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Download Article 788KB ALL HANDS TO THE PUMPS SOCIETY When COVID-19 filled hospitals with patients with breathing difficulties, the UK’s engineering community rose to the challenge. In record time, engineers from disparate industries created production lines to make ventilators for intensive care units, redesigning equipment, negotiating unfamiliar certification processes, and building new supply chains almost overnight. Michael Kenward OBE discovered how engineering teams achieved this in weeks. running out of the respirators at the top of the country’s and ventilators that could VENTILATOR engineering companies and, provide oxygen to patients. CHALLENGE almost overnight, created the The NHS entered the On 16 March, the government consortium that came to be pandemic with 7,000 put out a call to UK industry to known as VentilatorChallengeUK ventilators. The government rapidly produce up to 15,000 (VCUK). predicted early on that the NHS ventilators for the NHS in just a This was no simple task. would quickly run out, with couple of months. Companies As Elsy put it: “ventilators are little chance of a rapid increase such as Ford, more famous intricate and highly complex in production. Two established for mass producing cars, and pieces of medical equipment”. medical device companies, Rolls-Royce, better known for The consortium had to balance Penlon and Smiths, produced making expensive jet engines, the need for speedy delivery ventilators for different stages were quick to react. The motor with adherence to regulatory Guru Krishnamoorthy (left), CEO of Penlon, and Dick Elsy CBE FREng (right), Chairman of the Ventilator Challenge UK Consortium and CEO of the High Value of the patient journey. Smiths racing industry also stepped standards. On 18 March, the Manufacturing Catapult with the Penlon ESO 2 ventilator. The consortium of more than 33 UK engineering and technology businesses from the aerospace, produced portable ventilators, in with McLaren, Williams and government asked industry to motorsport, automotive, and medical sectors produced more than 13,000 ventilators in 12 weeks in response to the COVID-19 pandemic, and received a President’s Special Award for Pandemic Service from the Royal Academy of Engineering © thisisjude.uk often used to move patients in other Formula 1 teams offering throw itself into the production ambulances, between wards the services of engineers who of what it called rapidly and in areas where connection suddenly saw their racing season manufactured ventilator systems to mains power is difficult. stranded in the pits. (RMVS). The Medicines and When COVID-19 patients began These work complementary to Industry was keen to help Healthcare products Regulatory to arrive in hospitals in early a Penlon unit, which is for use but, as Dick Elsy CBE FREng Agency (MHRA) published 2020, doctors did not know in ICUs. recalled at an online Q&A event a document with a general how the virus would affect The combined production organised by the Royal Academy specification for ventilators. them. With flu-like symptoms, capacity of the two companies of Engineering*, there was a It was then up to industry ALL HANDS TO early sufferers struggled for was 100 ventilators each deafening silence as companies to decide how to meet the breath as the virus attacked month. The government’s thought: “what do we do next?”. specifications. their respiratory systems and forecasts suggested that the UK Elsy, CEO of the High Value The VCUK consortium hospitals faced a surge of would need many thousands Manufacturing (HVM) Catapult, a concluded that there wasn’t patients experiencing breathing more. Gearing up to meet the group of manufacturing research time to design a new ventilator, problems. Intensive care units anticipated demand became a centres in the UK, decided to which would take time to get THE PUMPS (ICUs) were concerned about priority. step in. He called his contacts regulatory approval, a task that 32 INGENIA INGENIA ISSUE 86 MARCH 2021 33 ALL HANDS TO THE PUMPS SOCIETY “We needed to get to something closer to 3,000 units a week,” says Hoare. “A massive scale up was required. It wasn’t about a 11k–11,683k (2 days) 10k–11k (3 days) single machine being manufactured by a single individual over 9k–10k (3 days) 10k maybe 20 hours over a week. We had to break it down into about 8k–9k (4 days) 7k–8k (3 days) 250 different activities in what became one of industry’s most 8k 6k–7k (6 days) Cumulative units interesting production lines.” 