{"id":4350,"date":"2026-03-05T09:42:43","date_gmt":"2026-03-05T08:42:43","guid":{"rendered":"https:\/\/am-hub.dk\/cases\/heka-dental-value-in-3d-printing-not-only-as-a-prototyping-tool-but-for-finished-products\/"},"modified":"2026-09-02T13:09:25","modified_gmt":"2026-09-02T11:09:25","slug":"heka-dental-value-in-3d-printing-not-only-as-a-prototyping-tool-but-for-finished-products","status":"publish","type":"cases","link":"https:\/\/am-hub.dk\/en\/cases\/heka-dental-value-in-3d-printing-not-only-as-a-prototyping-tool-but-for-finished-products\/","title":{"rendered":"Heka Dental: Value in 3D printing\u2014not only as a prototyping tool, but for finished products"},"content":{"rendered":"
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Case example<\/p>\n<\/div><\/div>\n\n

Heka Dental: Value in 3D printing\u2014not only as a prototyping tool, but for finished products<\/h1>\n<\/div><\/div>\n\n

One small optimised part delivers savings of up to DKK 200,000.<\/span><\/p>\n<\/div><\/div>\n<\/div>\n<\/div>\n<\/div>\n\n

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Measurable results<\/p>\n<\/div><\/div>\n\n

How much Heka Dental has saved<\/strong><\/h2>\n<\/div><\/div>\n<\/div>\n<\/div>\n\n
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DKK savings <\/h3><\/div>\n<\/div>\n\n
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minutes per product<\/h3><\/div>\n<\/div>\n<\/div>\n<\/div>\n\n
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Heka Dental<\/a><\/strong> <\/span>For several years, they had used 3D printing for prototypes and small finished-part components for their treatment units for dentists worldwide. They therefore knew the technology, but also sensed that the potential was greater. <\/p>\n

With a shared understanding within the management team of how 3D printing can reduce production time and purchasing costs while improving product performance, Heka Dental can now make more targeted decisions about where and when the technology makes business sense as a production tool.<\/p>\n<\/div><\/div>\n<\/div>\n<\/div>\n\n

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The case: Overview and context<\/h3>\n<\/div><\/div>\n\n

Part consolidation was not a concept that had previously been a focus 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 aligned with the company\u2019s high quality requirements and long product lifetime. <\/p>\n

As in many companies, departments had different success criteria that did not necessarily point in the same direction. This can easily slow the implementation of new technology. By clarifying the departments\u2019 objectives and aligning them with the company\u2019s overall vision, it became possible to identify where 3D printing could genuinely create value. <\/p>\n

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-not as an isolated project.<\/p>\n<\/div><\/div>\n<\/div>\n\n

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