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Medtronic CareLink ™ Programmer CASE STUDY Presented to MassMEDIC Collaboration for Innovation February 27, 2007. Agenda. Quick Medtronic Overview A Historical Perspective on Programmers The CareLink™ 2090 Programmer Development Complexity A Collaborative Approach Key Lessons Learned - PowerPoint PPT Presentation
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Medtronic CareLink™ Programmer
CASE STUDY
Presented to
MassMEDIC
Collaboration for Innovation
February 27, 2007
Agenda
• Quick Medtronic Overview
• A Historical Perspective on Programmers
• The CareLink™ 2090 Programmer
• Development Complexity
• A Collaborative Approach
• Key Lessons Learned
• The Future
Medtronic – Company Overview
• Each year, 5 million patients globally benefit from Medtronic's technology.
• 2006 Revenue: $11.6 Billion• Key Businesses:
– Cardiac Rhythm Disease Management– Cardiac Surgery – Vascular– Neurological– Diabetes – Spinal and Navigation
Medtronic Global Reach
• Salesin 120 countries
• Offices in 44 countries
• 36,000 employees worldwide
The “Original” Medtronic Programmer
9700
The First Non-Invasive Programmers
9710
The First Full-Featured Programmer
9760
The First Screen-Based Programmer
9790
The First Truly Portable Programmer
2090
2003 - The New Standard
2090
2090 Strategic Intent
• Drive/Protect Market Share• Improve service efficiency/productivity• Improve field performance (monthly return rate)• Strengthen Our Technological Leadership
– Build on the success of the 9790– Capitalize on the opportunity to further differentiate
Medtronic from the competition.
• Build a Platform for the Future
CareLink™ 2090 Programmer
• Fast and Expandable Architecture • Large, Bright Screen • Flexible I/O• Functional:
– Touch screen/pen– Integrated Keyboard – Integrated Chart Recorder– ECG/Artifact Detection
• Designed for reliability and strength• Supports all Medtronic Telemetry Systems• Industry Leading Pacing Analyzer
A Full Suite of Products
Development Complexity
• Millions of lines of code to port/write:– 3 different system software architectures, 5 different
telemetry schemes, multiple operating systems– 5 local languages
• Needed to support >250 devices at launch• Needed to launch across the globe• New technologies to Medtronic…
– Materials and Packaging (Magnesium chassis, advanced Flex-circuit, touch screen technology)
– New Telemetry Systems (B, C, N)– Connectivity (remote software updates, Remote View,
Ethernet)
Development Complexity (cont.)
• Needed to update RF Telemetry Head and Pacing Analyzer
• Transferred manufacturing from Medtronic facility to outsourced supplier
• Ultimately:– The expanded team touched >700 people.– The design encompassed >100 assembly drawings
and >600 component drawings
Bottom-line:Medtronic needed a new approach to
Development and Outsourcing
Collaborative Approach with Suppliers
• Suppliers included four (4) primary vendors and dozens of secondary suppliers
• Medtronic owned the overall system design• IBM:
– Designed the main processor board– Designed the display subsystem, along with
touchscreen interface– Managed the power supply design partner– Managed the chassis design, including magnesium,
plastics and sheet metal suppliers
• Both Medtronic and IBM interfaced directly with the outsourced manufacturing partner
Essential IBM Technology and Talent
• Leveraged laptop expertise as basis of main computer system
• PCI design guidance to Medtronic team• Management for multiple sub-tier suppliers• Touch screen technology• Robust operating system design and
implementation• Advanced flex-circuit technologies• “Knowing who to go to” for new technologies
The 2090 Today
• Continue to expand capabilities and extend product life
• Achieving world-class manufacturing yields• Running well under the aggressive reliability
targets for field returns (<1/2 prior products)• Active roadmap for product enhancements• “Home run” on meeting customer needs; the
competition has followed!• Still the preferred programming platform with
customers
Key Lessons Learned - Suppliers
• Primary suppliers must be able to standalone as development organizations; avoid imposing your internal policies and procedures on suppliers or you’ll end up ‘policing’ rather than managing.
• Do not distribute responsibility among suppliers; pick your primary suppliers, develop a clear responsibility structure and audit effectiveness.
• Pick your suppliers early; complete contractual agreements and risk strategy ASAP.
• Suppliers have different expectations and processes than you; perform the due-diligence required to understand and preempt issues that arise from these differences.
• Be prepared to place on-site representatives at key suppliers, especially manufacturing partners.
Key Lessons Learned - Contracts
• Understand the suppliers proposals; you don’t get what you expect, you get what’s in the proposal!
• Create role of contract administrator; all primary suppliers should be handled via contracts with incentives for delivery.
• Establish clear communication channels to all levels within your suppliers; ensure that all are on the same journey throughout the project and all activities add value.
• Exercise the communication channels often; make sure you are making “thank you” calls to balance the normal ‘bad news’ calls.
Key Lessons Learned - Development
• “Road Show” the project to all development partners to build awareness of customer needs.
• Make sure that all suppliers know how you’ll be measuring success (functionality, schedule, cost, etc.).
• Do not underestimate the importance of a complete integration plan and detail in the system interfaces.
• Review designs often, in detail, and across suppliers; you need to insure that these reviews are rigorous and effective!
• Design for reliability and integrate HALT in the development cycle.
• Look for opportunities to co-locate development teams.
The Future… Medtronic’s Needs
• Need to continue to update and enhance the current products to extend their life and lower costs
• Need to understand the impact that the Internet and advances in communication technology will have on our products
• Need to explore new markets that have totally different expectations and use models
• Need to determine which technologies truly create differentiating products
The Future… How IBM Will Help
• Help Medtronic transition from instrument-centric to a broader system view.
• Help determine which technologies most impact our future products.
• Deep dives into technology areas with a broad base of experts.
• Strategies on implementing IBM technology into products to accelerate development.
Brainstorming Session #1 – Feb 2007
Three day meeting between 25 Senior Technologists from IBM and Medtronic.
• Day One – understanding Medtronic: current and future products, current technology, current and future strategic roadmap
• Day Two – Open forum Brainstorming Session to collaboratively identifying issues and potential solutions
• Day Three – specific areas of collaboration: technology investigations, future “deep dives”, systems architecture work
Brainstorming Session #1 – Feb 2007
Medtronic
• Senior System Engineer
• Senior Principal Software Engineer (4)
• Director Medical Instruments
• Senior IT Manager
• Senior Software Engineering Manager
• Senior Principal Software Engineer
• Information Protection Officer
• Senior Principal IT Technologist
• Senior Principal Firmware Engineer (2)
• Program Director (Neuro)
• Manager Software Migration
IBM
• RF Analog IC Design (Research Scientist)
• IBM Fellow (2)
• Advisory Software Engineer
• Senior Technical Staff Member (Packaging) (2)
• Project Manager, Mechanical Engineering
• Senior Engineering Architect
• Manager Global Security Analysis Lab
• Business Development Executive/Director
Thank you!
• Questions?