Skip to main content

Additive manufacturing scenarios for distributed production of spare parts

Abstract

Spare parts manufacturing and in-time provision are complex activities for several industries. One of the decisions that need to be made on a spare parts production is related to the location of the production. The distributed manufacturing of spare parts in locations closer to the final user may have several advantages, such as reduced delivery lead times and reduced logistics costs. However, distributed manufacturing by the adoption of advanced manufacturing technologies raises challenges in terms of information exchange, communication, and control between the production sites. The connected industrial environment, brought by what has been called the 4th Industrial Revolution, might be the answer for this challenge. Therefore, the aim of this paper is to characterize centralization and independence levels between a central factory and a distributed production site for the manufacturing of spare parts leveraging additive manufacturing as main production process. Use cases have been developed with design and engineering—providing the product model—in Germany and the additive manufacturing (AM) site—providing the manufacturing structure and machines—in Brazil, together forming a distributed development and manufacturing network. Four implemented use cases demonstrate the evolution of the independence level between the central factory and the distributed site. The analyses focus on implications for work organization, network performance, and intellectual property protection. Results show that the connection, communication, and control brought by advanced manufacturing technologies and connected industrial environment to distributed manufacturing change the organizational structure of both sites creating a flexible focused factory with the production closer to the final client and the specialization centered at the central factory.

This is a preview of subscription content, access via your institution.

References

  1. 1.

    Anderl R (2015) Industrie 4.0—technological approaches, use cases, and implementation. Automatisierungstechnik 753–765:

  2. 2.

    Brettel M, Friederichsen N, Keller M, Rosenberg M (2014) How virtualization, decentralization and network building change the manufacturing landscape: an Industry 4.0 perspective. Int J Mech Aerospace. Ind Mechatronics Eng 8:37–44

    Google Scholar 

  3. 3.

    Ariss S, Raghunathan T, Kunnathar A (2000) Factors affecting the adoption of advanced manufacturing technology in small firms. S.A.M. Adv. Manag. J. 65:

  4. 4.

    Jonsson P (2000) An empirical taxonomy of advanced manufacturing technology. Int J Oper Prod Manag 20

  5. 5.

    Schroder R, Sohal A (1999) Organizational characteristics associated with AMT adoption: towards a contingency framework. Int J Oper Prod Manag 19

  6. 6.

    Kagermann H, Wahlster W, Helbig J (2013) Recommendations for implementing the strategic initiative INDUSTRIE 4.0. Final Rep Ind 40 WG 82.

  7. 7.

    Khajavi SH, Partanen J, Holmström J (2014) Additive manufacturing in the spare parts supply chain. Comput Ind 65:50–63. doi:10.1016/j.compind.2013.07.008

    Article  Google Scholar 

  8. 8.

    Schroder R, Sohal A (1999) Organizational characteristics associated with AMT adoption: towards a contingency framework. Int J Oper Prod Manag 19

  9. 9.

    CY B (2008) Modularity, transactions, and the boundaries of firms: a synthesis. Indust Corp Chang 17:155–196.

  10. 10.

    Zhou YM (2012) Designing for complexity: using divisions and hierarchy to manage complex tasks. Organ Sci 24:339–355. doi:10.1287/orsc.1120.0744

    Article  Google Scholar 

  11. 11.

    Aguiar LJ, Cavalcanti R, Furushio LH, et al (2015) Implementation of global Industrie 4.0 additive manufacturing scenarios. Darmstadt

  12. 12.

    Machado B.; Marim, G., Martins, P. A.; Ferreira, M. C.; Farah, K. C.; Gregório MG (2016) Implementation of global Industrie 4.0 quality control scenarios. Darmstadt

  13. 13.

    Handfield RB, Nichols EL (1999) Introduction to supply chain management. Prentice Hall, Upper Saddle River

    Google Scholar 

  14. 14.

    Noto La Diega S, Perrone G, Piacentini M (1996) Multiobjectives approach for process plan selection in IMS environment. CIRP Ann - Manuf Technol 45:471–474. doi:10.1016/S0007-8506(07)63104-7

    Article  Google Scholar 

  15. 15.

    Seuring S (2009) The product–relationship-matrix as framework for strategic supply chain design based on operations theory. Int J Prod Econ 120:221–232. doi:10.1016/j.ijpe.2008.07.021

    Article  Google Scholar 

  16. 16.

    Selldin E, Olhager J (2004) Supply chain management survey of Swedish manufacturing firms. Int J Prod Econ 89:353–361

    Article  MATH  Google Scholar 

  17. 17.

    Pesch MJ (1996) Defining and understanding the focused factory: a Delphi study. Prod Invent Manag J 37:32–36

    Google Scholar 

  18. 18.

    Hill T (2000) Manufacturing strategy—text and cases. McGraw-Hill, Boston

    Book  Google Scholar 

  19. 19.

