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Maintainability and Customer Service Operations

Maintainability and Customer Service Operations. Improved organization for better product design. C. Soblet L. Meideros Romao. ARW2011 Cape Town , South Africa - April 2011. Outline. IBA Short story of a fast growth Customer Service Operations organization, processes and tools

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Maintainability and Customer Service Operations

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  1. Maintainability and Customer Service Operations Improvedorganization for betterproduct design C. Soblet L. MeiderosRomao ARW2011 Cape Town, South Africa - April 2011

  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 90’s 1986 Medicalimaging C30 Industrial irradiation ParticleTherapy

  5. The IBA Group in 2010 • 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

  7. IBA Medical imaging

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

  9. IBA Particle Therapy

  10. Orsay, France 22 IBA PT customers in the world Skandion, Sweden MGH, Boston Beijing, China Carl Gustav Carus, Dresden, Germany ProCure2, Chicago NCRH, Cracow, Poland ProCure4, 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. More Expertise IBA PT subsystems : the Cyclone 235 The 230MeV cyclotron. WPE, Essen, 2010.

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

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

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

  16. An IBA proton therapy treatment room

  17. 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. 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. 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 hopeso…

  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. 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: Designingprocess Customer OfferingDevelopement Group High levelrequirements Product Engineering (GRA) Medium levelrequirements R&D component teams (system owners) FMECA Product release Maintainability • Share info during the product design between people • Share info between products Component levelrequirements Design Iterations Sub-contracted design Engineering (PS, Water cooling, mechanical design)

  34. R&D tools: RecommendedSpare Parts List Creationbased on designers experience Rmk: 40.000 lines in a PT product Bill of Material But Not related to system uptime hugecostwith no guarantee of covering all the need

  35. R&D tools: Rspl updates Draft

  36. RSPL FRU concept

  37. LowLevel 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 beadded to or removedfrom the list? • Manyparameters • MTBF • Lead time • Severity (all system, just a room) • Cost (storage, transport) • Previous part consumption • MTTR • Skillneeded to replace the part • Set a simple computation formula isnearly impossible the boardgoesthrough the parameterslist and makes a ponderatedecision

  39. Maintainabilityat 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. Whyisitsocomplicated?

  42. Processes, processes… Installation people System User Device Device Maintenance people Device Deviceowner 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. Whyisitsocomplicated? Skillsneeded to design, to manufacture, to assemble, to test, to install, to maintain are veryrarely in the samebrain… For each interaction, a potential communication mistake Our process must be as simple as possible and understood by anyone

  45. Whyisitsocomplicated? Sometimeswe do not have the experience to makedirectly the right decision (prototype) but we have to learnfromthaterror Document the design phase ismandatory for future improvement (Training dep., Industrializationdep.)

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

  47. Thank you…Baiedankievirjougasvryheid

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