Metals are the fastest-growing segment of 3D printing, with printer sales growing at 48% and material sales growing at 32%, writes RACHEL GORDON, Technology Analyst at IDTechEx
Plastic 3D printing has its place in prototyping and education, but 3D printing in metal is being used to manufacture parts in a wide variety of industries. Metals are the fastest-growing segment of 3D printing, with printer sales growing at 48% and material sales growing at 32%, according to the brand new IDTechEx report 3D Printing of Metals 2015-2025.
Adoption by high-value low-volume industries
Because of the current speed, size and cost limitations, the high value, low volume industries such as aerospace and biomedical, have been the earliest adopters. GE Aviation are investing $3.5bn in new plant to house EOS M-280 printers to print 100,000 fuel nozzles by 2020. Arcam claim their 3D printers had been used to manufacture over 50,000 orthopaedic implants so far. Both these industries demand titanium alloys, giving them a market share of 31% by volume. Aerospace is also heavily investing in cobalt alloys, nickel alloys and aluminium alloys.
Jewellers are also early adaptors of SLM technologies. There are many reasons jewellers are able to quickly adopt the technology; there are no qualifying standards for jewellery; jewellery designers are already good at CAD; they are used to subcontracting; they are skilled in finishing and polishing; they used to making bespoke items; and they crave design freedom and unusual designs. The jewellery industry is driving 3D printing in precious metals, with gold powder having a 49% market share by revenue.
More and more industries are adopting 3D printing
Dental suppliers, Argen Digital, offers metal substructures to make copings and bridges with the same properties as cast parts. Siemens are producing blades for gas turbines for power generation. NASA have said that they intend to 3D print 80-100% of their rocket engines in the future.
Wide range of technologies, alloys and applications
3D Printing of Metals 2015-2025 (www.IDTechEx.com/3dmetals) covers the full range of metal 3D printing equipment including selective laser melting, electron beam melting, blown powder, metal + binder, welding and other emerging technologies…using a wide range of precious metals and engineering alloys including aluminium, cobalt alloys, nickel alloys, steels, nitinol, gold, platinum and many more…in a variety of industries including aerospace, automotive, dental, jewellery, oil and gas, orthopaedics, printed electronics and tooling.
Worldwide forecasts of equipment and materials to 2025
The report includes a very detailed breakdown by company and technology of the worldwide 3D printer sales during 2014 and installed base at the end of 2014. The properties of all commercially available 3D metal printers are mapped by speed, volume, precision, and price. Powder shipments in 2014 by volume and revenue are detailed. Forecasts to 2025 are for the total installed base, printer shipments each year, printer prices, revenue from printer sales, and metal powder sales split by volume and revenue.
The information has been gathered by IDTechEx analysts from 29 formal interviews (included as profiles) and many informal conversations, since we started tracking the 3D printing market. However, this is the first time all the information on equipment, materials and applications related to metal 3D printing has been clearly displayed in one report.
This report is valuable to anyone involved in equipment or materials for metal 3D printing, developing the technology for new applications or concerned about the impact on the aerospace, automotive, dental, jewellery, oil and gas, orthopaedics, printed electronics, tooling and general engineering industries.
Gadget goes to Hollywood
Gadget visited the Netflix studios last week. In the first of a series, ARTHUR GOLDSTUCK talks to CEO Reed Hastings.
Netflix CEO Reed Hastings is no stranger to Africa. He has travelled throughout South Africa, taught maths in Swaziland for two years with the Peace Corps, and visits close family in Maputo. As a result, he is keenly aware of the South African entertainment and connectivity landscape.
In an exclusive interview at the Netflix studios in Hollywood, Los Angeles, last week, he revealed that Netflix had no intentions of challenging MultiChoice’s dominance of live sports broadcasting on the continent.
“Other firms will do sport and news; we are trying to focus on movies and TV shows,” he said. “There are a lot of areas that are video that we are not doing: sports, news, video gaming, user-generated content. We don’t have live sport.
“We’re not replacing MultiChoice at all. Their subscriber growth is steady in South Africa. They serve a need that’s independent of the Internet, via low-price satellite. There is no intention of capturing that audience. If they’re growing, it’s because they serve a need.”
While Reed ruled out any collaboration with MultiChoice on its satellite delivery platform, despite its collaboration with another pay-TV service, Sky TV in the United Kingdom, he did not close the door. He stressed that Netflix saw itself as an Internet-based service, and would pursue the opportunities offered by evolving broadband in Africa.
