Carmo A/S
From six weeks to two days – hybrid production shortens the path from idea to market
A production setup that expands the business
Carmo sets a new production standard with 3D printing in a hybrid setup. By integrating additive manufacturing (3D printing) with the traditional injection moulding machine, rapid prototyping and production have gone from previously taking several weeks to just days. The strategic investment delivers significantly greater flexibility, faster time-to-market, and new growth pathways in both the business model and the product portfolio.
The case – overview and context
Part consolidation was not a concept that previously played a major role at Heka Dental. However, the company was already relatively advanced in its use of 3D printing, with several components produced in-house.
The next step, however, was unclear. Not all departments were convinced that 3D printing could be reconciled with the company’s high quality requirements and long product lifetime.
As in many companies, the departments had different success criteria that did not necessarily point in the same direction. This can easily slow down the implementation of new technology. By clarifying the departments’ goals and aligning them with the company’s overall vision, it became possible to identify where 3D printing could genuinely create value.
The case shows how relatively simple strategic tools can create a shared direction and ensure that new technology is implemented as part of the business, rather than as an isolated project.
Results from programmes with Dansk AM Hub
- Faster iteration
- Lower development costs
- Lower risk
- New opportunities to expand the market
Value and impact for the company
This transformation is the result of a focused effort in which Carmo, together with Dansk AM Hub, has explored how AM and injection moulding can best be integrated into the production strategy. The project has given Carmo new insight into how the technology not only streamlines production, but also builds strategic capabilities—for example, by making the company more agile in meeting customer needs and faster at testing new design variants.
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From challenge to advantage
The result is a more flexible and robust production platform, where AM has become a permanent part of the company’s DNA.
“The method is a game changer. It makes it possible to produce prototypes much faster and also makes it easier to adjust the design along the way, as it is possible to create multiple iterations. This shortens the overall manufacturing process and reduces costs.” says Anders Johnsen, VP R&D and Technology at Carmo.
The operational benefit is obvious: lower costs for iterations, fewer tools to manufacture, faster decisions, and less risk when testing new products.
For many traditionally oriented manufacturing companies, this is an example of how a technological investment can be used as a genuine strategic tool—not just as a new machine on the shop floor, but as a catalyst for organisational renewal and market expansion.
About the company
Carmo A/S
Espergærde, North Zealand
Number of employees: 51–250
Carmo develops, designs, and manufactures high-quality injection-moulded plastic components, primarily for the global medical and industrial sectors.
Learning and insights
The case illustrates how production can be more than a necessary function: it can be a strategic engine for innovation and growth. By combining existing strengths with new production methods, Carmo has achieved significantly greater agility and drastically reduced the time from idea to market.
Investments in production should not be assessed solely on efficiency, but on their ability to support business development. When the production setup becomes more flexible, the risk of testing new products decreases, and decisions can be made faster. This opens up new markets—and a more proactive innovation strategy.
“It helps a great deal to have a friend with you who has tried it many times before. Dansk AM-Hub turned out to be the friend we needed”
Benny Sørensen
Assistant Manager, Carmo A/S
Is your production setup a limitation—or a strength? And are there new opportunities?
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