HP Innovation Journal Issue 11: Winter 2018 | Page 61
and these issues plague firms of all sizes. Despite these initial
barriers, the industry is already considerable—additive man-
ufacturing exceeded $7.3 billion in 2018 ²—and is projected to
grow significantly over the next few years.
Given the inevitability of 3D
printing and other technologies
of the Fourth Industrial Revolution,
it is imperative that companies
and workers prepare for the
accompanying changes to the
way we do business.
capital tied up in inventory. Other retailers may start to face
competition from the end consumers themselves, who could
conveniently and inexpensively download design files and
print objects at home, rather than physically going to the
store. Nevertheless, even founders of 3D printing companies
have commented on the limits of the technology, asserting
that items like food and personal supplies will most likely
continue to be provided by means other than 3D printing.
Some experts believe the impact on labor will be largely
beneficial, as blue-collar workers are given the opportunity to
enter more skilled roles. In addition, smaller manufacturers
may be able to take on more complex jobs once monopolized
by larger firms, with their larger and more diversely skilled
workforces. In fact, the overall impact may be on par with
the changes brought about when firms moved manufacturing
offshore—but many remember all too keenly the negative
response that ensued and continues to be voiced today.
A large amount of uncertainty remains around the fate of
unskilled manufacturing workers. These workers may be en-
couraged to apply to the more technical roles being created,
but often will not initially have the education or training to
qualify. This could further increase the socioeconomic gap, as
a once-common career path is no longer available to groups
who already suffer from great disparity in access to educa-
tional and occupational opportunities. Experts are unclear as
to the size or exact nature of the impact on the population,
and are just as unsure about the timeline for these changes.
Forty-five percent of manufacturers have reported that they
are hindered by a lack of expertise and trained employees,
HP is especially well-positioned to have a positive impact.
By educating customers about how 3D printing could bring
manufacturing jobs back home, HP can help strengthen do-
mestic manufacturing as well as start the conversation about
how the workforce will need to evolve. Many experts caution
against being overly pessimistic about changes in the job
market as history has shown that jobs, like mass, can never
truly be destroyed—they simply change form.
HP can continue its work in education to help people from
all backgrounds and socioeconomic levels have access to 3D
printing and related training, allowing them to expand their
perspective and potentially develop products and services
previously not thought possible. Resources like Khan Acade-
my already exist to help those with limited financial resourc-
es develop new skills. With powerful multinational partners,
these education companies can provide an even higher level
of quality of education to a broader audience. While it is diffi-
cult now to accurately predict the magnitude of 3D printing’s
effect on consumers, suppliers and their workforce, there
is no denying that there will be an impact to all three. HP’s
focus on innovative technology as an enabler of (rather than
a replacement for) people ensures that the company will help
the ecosystem address issues that arise in a meaningful and
timely fashion.
1. Based on efficiencies for aluminum part manufacturing, from
Manufacturing.net’s article, “How 3D printing will impact
manufacturing industry.”
2. Forbes, “Wohlers Report 2018: 3D Printer Industry Tops $7 Billion.”
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