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This study aims to propose the reuse of PA12 (powder) in another AM process, binder jettiinng, which is less sensitive to the chemical and mechanical degradation of the powder after multiple cycles in the laser system.

The experimental process for evaluating the reuse of SLS powders in a subsequent binder jetting process consists of four phases: powder characterization, bonding analysis, mixture testing and mixture characteristics. Analyses were carried out using techniques such as Fourier Transform Infrared Spectroscopy, scanning electron microscopy, thermogravimetric analysis and stress–strain tests for tension and compression. The surface roughness, color, hardness and density of the new mixture were also determined to find physical characteristics. A Taguchi design L8 was used to search for a mixture with the best mechanical strength.

The results indicated that the integration of waste powder PA12 with calcium sulfate hemihydrate (CSH) generates appropriate particle distribution with rounded particles of PA12 that improve powder flowability. The micropores observed with less than 60 µm, facilitated binder and infiltrant penetration on 3D parts. The 60/40 (CSH-PA12) mixture with epoxy resin postprocessing was found to be the best-bonded mixture in mechanical testing, rugosity and hardness results. The new CSH-PA12 mixture resulted lighter and stronger than the CSH powder commonly used in binder jetting technology.

This study adds value to the polymer powder bed fusion process by using its waste in a circular process. The novel reuse of PA12 waste in an established process was achieved in an accessible and economical manner.

The banking sector is more revolutionized than ever, with advanced technologies driving a seismic change in the financial industry. This study aims to understand how digital technologies influence banking sector employees and their perception of working in an era of Banking 4.0.

This study incorporated qualitative analysis to gain different insights from diverse respondents from banking industries. A purposive sampling method was adopted, and semistructured interviews were conducted, taking a sample of 72 respondents. All the transcripts were then analyzed using NVivo.

The findings focus on challenges related to understanding technology phenomena, managing changes, infrastructure, skills, competitiveness and regulatory mechanisms. This is further followed by the favorable impact of Banking 4.0 on employees and future avenues, such as innovation in financial services, work productivity, career opportunities and change management, banking 4.0 and banking 5.0, and banking 4.0 management strategies identified as the significant findings.

This study provides guidelines for Banking 4.0 provision strategy and conceptual reference toward the development of Banking 4.0. It also supports the Enhanced Access and Service Excellence 4.0 program, driven by the Indian Bank’s Association, to focus more on digitization, automation and data analytics.

The novelty of this research provides a qualitative hierarchy of significant challenges, favorable impacts and future research avenues of Banking 4.0 in the Indian banking sector.

This study aims to gain a deeper understanding of the industry practice to guide the formation of support tools with a rigorous theoretical backing. Cross-functional teams are an essential component in new product development (NPD) of complex products to promote comprehensive coverage of product design, marketing, sales, support as well as many other activities of business. Efficient use of teams can allow for greater technical competency coverage, increased creativity, reduced development times and greater consideration of ideas from a variety of stakeholders. While academics continually aspire to propose methods for improved team composition, there exists a gap between research directions and applications found within industry practice.

Through interviewing product development managers working across a variety of industries, this paper investigates the common practices of team utilization in an organizational setting. Following these interviews, this paper proposes a conceptual two-dimensional management support model aggregating the primary drivers of team success and providing direction to systematically address features of team management and composition.

Based on this work, product managers are recommended to continually address the positioning of members throughout the entire NPD process. In the early stages, individuals are to be placed to work on project components with explicit consideration toward the perceived complexity of tasks and individual competency. Throughout the development process, individuals’ positions vary based on new information while continued emphasis is placed on maintaining a shared understanding.

Bridging the gap between theory and application within product development teams is a necessary step toward improved product develop. Industrial settings require practical solutions that can be applied economically and efficiently within their organization. Theoretical reflections postulated by academia support improved team design; however, to achieve true success, they must be applicable when considering product development.