1. The Future of Additive Manufacturing to Improve Naval Readiness
Anthony W. Dean, PhD
Jennifer G. Michaeli, PE, PhD
Sebastian Bawab, PhD
Michael Ploanco
Jonathan Ricci
James Lambeth
Carolyn Lambeth
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2. “It is my strong belief that 3D printing and advanced manufacturing are breakthrough technologies for our maintenance and logistics functions in the future.” - Vice Admiral Philip Cullom, Deputy Chief of Naval Operations for Fleet Readiness and Logistics
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3. What is Additive Manufacturing?
AM is the “process of joining materials to make objects from 3D model data, usually layer upon layer, as opposed to subtractive manufacturing methodologies” (ASTM International, 2012)
Shapes can be created not possible through traditional manufacturing techniques allowing for the development of more efficient and robust parts.
By printing parts on site, inventory and shipping costs can be reduced, and new or updated equipment can be digitally distributed, allowing for a more rapid response to the warfighters’ needs.
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4. Most Common Types of Additive Manufacturing
Material Extrusion
Vat polymerization
Material jetting
Binder jetting
Powder bed fusion
Sheet lamination
Direct energy deposition
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5. Where Additive Manufacturing is being used
Often referred to as:
Additive Manufacturing
3D Printing
Rapid Prototyping
Direct Digital Manufacturing
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6. Navy Specific Challenges
Harsh operating environments
Building parts that can survive operating environments
Printing quality parts in operating environments
Qualification and certification challenges
Safely and effectively utilize new materials and processes as they become available
Navy specifications and standards
Maintaining compliance to existing standards
Reviewing and updating old standards
Impact on lifecycle and acquisition for Naval platforms and components
Top picture: Metal part showing how AM can be used to produce complex geometries. This a cast parts and was built by Virginia Tech (CRADA).
Bottom picture: Ready Reserve Force crane ship SS Flickertail State off-loads cargo in Haiti
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7. Service model evolution Supply chain evolution
High impact on product
Product evolution
• Strategic imperative: Balance of
agility, innovation, and performance
• Value driver: Balance of efficiency,
risk, and time
• Key enabling AM capabilities:
– Customization to navy requirements
– Increased product functionality
– Market responsiveness/part
availability
– Zero cost of increased complexity
Service model evolution
• Strategic imperative: Agility and
innovation
• Value driver: Efficiency and risk
– Mass customization
– Manufacturing at point of use
– Supply chain disintermediation
– Deckplate empowerment
Stasis
• Strategic imperative: Performance
• Value driver: Efficiency
– Design and rapid prototyping
– Production and custom tooling
– Supplementary or “insurance”
capability
– Low rate production/no changeover
Supply chain evolution
• Value driver: Efficiency and time
focus
– Manufacturing closer to point
of use
– Responsiveness and flexibility
– Management of demand
uncertainty
– Reduction in required inventory
Strategic Drivers:
Performance
Innovation
Agility`
Value Creation:
Efficiency
Risk
Time
High impact on supply chain
Low impact on chain change
Performance—Accomplishing an objective
in a way that meets standards and effectively
resolves trade-off issues
Innovation—Activities and/or technologies
that eliminate existing performance trade-offs
to make desired outcomes possible
Agility—The level of flexibility required to
most effectively and efficiently achieve mission
Accomplishment
Efficiency—The timely accomplishment of
mission requirements with the minimum use
of resources
Risk—The likelihood that mission requirements
will be met
Time—The speed with which mission
requirements can be achieved
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Low impact on product
Adapted from “3D opportunity in the Department of Defense: Additive manufacturing fires, “ Deloitte University Press

8. How can AM help the warfighter?
AM has the capability to bring parts to the warfighter more quickly and cost effectively.
By printing parts on nearby military installations or eventually shipboard, inventory can be reduced and shipping costs can be nearly eliminated for many items.
Within days or hours of identifying a needed part, a model can be designed and uploaded to a database for printing, allowing for a more rapid response to the warfighters’ needs.
AM can save time, decrease cost, and reduce inventory for the U.S. Navy.
