Penn United Technologies: additive manufacturing at the service of a consolidated vertical integration
The US company has integrated nine metal powder laser fusion 3D printers into its production, combining decades of manufacturing experience with 3D printing to meet customer demands in highly regulated sectors.
Penn United Technologies, a manufacturing company based in Cabot, Pennsylvania, has built its additive manufacturing program on a solid foundation of traditional skills. The fleet of nine laser powder bed fusion (LPBF) 3D printers now operates alongside established processes such as stamping, precision grinding, and carbide production.
- Penn United operates nine LPBF 3D printers, some owned, others operated on behalf of customers
- The adoption of additive was driven by specific customer demands in critical sectors
- The employee ownership model and established quality system facilitated the integration of the technology
A customer-driven expansion
Penn United's entry into additive manufacturing was not the result of a top-down strategy, but a direct response to the needs of existing customers.
The company brought 3D printing in-house at the request of a key customer. Since then, much of the expansion of the additive program has been driven by the customers themselves.
Specific machines, materials, and post-processing equipment were added to meet the needs of these customers. In some cases, the printers are even owned by the companies whose components are produced, but are operated at Penn United's facilities.
The advantage of vertical integration
Decades of experience in complex manufacturing processes and highly regulated markets have created fertile ground for the adoption of additive.
Penn United produces components for extremely demanding sectors: nuclear fuel assemblies, surgical devices, and aerospace components. Each of these markets has unique regulatory nuances that the company has learned to manage over time.
This regulatory experience, combined with a robust quality system and deep manufacturing knowledge, has proven instrumental for success with LPBF technology.
Penn United operates some 3D printers that it owns and others on behalf of customers, maintaining operational control thanks to in-house expertise in quality and production processes.
The balance between tradition and innovation
For established manufacturing companies, the adoption of additive requires a delicate balance between new technologies and existing capabilities.
The main challenge consists of integrating the new technology within already established capabilities. Employees must understand its value and learn how and where to use it. It is essential to direct only the appropriate use cases to additive and protect customer relationships.
Penn United has found this balance better than many others, adapting to customer demand with an AM program built on solid manufacturing foundations.
From origins to modern stamping
The company has a long history of organic growth, starting from mold making to metal stamping services.
Founded as a mold maker, Penn United did not take long to start offering metal stamping services using the same tooling. Metal stamping continues to be a key capability for the company.
The employee ownership model has contributed to success in implementing additive manufacturing, fostering engagement and adoption of the technology at all organizational levels.
Outlook
Penn United's strategy demonstrates how additive manufacturing integration can occur organically within traditional manufacturing companies. The key to success lies in the alignment between technological capabilities, customer needs, and established competencies in quality and regulatory compliance.
The customer-centric approach, where machines and processes are added in response to specific needs, represents a replicable model for other manufacturing companies evaluating additive adoption without disrupting their core business.
article written with the help of artificial intelligence systems
Q&A
How many LPBF 3D printers does Penn United Technologies operate?
Penn United Technologies operates a fleet of nine Laser Powder Bed Fusion (LPBF) metal 3D printers. Some of these machines are owned by the company, while others are operated on behalf of clients directly at Penn United's facilities.
What was the primary motivation for Penn United's adoption of 3D printing?
Entry into additive manufacturing was not driven by an internal top-down strategy, but was a direct response to requests from a key client. Subsequently, the program's expansion continued by addressing the specific needs of the existing customer base.
How does the printer ownership model work at Penn United?
The company adopts a flexible model where some printers are owned by the company, while others physically belong to clients but are operated within Penn United's facilities. This approach allows maintaining operational control thanks to internal expertise in quality and processes.
In which highly regulated sectors does Penn United operate with additive technology?
The company produces components for demanding sectors such as nuclear (fuel assemblies), medical (surgical devices), and aerospace. Its long experience in managing the complex regulations of these markets has facilitated the successful integration of LPBF technology.
Which traditional manufacturing processes accompany 3D printing at Penn United?
The fleet of LPBF 3D printers operates alongside established processes such as molding, precision grinding, and carbide production. This vertical integration allows the company to combine decades of manufacturing experience with new additive technologies.
