May 16, 2020

HP deems the US as the leader of additive manufacturing

HP
3D Printing
Additive Manufacturing
A. T. Kearney
Sophie Chapman
2 min
HP and A. T. Kearney review 3D printing progression across the world
According to a recent study conducted by A. T. Kearney, the consultancy firm, announced the US as the leader in additive manufacturing.

The study, whic...

According to a recent study conducted by A. T. Kearney, the consultancy firm, announced the US as the leader in additive manufacturing.

The study, which was commissioned by HP Inc, found that it terms of 3D printing adoption, the US ranked first, followed by Germany.

Korea placed third, with Japan fourth, and the UK fifth, based on “a country’s governance, capabilities, and economic assets support the adoption of 3D printing” the report reads.

3D printing dominated how the firms ranked the nations, accounting for 50% of the country’s total score.

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The following categories each made up 10% of the score: Trade, Governance, Demand, People, and Technology.

Singapore, Canada, Sweden, France, and Australia, were the remaining countries that ranked in the “Leaders” group, in that order.

The following groups were deemed “Challengers” – who still have the opportunity to capitalise on the industry – and “Followers” – who have just entered the sector.

China ranked number one in the Challengers category, placing it 11th overall, whilst Indonesia is leading the Followers, placing 21st in the total table.

The report also ranks the fastest growing markets for additive manufacturing, with South Korea ranking first, followed by Italy and the UK.

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May 12, 2021

Gartner: Leaders Lack Skilled Smart Manufacturing Workers

SmartManufacturing
DigitalTransformation
DigitalFactory
ConnectedFactory
2 min
57% of manufacturing leaders feel that their organisations lack the skilled workers needed to support smart manufacturing digitalisation

With organisations rapidly adopting industry 4.0 capabilities to increase productivity, efficiency, transparency, and quality as well as reduce cost, manufacturers “are under pressure to bring their workforce into the 21st century,” says Gartner.

While more connected factory workers are leveraging digital tools and data management techniques to improve decision accuracy, increase knowledge and lessen variability, 57% of manufacturing leaders feel that their organisations lack the skilled workers needed to support their smart manufacturing digitalisation plans.

“Our survey revealed that manufacturers are currently going through a difficult phase in their digitisation journey toward smart manufacturing,” said Simon Jacobson, Vice President analyst, Gartner Supply Chain practice.

“They accept that changing from a break-fix mentality and culture to a data-driven workforce is a must. However, intuition, efficiency and engagement cannot be sacrificed. New workers might be tech-savvy but lack access to best practices and know-how — and tenured workers might have the knowledge, but not the digital skills. A truly connected factory worker in a smart manufacturing environment needs both.”

Change Management

Surveying 439 respondents from North America, Western Europe and APAC, Gartner found that “organisational complexity, integration and process reengineering are the most prevalent challenges for executing smart manufacturing initiatives.” Combined they represent “the largest change management obstacle [for manufacturers],” adds Gartner.

“It’s interesting to see that leadership commitment is frequently cited as not being a challenge. Across all respondents, 83% agree that their leadership understands and accepts the need to invest in smart manufacturing. However, it does not reflect whether or not the majority of leaders understand the magnitude of change in front of them – regarding technology, as well as talent,” added Jacobson.

Technology and People

While the value and opportunities smart manufacturing can provide an organisation is being recognised, introducing technology alone isn’t enough. Gartner emphasises the importance of evolving factory workers alongside the technology, ensuring that they are on board in order for the change to be successful.

“The most immediate action is for organisations to realize that this is more than digitisation. It requires synchronising activities for capability building, capability enablement and empowering people. Taking a ‘how to improve a day in the life’ approach will increase engagement, continuous learning and ultimately foster a pull-based approach that will attract tenured workers. They are the best points of contact to identify the best starting points for automation and the required data and digital tools for better decision-making,” said Jacobson.

Long term, “it is important to establish a data-driven culture in manufacturing operations that is rooted in governance and training - without stifling employee creativity and ingenuity,” concluded Gartner.

Discover Gartner's Five Best Practices for Post COVID-19 Innovation' in manufacturing.

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