Additive manufacturing technology integration: an operational capability perspective

Purpose Manufacturing companies still struggle to integrate additive manufacturing (AM) technologies with existing traditional manufacturing technologies. This paper explores AM technology integration into a global manufacturing company from an operational capability perspective. Design/methodology/approach The research was conducted using a single case study in collaboration with a global heavy-duty vehicle manufacturer. Data were collected through a focus group and interviews representing management and engineering roles. Additional data were collected from meetings, company documents, field notes and observations. Subsequently, the collected data were analyzed thematically. Findings The findings reveal that, despite the company embarking on its AM technology integration journey, it encountered challenges, including cognitive fixation, manufacturing fixation, situational awareness, ambiguous ownership and the make-or-buy dilemma. Furthermore, the findings showed that the company developed operational capabilities – such as developing proficiency in AM know-how, continuous use of AM technology, operational practices for AM technology, cross-collaboration for AM initiatives and business cases for AM technology – to address these challenges. A facilitation model was developed, outlining essential actions prioritized for the short-term, mid-term and long-term. These actions leverage the operational capabilities to address challenges in AM technology integration. Originality/value This paper offers an in-depth exploration of AM technology integration in a global heavy-duty vehicle manufacturer. It introduces a novel application of operational capability theory and proposes a facilitation model for managers and academics in pursuit of achieving AM technology integration.