Consequences for Promatrix
In this chapter the internal and external consequences will be explained for Promatrix. Following these consequences the steps Promatrix has to take in order to succesfully implement Additive Manufacturing (Selective Laser Melting).
Internal:
Production:
The switch of
production method from CNC-milling to Selective Laser Melting will change the machines
in the machine park of Promatrix. The thirteen currently owned CNC-machines
will have to be replaced SLM®280 Production Series Selective Laser Melting machines
from SLM solutions. Furthermore, the current employees will have to be trained
to understand and be able to operate the new machines and this new technology.
Maintenance:
If the switch will be made from CNC to SLM there is no need for a big
inspection of the machine. The only further maintenance needed is the upkeeping
of the machine.
Engineering:
The switch
to Selective Laser Melting into the core business of Promatrix will have a relatively
low impact on the engineering-process it currently maintains. Despite increasing
the geometrical freedom in the design of the product, which can increase its workload.
This extra workload is fully in hands of the customer, thereby not affecting Promatrix.
Supply
chain management:
The supply
chain will not be affected much when Promatrix changes from CNC to SLM. The
biggest change is that they need to have aluminium powder instead of blocks. So,
they need new suppliers and space for inventory. The customers who are not attached
to quality will not notice a change, however the customers who value quality
will notice a change since the mechanical characteristics will change.
External:
Stakeholder analysis:
1. The power of the suppliers is high
because the aluminium they deliver is essential for the production process of Promatrix.
The interest however is limited because the supplier of Promatrix has multiple
customers which makes them less liable of Promatrix. Thus, the suppliers should
be kept satisfied, as can be seen in the stakeholder-matrix. To keep the
suppliers satisfied, Promatrix should thus make sure that they keep the current
supplier informed on the upcoming changes and mentioning to the new supplier
the status of the implementation of the new production method.
2. The power and interest of the customers
is high. They determine the criteria the product has to meet which has a big
influence on the qualified production process. If we look at the customers in
the stakeholder-matrix they can be seen as a stakeholder that will have to be managed
closely. The quality of the mold needs to stay the same or undertake minimal
change in order to keep the customers satisfied.
3.
The power of the competitors is low and the
interest is low. It is important for Promatrix to know what their competitors are
up to. However, they do not have a big influence on whether Promatrix switches
to SLM or not. In the stakeholder-matrix this corresponds with monitoring of
the stakeholders
4. The power and interest are both high
for the employees. Thus, it is important to manage them closely. The changing in
the production process will have a high influence on the day-to-day activities
of all the employees. To minimize the resistance there needs to be a change
plan made.
All the important stakeholders are shown clearly in figure 1.
Figure 1: Stakeholder-matrix
Influence on strategy:
If
Promatrix would make the switch to SLM printing. They would have to undergo the
following changes:
They
would have to keep their suppliers posted about the upcoming change and investigate
whether they can continue with the same supplier or if they are in need for new
ones for the aluminium powder.
Furthermore,
their customers would have to deal with a decrease of mechanical
characteristics. So Promatrix might have to start prioritizing a new type of
customer.
On top
of this Promatrix would have to teach their employees this new way of working
and find something to make their work less monotone to keep their employees
satisfied.
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