1. Maintainability and Customer Service Operations
Improved organization for better product design
C. Soblet
L. Meideros Romao
ARW2011 Cape Town, South Africa - April 2011

2. Outline IBA Customer Service Operations Maintainability at IBA
Short story of a fast growth
Customer Service Operations
organization, processes and tools
Maintainability at IBA
past/current situation
Personal questioning
« why does it seem so complicated? »
Questions and answers

3. IBA
Short history…

4. Ion Beam Applications Medical imaging C30 Industrial irradiation
1986
Medical imaging
C30
Industrial irradiation
Particle Therapy

5. The IBA Group in 2010 2006 2,050 employees in 40 sites on 3 continents
Turnover > 330 M€, growing 25% per year
More than 300 systems (200 Cyclotrons) installed
Not anymore a cyclotron company, but a company focused on the fight against cancer:
Diagnostic: molecular imaging
Therapy: Particle therapy & dosimetry
2006

6. IBA Today: Centering on the fight against cancer
Pharmaceuticals
Particle Therapy
Radiopharmaceuticals
Molecular Imaging
Nuclear Medicine (diagnostics & therapy )
Bioassays
In vitro medical diagnostics
Drug screening
Proton Therapy is increasingly considered as the ultimate radiotherapy for cancer due to its superior dose distribution
Dosimetry
Accelerators
Dosimetry equipment to measure radiation dose for
Radiotherapy
Radiodiagnostics
Cyclotrons
To produces Radioisotopes
E-beam / X-rays
To irradiate / treat many industrial products 6 6

7. IBA
Medical imaging

8. The Cyclone 30
The cyclotron used by all radiopharmaceutical producers

9. IBA
Particle Therapy

10. 22 IBA PT customers in the world
Skandion,
Sweden
MGH, Boston
Orsay, France
Beijing, China
Carl Gustav Carus,
Dresden, Germany
ProCure 2, Chicago
NCRH, Cracow,
Poland
ProCure 4, Seattle
Procure 3,
Somerset, NJ
Dimitrovgrad,
Russia
NCC, Kashiwa, Japan
MPRI, Indiana
KNCC, Ilsan, Korea
ProCure 1
Oklahoma City
U.Penn, Philadelphia
PTC Czech,
Prague
ProVision
Knoxville, Tennessee
Trento,
Italy
Wanjie, China
Hampton Univ., Virginia
WPE, Essen, Germany
UFPTI, Jacksonville, FL

11. A complete PT center

12. IBA PT subsystems : the Cyclone 235
More Expertise
IBA PT subsystems : the Cyclone 235
The 230MeV cyclotron. WPE, Essen, 2010.

13. IBA PT subsystems : the beam transport lines.
More Expertise
IBA PT subsystems : the beam transport lines.
The energy selection system. Wanjie, China, 2003.

14. IBA PT subsystems : the beam transport lines.
More Expertise
IBA PT subsystems : the beam transport lines.
The energy selection system. WPE, Essen, 2010.

15. IBA PT subsystems : the treatment rooms.
More Expertise
IBA PT subsystems : the treatment rooms.
The isocentric gantry.

16. An IBA proton therapy treatment room

17. Industrial applications
IBA
Industrial applications

18. Rhodotron
TT1000

19. Industrial - Applications
Sterilization
Medical Devices
Surface
Decontamination
Food
Pasteurization

20. Industrial - Applications
Property Enhancement

21. Customer service operationsCS PT
Molecular+Industrial
Field service engineers organized in specialized teams (by machine type)
CS leads the spare parts management
IBA store
Decentralized storage location (US, ASIA, EU)
CS started and is deploying CMMS

22. CS in the new structure Requirement update
R&D reliability and maintainability improvement
CCB
New system release
Current system release
Customer service
Maintainability team

23. Maintainability at IBA

24. the sooner the requirement is put in the design loop, the better
Maintainability?
The ability for system to be easily maintained is a characteristic coming from the
DESIGN
the sooner the requirement is put in the design loop, the better

25. Maintainability, why now?
IBA
Maintainability, why now?

26. Quality improvement In 2010, organization was made up of 3 main BU’s :
Particle Therapy
Molecular
Industrial
In 2011, new organization: BU’s were merged.
Focus has been placed on improving product quality.
Maintainability department was created to set processes and build bridges between R&D, production and customer service. 