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9. Address Navy S&T focus area of Total Ownership Cost
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10. Operational Availability Maintenance Repair Overhaul
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11. Operational Availability Maintenance Repair Overhaul
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12. Current Navy Initiatives
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13. History of Print the Fleet
Print the Fleet began as a CNO’s Rapid Innovation Cell (CRIC) project dedicated to introducing AM to the Fleet
Sponsor: Navy Warfare Development Command (NWDC)
Technical Lead: NSWC Dahlgren (at CDSA Dam Neck)
USS ESSEX Lead: Naval Postgraduate Dental School
History of Print the Fleet
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14. Built non-critical parts for Fleet at shore and shipboard
Provided an opportunity to educate the naval community and build prototype non-critical parts for the Fleet
Accomplishments:
Conducted a series of workshops, including the Navy’s first “Maker Faire”
Built non-critical parts for Fleet at shore and shipboard
Collected user feedback to catalog warfighter needs
Worked with NAVSUP to develop a AM data repository (in process)
USS ESSEX (LHD-2): uPrint installation, building of AM parts, and training of sailors
Top right picture: Engineering talking to two Fleet members during one of the Print the Fleet workshops
Center picture (left): Oil reservoir cap designed to be printed aboard the USS ESSEX. The cap was printed aboard the ship, but the picture is one printed at CDSA.
Center picture (right): Ouija board pieces designed to be printed aboard the USS ESSEX. They were printed shipboard, but the picture shows ones printed at CDSA.
Bottom picture: Stratasys uPrint. This is the type of printer installed on the USS ESSEX.
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15. Print the Fleet Scope and Deliverables
The scope of this project included developing procedures for building parts, qualifying parts, delivering parts, and training non- engineers in the use of 3D printers.
NAVSUP partnered with NWDC and CDSA Dam Neck to identify printable parts and create a suitable infrastructure to host files and bring these parts from the engineer to the warfighter.
Feedback from all users will be recorded to continually improve processes and procedures.
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16. Successes: USS ESSEX (LHD 2)
A uPrint (desktop 3D printer) was used to test the feasibility of printing shipboard (dry docked).
This effort was led by NWDC, Naval Postgraduate Dental School, and the USS ESSEX (LHD 2).
Successes:
Installation and use of a 3D printer shipboard
Training of USS Essex sailors on CAD software and using the printer
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17. Example parts Oil Reservoir Cap Ouija Board Pieces
Modeled by USS Essex
Printed by CDSA Dam Neck
Ouija Board Pieces
Modeled by USS Essex Printed by CDSA Dam Neck
Bracket for Phone Jack Boxes
Modeled and printed by CDSA Dam Neck
Example parts
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18. Naval Engineering Education Center (NEEC) Project: Exploration of Additive Manufacturing for Naval Applications
Explores the benefits and limitations of additive manufacturing in naval applications, with the following specific objectives:
Gain knowledge on the Navy’s experience to date with 3D printing and their near, mid and long term goals;
Expose engineering students to 3D printing technology and capture the necessary “time to train” and learning curve associated with gaining proficiency with the technology as a benchmark for the Navy’s training needs;
Conduct an in-depth engineering and cost analysis of several shipboard systems to determine which components may be replaced with 3D printed parts;
Design and build these parts to conduct rigorous component-based testing and simulated-system testing to examine the durability and reliability of the 3D printed parts in comparison to the traditional parts;
Provide recommendations to the Navy regarding personnel training, shipboard system analysis and part identification; testing and qualification, and other lessons learned for additive manufacturing in Naval applications.
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20. Future Goals
CDSA Dam Neck’s location in Virginia Beach and ODU’s Norfolk location enables engineers to provide direct support to the Fleet in the Hampton Roads area.
This positions this team to work with over 20% of the Navy to develop a systematic approach to AM, and, through these efforts, pave the way for our warfighters to have 3D printing access.
Similar hubs can be set up around the world to provide support in additional locations.
In the future, it is expected that the warfighter will be able to print parts worldwide, including aboard ship while underway
Southeastern Virginia is home to more than 20% of the entire United States Navy!
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