures to reduce threats

AM companies are expected to grow beyond their current capabilities. Companies can take initiatives to benefit from pre-emptive opportunities. Forecasting and planning to meet future demands will give companies a competitive edge, as well as increase their technological and industrial advantages and provide opportunities to excel in future markets. Forward-thinking scenarios can be used by companies to create future business cases and potential solutions. This will provide swift solutions to problems when they become a reality. The mapping of prospective customers and markets can help provide information that could promote future designs and material development. The current customer segment might be diverse, thereby increasing the logistics chain. Proactive measures for future expansion as the technology matures to become part of mainstream manufacturing can help in swiftly responding to such anticipated and inevitable changes.