27. Mr Eichhorn’s question…
« Is there a reliability management needed? » I hope so…

28. Mr Eichhorn’s question…

29. Quality, new concept?
From the beginning, there were many initiatives for quality improvement.
Small autonomous teams
Fast
Reactive
Creative
Wheel re-invented too often (“Not invented here” syndrome)
No parts standardization
The idea is to merge, organize them and build on experience by focusing on training and documentation.

30. Improve maintainability,
IBA
Improve maintainability,
how?

31. R&D « tools » Continuous improvement Change Control Board Site bugs
Development bugs
Any other subject impacting the product
System Owner
Accountable for his product
Ensures coherent design
Leverages on extensive field experience and broad technical knowledge

32. R&D tools: Design process?
Classical V Design phase is a good start but… How to deal with long lead items? How to deal with changing requirements? Iterative process Design reviews at various stage of product design and development

33. R&D tools: Designing process
Customer
Offering Developement Group
High level requirements
Product Engineering
(GRA)
Medium level requirements
R&D component teams (system owners)
FMECA
Product release
Maintainability
Share info during the product design between people
Share info between products
Component level requirements
Design Iterations
Sub-contracted design
Engineering
(PS, Water cooling, mechanical design)

34. R&D tools: Recommended Spare Parts List
Creation based on designers experience
Rmk: lines in a PT product Bill of Material
But
Not related to system uptime  huge cost with no guarantee of covering all the need

35. R&D tools: Rspl updates
Draft

36. RSPL
FRU concept

37. Low Level RF Rack & Components
YES: LLRF is a FRU
We replace the complete rack in case of problem on site in the way to reduce the downtime.
Other criteria:
Cost of transport ?
Time to Fix: 3hrs (validation)
Cost: 11k€
Repair
Business
YES: Board is a FRU
We replace the electronic board on site in the way to reduce the downtime.
NO: This part is only used to repair.
Maintain the board in the Repair workshop only, in the way to reduce the Mean Time to Repair.
Time to Fix: 4hrs
Cost: 2k€
Board compatibility ?
YES: Fuse is a consumable
We replace the fuse. This parts should be located on site in the way to reduce the downtime.
Time to Fix: 5min.
Cost: 1€

38. Criterion to be added to or removed from the list?
Many parameters
MTBF
Lead time
Severity (all system, just a room)
Cost (storage, transport)
Previous part consumption
MTTR
Skill needed to replace the part
Set a simple computation formula is nearly impossible
the board goes through the parameters list and makes a ponderate decision

39. Maintainability at IBA
Goals Summary
Keep flexibility
Selection of standard parts
Selection of parts that do not need high skills to maintain
Go to modular system (e.g. Modular PS, Modular WC manifolds)
Ensure accessibility for maintenance (Standards are part of the requirement)
As few different bolt size as possible (FSE won’t go in the vault with a complete toolbox)
Spare part selection
Test procedures
Standard assembly procedures
HW release upgrade
must be a design review output (Check list to help specialists)

40. Future Target for new projects Reduce footprint
 less accessibility for maintenance
reliability must be higher to decrease failure probability
Go for operator less
Remote service
Data mining
How? By closing the loop between CS and R&D

41. Why is it so complicated?

42. Processes, processes… System Device Device Device Measurements
Installation people
System
User
Device
Device
Maintenance people
Device
Device owner
Measurements

43. Why is it so complicated?
Economists very often freeze all variables to observe only one… We can’t Our system architecture must be as simple as possible (Standard equipement exception for IBA added value only)

44. Why is it so complicated?
Skills needed to design, to manufacture, to assemble, to test, to install, to maintain are very rarely in the same brain… For each interaction, a potential communication mistake Our process must be as simple as possible and understood by anyone

45. Why is it so complicated?
Sometimes we do not have the experience to make directly the right decision (prototype) but we have to learn from that error
Document the design phase is mandatory for future improvement (Training dep., Industrialization dep.)

46. Is it so complicated?
«  A problem without solution is a problem which is ill-posed»
A. Einstein
«  In the middle of difficulty lies opportunity.  »

47. Thank you… Baie dankie vir jou gasvryheid