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Maintainability and Customer Service Operations

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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 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

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

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

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