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iPEAK: Implementation of ELN & LIMS in
a R&D environment
March 31st, 2015
Author:
Jasper Huiskamp
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About the speaker…
Jasper Huiskamp
System Designer / R&D Information Analyst @ Teijin Aramid
Professional Scrum Product Owner
Background: organic chemistry
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Content
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About Teijin Aramid
R&D organization
iPEAK explanation
Project approach: SCRUM
Tips & Tricks
About Teijin Aramid
Our products
Our product portfolio
Para-aramid
• Twaron
• Sulfron
• Technora
Meta-aramid
• Teijinconex
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Poly-ethylene
Endumax
Serving key global markets
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Automotive
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Protection & Defense
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Telecom
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Oil & Gas
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Mining
Facts & Figures
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Global market leader
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Serving the industry for over 30 years
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Global presence - 1,400 employees worldwide
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Sustainable products & solutions
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More than 80 patent positions
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5% of turnover invested in R&D
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Dedicated converting facilities
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Member of the Teijin Group
Global presence
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R&D: organization (1)
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Located in Arnhem
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Around 100 co-workers.
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The objective and responsibility of research is to supply, maintain, and
expand the knowledge in the area of:
• the product and process optimization.
• the product and process development.
• the production of small test samples for marketing purposes.
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Working in close collaboration with / delivering support to:
• Sales & marketing departments.
• Production plants in Emmen, Delfzijl and Arnhem.
• Product test labs in Germany and Asia.
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R&D: organization (2)
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The research institute is subdivided in 8 groups with their own
specialization / expertise:
• Analytical Chemistry
• Fiber Physics
• Finishes
• Mechanical Technology
• Monomers & Polymers
• Pulp & Shaping
• Technical Fiber Applications
• Wet Spinning
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Many projects are handled by multidisciplinary teams throughout the
R&D organization.
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integration of
Projects
Experiments
Analysis and
Knowledge
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R&D: current fragmented information resources
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R&D: main objective – what is the problem?
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The main objective of R&D is delivering knowledge
Request for
new project,
support,
R&D etc.
R&D activities
Data and
results
Process data and
results
Bottleneck
Optimization point
Knowledge
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iPEAK: why this project?
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Current situation: patchwork of IT systems
 Unable to support business goals and needs (overview / efficiency / integration).
 Increasing maintenance without significant future developments.
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iPEAK is the ultimate solution to achieve an integrated and
professional system architecture:
• Lean: optimized and streamlined processes and workflows (less man hours and
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higher efficiency).
Liability: overview and traceability of samples and results.
Value: improve connection to production by speeding up product development.
Solid base for future expansion.
Based on SIMATIC IT R&D Suite; fits the Teijin Aramid IT system architecture.
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SIMATIC IT R&D Suite
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R&D Suite
• Unilab 6.4 (advanced server)
• Electronic Lab Notebook 6.5.1
• Report Manager 6.5
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Integration between ELN and Unilab is very
important to support the R&D workflows:
• Directly accessible data objects by all departments, thus
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discarding the need to exchange information via
word/excel/e-mail.
Analysis requests.
Correlate experiment/process data to analysis results.
Support standardization.
75-100 users
>80 instrument connections
iPEAK: data model
Model
Data layers
Current systems
Digital archive:
ZyImage / Share-Point
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Ideas
Planning / progress tracking
Reports
Literature
Conclusions
ELN
Aggregated data
(= results)
Validated data
Calculated data
· Experiments and process data
(lab journal)
· Explorative analysis/evaluation
LIMS
· Analysis request/applications
· Analysis data
· Evaluation data
Report Manager
Project
Knowledge
Planning
M604
R&D Suite
Electronic Lab Notebook
QRA Labjournals
QRP
shields
(various
docs)
Aralisa
QRA
application
form
QRS
application
form
MAS
(QRA)
QRS Opdrachten
DB
QRF
Finish DB
YES
QRM DB
R&D Suite
Unilab
WRA
QRS Tech
GT DB
(Data)
Raw data
· Instrument data
· Machine / process data
PI
Local instrument data
QRI paper
lab
notebook
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R&D: activities and workflow (1)
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ELN activities: product- and technology development, open research.
• Examples:
• Conducting laboratory experiments for e.g. creating physical samples.
• Designing/testing equipment and technology.
• Literature research.
• Data characteristics: from very generic without specific format to very
complex and more structured.
• Experimental data, machine setup and settings.
• Process parameters, observations, conclusions/discussions.
• Images, pictures, graphs.
• Documents.
