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The service bureaus that grew in lockstep with 3D printing’s early rise in popularity have largely evolved into one-stop shops for a variety of machined, fabricated, plastic-injection molded, and of course 3D-printed parts.

It has become far too rare for manufacturers’ visions of an IIoT-fueled utopia to survive contact with reality. A Cisco survey finds that nearly 75 percent of Industrial Internet of Things (IIoT) projects are failing.

Peter Drucker, known as the father of modern management, was quoted in a 2006 article in Forbes as saying, “Because the purpose of business is to create a customer, the business enterprise has two—and only two—basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are costs.”

As businesses across the globe are returning to work amid the COVID-19 pandemic, many manufacturers are reconsidering policies and procedures to ensure worker safety and adhere to new regulations in the post-pandemic environment.

While the manufacturing sector generates large amounts of data, relatively few companies have fully harnessed that data to improve operational efficiencies.

If you were to rebuild your manufacturing business today, would you build it in the same way, or would you shape it differently to address new challenges and future innovations?

To a discrete manufacturer, process manufacturing is odd territory indeed. It’s a world in which textiles, pharmaceuticals, chemicals, plastics, and food and beverage are produced en masse.

After three years of work, military researchers are near the end of a project to find a faster, cheaper way to make tools for large aerospace parts like skins for wings and fuselages.

In an announcement orchestrated from Barcelona, California-based HP in June announced an expansion of its 3D printing business.

Today’s job shops can distinguish themselves from competitors by adding deep hole drilling/gundrilling to their offerings. But complex, custom-built machines require more floor space and a bigger investment.