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

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Presentation on theme: "Maintainability and Customer Service Operations Improved organization for better product design ARW2011 Cape Town, South Africa - April 2011 C. Soblet."— Presentation transcript:

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

2 © Outline 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 1986 C30 90s Medical imaging Industrial irradiation Particle Therapy

5 © 2006 The IBA Group in ,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 © 2006 Particle Therapy Pharmaceuticals 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 Dosimetry equipment to measure radiation dose for Radiotherapy Radiodiagnostics Accelerators Cyclotrons To produces Radioisotopes E-beam / X-rays To irradiate / treat many industrial products IBA Today: Centering on the fight against cancer 6

7 © IBA Medical imaging

8 © 2006 The Cyclone 30 The cyclotron used by all radiopharmaceutical producers 8

9 © IBA Particle Therapy

10 © 2006 NCC, Kashiwa, Japan MGH, Boston MPRI, Indiana UFPTI, Jacksonville, FL Beijing, China KNCC, Ilsan, Korea WPE, Essen, Germany 22 IBA PT customers in the world Orsay, France ProCure 2, Chicago Hampton Univ., Virginia Wanjie, China U.Penn, Philadelphia ProCure 1 Oklahoma City ProCure 4, Seattle PTC Czech, Prague ProVision Knoxville, Tennessee Trento, Italy NCRH, Cracow, Poland Skandion, Sweden Procure 3, Somerset, NJ Dimitrovgrad, Russia Carl Gustav Carus, Dresden, Germany 10

11 © A complete PT center

12 © 2006 More Expertise IBA PT subsystems : the Cyclone 235 The 230MeV cyclotron. WPE, Essen,

13 © 2006 More Expertise IBA PT subsystems : the beam transport lines. The energy selection system. Wanjie, China,

14 © 2006 More Expertise IBA PT subsystems : the beam transport lines. The energy selection system. WPE, Essen,

15 © 2006 More Expertise IBA PT subsystems : the treatment rooms. The isocentric gantry. 15

16 © 2006 An IBA proton therapy treatment room 16

17 © IBA Industrial applications

18 © 2006 Rhodotron TT

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

20 © Industrial - Applications Property Enhancement

21 © 2006 Customer service operations CS 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 21

22 © 2006 CS in the new structure 22 R&D reliability and maintainability improvement Current system release CCB Requirement update Maintainability team Customer service New system release

23 © IBA Maintainability at IBA

24 © 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 © IBA Maintainability, why now?

26 © 2006 Quality improvement In 2010, organization was made up of 3 main BUs : Particle Therapy Molecular Industrial In 2011, new organization: BUs 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. 26

27 © 2006 Mr Eichhorns question… « Is there a reliability management needed? » I hope so… 27

28 © 2006 Mr Eichhorns question… 28

29 © 2006 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. 29

30 © IBA Improve maintainability, how?

31 © 2006 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 31

32 © 2006 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 32

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 Component level requirements Engineering (PS, Water cooling, mechanical design) Design Iterations Product release Sub-contracted design Maintainability Share info during the product design between people Share info between products

34 © 2006 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 34

35 © 2006 R&D tools: Rspl updates 35 Draft

36 © 2006 RSPL FRU concept 36

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. 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. 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: 3hrs (validation) Cost: 11k Time to Fix: 4hrs Cost: 2k Board compatibility ? Time to Fix: 5min. Cost: 1 Repair Business Other criteria: Cost of transport ?

38 © 2006 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 38

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 wont 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 © 2006 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 40

41 © 2006 Why is it so complicated? 41

42 © 2006 Processes, processes… 42 Device Measurements Installation people User Device owner Device System Maintenance people

43 © 2006 Why is it so complicated? Economists very often freeze all variables to observe only one… We cant Our system architecture must be as simple as possible (Standard equipement exception for IBA added value only) 43

44 © 2006 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 44

45 © 2006 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.) 45

46 © 2006 Is it so complicated? « A problem without solution is a problem which is ill-posed» A. Einstein « In the middle of difficulty lies opportunity. » A. Einstein 46

47 © Thank you… Baie dankie vir jou gasvryheid

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