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In ELN the data is structured in R&D projects
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R&D: activities and workflow (2)
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LIMS activities: analytical measurements and method development.
• Examples:
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• Laboratory analyses on samples.
• Analysis method development/optimization.
Data characteristics: highly structured, from routine to explorative.
• Analytical results (parameters).
• Images, spectra, chromatograms, graphs.
• Interpretations / conclusions on results.
Reporting:
• Various objectives:
• Correlate experimental (process) data with sample properties and analysis results.
• Analysis results from series of measurements (e.g. within an analysis request).
• Work-lists.
• Workload monitoring.
 Often used for internal exchange of information, but can also be used for
communicating results to business units, plants etc.
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R&D data structure in ELN and Unilab
R&D Project
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q
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q
Task Agreement
Project Info
Milestones/results
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Notebook
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Personal
Team
Machine
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Experiment
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q
q
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Info/Description
Experimental data / Results
Machine parameters/Settings
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Material Sample
q
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Sample Info
Experimental data
Results from Unilab
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Material Samples
Unilab
(LIMS)
Analysis Request
Request Info:
Samples, problem
description, requested
analysis etc.
Analysis Request
Analysis Samples
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R&D: flexibility is key
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Total freedom has resulted in this fragmented information landscape.
• Research employees love this kind of ‘flexibility’.
 Flexibility = ultimate challenge in iPEAK:
• Flexibility in capturing results from both standard and non-standard
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measurements/experiments (numbers and not-numbers).
Flexibility in capturing results from different areas of expertise in a standard way.
Flexibility in adding new configuration templates without external help.
Flexibility in creating new data report templates with the same tools.
 How do you implement one R&D-wide system without compromising
flexibility in research processes?
 Not possible without major customizations.
iPEAK: phasing
2011
August 2012 – May 2013
2012
2013
2014-2015
Gap analysis Prototyping
Information
Plan QRI
High Level
Assessment
Prototype:
Pilot
Go
Finalize pilot
Gap analysis
Go
Go
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Prototyping Pilot & Gap analysis in collaboration with Siemens.
• Create user acceptance.
• Determine scope / budget / global planning.
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Roll out in collaboration with CGI
• Customizations, configuration support.
• Power user training.
• Business consultancy.
R&D Suite
Roll out
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iPEAK: Creating user acceptance
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Implementation pitfalls:
• Kingdoms / resistance to change.
• Fall back into old habits / lack of discipline.
• Try to implement advanced processes while the basics are not right yet.
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Power Users from the R&D organization play an important role:
• Trained in configuration of templates in ELN/Unilab  create ownership.
• Ambassadors towards the organization  soften resistance.
• Part of the iPEAK Development Team  deliver valuable input and contribution.
• All departments will eventually face process changes; power users play an
important role in supporting this process.
 Power Users are a must-have for this kind of projects.
 Using SCRUM highly contributes to user acceptance.
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How does SCRUM work?
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iPEAK & SCRUM
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SCRUM within Prince2 framework
• Timebox: 4 weeks.
• Power Users participate 2 days per week in the development team.
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Major updates / new functionalities are released every 2-3 months.
• Smaller updates can be released almost instantaneously when important.
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Major benefits of using SCRUM:
• We deliver user-approved increments = delivering quality!
• By delivering and releasing finished work in smaller increments, we learn from
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users and immediately incorporate enhancements in future sprints.
The team has focus on the tasks at hand.
We know exactly what the others are doing (Daily scrum).
Organization is already using parts of the new system before the project has
finished = delivering business value!
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iPEAK: tips and tricks (1)
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Involving Power Users for configuration creates acceptance!
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SCRUM is highly beneficial to non-standard implementation projects.
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Make sure your team members are available!
• Not having enough time-capacity is killing, even with SCRUM.
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Be prepared to create temporary workarounds when using SCRUM.
• Delivering small increments will create a cut-over period until the project is
finished.
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A well-experienced implementation partner can deliver valuable
support during change processes.
• “Outsider” role.
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iPEAK: tips and tricks (2)
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Don’t underestimate time and effort required for supporting users.
• Give hands-on training sessions in small groups (4-8 pers.).
• Create quick-manuals and hand-out cards for your users as visual support.
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Have someone with both business and IT-knowledge play a central role
in the project.
• This kind of projects should be both business- and IT-driven!
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iPEAK: challenge goal met?
 Did we succeed in our challenge to implement one R&D-wide system
without compromising flexibility in research processes?
(note: the project is still ongoing at the time of this presentation)
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Questions?
Thank you for your attention!