“If you look in other markets like the USA, how Comcast carries us on set-top boxes with their other services, it could happen with MultiChoice, the same as with all the pay-TV providers.
“We’re really focused on being a service over the Internet and not over satellite. Our service doesn’t work on satellite. Where we work with Sky is on Internet-connected devices. We’re happy to work on Internet-connected devices. We tend to work on smart TVs, but need broadband Internet for that.
“Broadband is getting faster in Nigeria, Tanzania, Kenya and South Africa – we can see the positive trendlines – so it’s more likely we will work with broadband Internet companies.”
Hastings is a firm believer in the idea that one content provider’s success does not depend on pushing another down.
“HBO has grown at the same time as we have, so can see our success doesn’t determine their success. What matters is amazing content with which the world falls in love.”
Click here to read about Netflix’s international expansion, and how the streaming service selects content for its platform.
Take these 5 steps to digital
By MARK WALKER, Associate Vice President for Sub-Saharan Africa at IDC Middle East, Africa and Turkey.
Digital transformation isn’t a buzz word because it sounds nice and looks good on the business CV. It is fundamental to long-term business success. IDC anticipates that 75% of enterprises will be on the path to digital transformation by 2027.
However, digital transformation is not a process that ticks a box and moves to the next item on the agenda – it is defined by the organisation’s shift towards a digitally empowered infrastructure and employee. It is an evolution across system, infrastructure, process, individual and leadership and should follow clear pathways to ensure sustainable success.
The nature of the enterprise has changed completely with the influence of digital, cloud and the Fourth Industrial Revolution (4IR), and success is reliant on strategic change.
There is a lot more ownership and transparency throughout the organisation and there is a responsibility that comes with that – employees want access to information, there has to be speed in knowledge, transactions and engagement,” he adds. “To ensure that the organisation evolves alongside digital and demand, it has to follow five very clear pathways to long-term, achievable success.
The first of these is to evaluate where the enterprise sits right now in terms of its digital journey. This will differ by organisation size and industry, as well as its reliance on technology. A smaller organisation that only needs a basic accounting function or the internet for email will have far different considerations to a small organisation that requires high-end technology to manage hedge funds or drive cloud solutions. The same comparisons apply to the enterprise-level organisation. The mining sector will have a completely different sub-set of technology requirements and infrastructure limitations to the retail or finance sectors.
Ultimately, every organisation, regardless of size or industry, is reliant on technology to grow or deliver customer service, but their digital transformation requirements are different. To ensure that investment into artificial intelligence (AI), machine learning, knowledge engines, automation and connectivity are accurately placed within the business and know exactly where the business is going.
The second step is to examine what the business wants to achieve. Again, the goals of the organisation over the long and short term will be entirely sector dependent, but it is essential that it examine what the competitive environment looks like and what influences customer expectations. This understanding will allow for the business to hone its digital requirements accordingly.
The third step is to match expectations to reality. You need to see how you can move your digital transformation strategy forward and what areas require prioritisation, what funding models will support your digital aspirations, and how this tie into what the market wants. Ultimately, every step of the process has to be prioritised to ensure
The fourth step is to look at the operational side of the process. This is as critical as any other aspect of the transformation strategy as it maps budget to skills to infrastructure in such a way as to ensure that any project delivers return on investment. Budget and funding are always top of mind when it comes to digital transformation – these are understandably key issues for the business. How will it benefit from the investment? How will it influence the customer experience? What impact will this have on the ongoing bottom line? These questions tie neatly into the fifth step in the process – the feedback loop.
This is often the forgotten step, but it is the most important. The feedback loop is critical to ensuring that the digital transformation process is achieving the right results, that the right metrics are in place, and that the needle is moving in the right direction. It is within this feedback loop that the organisation can consistently refine the process to ensure that it moves to each successive step with the right metrics in place.
There is also one final element that every organisation should have in place throughout its digital evolution. An element that many overlook – engagement. There must be a real desire to change, from the top of the organisation right down to the bottom, and an understanding of what it means to undertake this change and why it is essential. This is why this will be a key discussion at the 2019 IDC South Africa CIO Summit taking place in April this year. With this in place, the five steps to digital transformation will make sense and deliver the right results.