    Parry TR (1997) Achieving balance in decentralization: a case study of education decentralization in Chile. World Dev 25:211–225. doi:10.1016/S0305-750X(96)00094-0

    Article  Google Scholar 

  20. 20.

    S. Schlund DM and OGWB (2014) Industrie 4.0 – Volkswirtschaftliches Potenzial für Deutschland. Bitkom - Berlin

  21. 21.

    Schmenner RW (2004) Service businesses and productivity. Decis Sci 35:333–347

    Article  Google Scholar 

  22. 22.

    Robsbawn E (1961) The age of revolution. Foreign Aff an Am Q Rev. doi:10.2307/2145914

    Google Scholar 

  23. 23.

    Durão LFCS, Christ A, Anderl R, et al (2016) Distributed manufacturing of spare parts based on additive manufacturing: use cases and technical aspects. 49 CIRP C.

  24. 24.

    Ariss S, Raghunathan T, Kunnathar A (2000) Factors affecting the adoption of advanced manufacturing technology in small firms. S.A.M. Adv. Manag. J.

    Google Scholar 

  25. 25.

    Sun H (2000) Current and future patterns of using advanced manufacturing technologies. Technovation

    Google Scholar 

  26. 26.

    Boyer K, Pagell M (2000) Measurement issues in empirical research: improving methods of operations strategy and advanced manufacturing technology. J Oper Manag 18

  27. 27.

    Kotha S (1991) Strategy, manufacturing structure and advanced manufacturing technology. Natl. Conf. Acad, Manag

    Google Scholar 

  28. 28.

    Kotha S, Swamidass P (2000) Strategy, advance manufacturing technology and performance: empirical evidence from U.S. manufacturing firms. J. Oper. Manag.

  29. 29.

    Small M, Yasin M (2000) Human factors in the adoption and performance of advanced manufacturing technology in unionized firms. Ind Manag Data Syst:100

  30. 30.

    Zammuto R, O’Connor E (1992) Gaining advanced manufacturing technologies benefits the roles of organization design and culture. Acad Manag Rev 17

  31. 31.

    Slack N, Lewis M (2001) Operations strategy: reconciling market requirements and operations resources. Prentice Hall

    Google Scholar 

  32. 32.

    Rommel S, Fischer A (2013) Additive manufacturing—a growing possibility to lighten the burden of spare parts supply. Digit. Prod. Process Dev. Syst, In, pp 112–123

    Google Scholar 

  33. 33.

    Mançanares CG, de S. Zancul E, Cavalcante da Silva J, Cauchick Miguel P a. (2015) Additive manufacturing process selection based on parts’ selection criteria. Int J Adv Manuf Technol. doi:10.1007/s00170-015-7092-4

  34. 34.

    Gebhardt A (2011) Understanding additive manufacturing: rapid prototyping, rapid tooling. Hanser, Rapid Manufacturing

    Book  Google Scholar 

  35. 35.

    Petrovic V, Vicente Haro Gonzalez J, Jordá Ferrando O et al (2011) Additive layered manufacturing: sectors of industrial application shown through case studies. Int J Prod Res 49:1061–1079. doi:10.1080/00207540903479786

    Article  Google Scholar 

  36. 36.

    Grimm M, Christ A, Anderl R (2015) Distributed additive manufacturing—concept for the application of JT (ISO 14306) as downstream process format. ASME 2015 Int. Des. Eng. Tech. Conf. Comput. Inf. Eng. Conf.

  37. 37.

    Dewar R, Hage J (1978) Size, technology, complexity, and structural differentiation: toward a theoretical synthesis. Admin Sci Quart 23:111–136

    Article  Google Scholar 

  38. 38.

    Becker GSMK (1992) The division of labor, coordination costs, and knowledge. Quart J Econ 107:1137–1160

    Article  Google Scholar 

  39. 39.

    Boyer K, Leong GK, Ward P, Krajewski L (1997) Unlocking the potential of advanced manufacturing technologies. J Oper Manag 15:331–347

    Article  Google Scholar 

  40. 40.

    Schroder R, Sohal AS (1999) Organisational characteristics associated with AMT adoption: towards a contingency framework. Int J Oper Prod Manag 19:1270–1291. doi:10.1108/01443579910294237

    Article  Google Scholar 

  41. 41.

    Metternich J, Abele E (2015) Process Learning Factory http://www.prozesslernfabrik.de/

Download references

Author information

Affiliations

Authors

Corresponding author

Correspondence to Eduardo Zancul.

Rights and permissions

Reprints and Permissions

About this article

Verify currency and authenticity via CrossMark

Cite this article

Durão, L.F.C.S., Christ, A., Zancul, E. et al. Additive manufacturing scenarios for distributed production of spare parts. Int J Adv Manuf Technol 93, 869–880 (2017). https://doi.org/10.1007/s00170-017-0555-z

Download citation

Keywords

  • Distributed manufacturing
  • Additive manufacturing
  • Advanced manufacturing
  • Industrie 4.0
  • Spare parts
  • Organizational structure