5k–6k (4 days) 6k 4k–5k (5 days) 3k–4k (5 days) 4k 2k–3k (6 days) 1k–2k (9 days) 2k can take six to eight months set up new parallel supply chains two to three years to develop Even something as seemingly 101–1000 (11 days) in normal times. The quickest and acquire the required 42 and launch. As industry started basic as trolleys to move 0–100 (29 days) response would be to work with million parts at peak lockdown; work to meet the challenge, ventilators required rapid 0 13 Apr 14 Apr 15 Apr 16 Apr 17 Apr 18 Apr 19 Apr 20 Apr 21 Apr 22 Apr 23 Apr 24 Apr 25 Apr 26 Apr 27 Apr 28 Apr 29 Apr 30 Apr 01 May 02 May 03 May 04 May 05 May 06 May 07 May 08 May 09 May 10 May 11 May 12 May 13 May 14 May 15 May 16 May 17 May 18 May 19 May 20 May 21 May 22 May 23 May 24 May 25 May 26 May 27 May 28 May 29 May 30 May 31 May 01 Jun 02 Jun 03 Jun 04 Jun 05 Jun 06 Jun 07 Jun 08 Jun 09 Jun 10 Jun 11 Jun 12 Jun 13 Jun 14 Jun 15 Jun 16 Jun 17 Jun 18 Jun 19 Jun 20 Jun 21 Jun 22 Jun 23 Jun 24 Jun 25 Jun 26 Jun 27 Jun 28 Jun 29 Jun 30 Jun 01 Jul 02 Jul 03 Jul 04 Jul 05 Jul existing design. On 19 March, and recruit and train a frontline Team Penlon brought in action to manufacture by the VCUK put its weight behind an assembly team in a new age of a group of heavyweight thousands. McLaren Group WK3 WK4 WK5 WK6 WK7 WK8 WK9 WK10 WK11 WK12 WK13 WK14 existing design made by Smiths social distancing. signatories from industry, took on the task, a technology This graph shows the rate of the scale up of the Penlon ESO 2. The first unit of the new model was produced four weeks after the Cabinet Office set the challenge; Group. The ParaPAC Plus is including Ford, Siemens, business with expertise in 12 weeks later there were over 11,000. The acceleration of production was exponential as teams gained knowledge and solved issues. At the peak, essentially a mechanical, mobile Airbus, and McLaren, with the simulation, engineering, the consortium was building 200 times quicker than previously achieved in Penlon. The second 50% of volume was produced in just 23 days, averaging 260 units per day device that has been used in PRODUCTION HVM Catapult as a focus for electronic systems, and high- ambulances and hospitals in the By the end of March, 5,000 the collaboration between performance design. As Elsy supplied ParaPAC units for over parts from around the world Working with Airbus UK, AMRC In normal circumstances, it can UK and overseas for more than companies offered support for the companies. Bringing in described it, the Formula 1 a decade, but in relatively small and, by working over 12,000 quickly stripped out new take a year to create a new a decade. This device would this venture. VCUK split into engineers from Formula 1 team was grounded and there numbers. hours in April alone, the team equipment intended for work on factory to assemble something meet the needs of patients in two distinct work streams for injected a sense of urgency and was “an enormous amount When it came to mass was able to get production back wings and transformed it into a as complex as the Penlon transit and less severe cases in the Penlon and Smiths devices. pace into proceedings while the of engineering talent sitting production, VCUK needed on track. ventilator production line. Within ventilator, with its 700 parts. hospitals. ‘Team Penlon’ was led by Dr bigger companies contributed there and waiting to get its to ensure that there were a week, 500 Airbus operatives The first lockdown was far Following a request from Graham Hoare OBE FREng, their larger scale processes. teeth into something”. McLaren enough test boxes at each new were preparing to work four from normal circumstances: the Cabinet Office, VCUK then Executive Director of Business The larger medical industry threw its weight into the rapid production site to run final ASSEMBLY shifts making sub-assemblies the ventilator makers had to looked at an idea from Penlon, Transformation and Chairman players, including Siemens manufacture of components for testing on the Smiths ventilators It takes substantial to be incorporated with other move more quickly and set up which had concluded that it of Ford in Britain. The pre- Healthineers, brought their ventilators, as well as the trolleys. coming off the production line. manufacturing effort to units into the manufactured factories where workers could could meet the specifications for pandemic production rate at own special skills and rigour to McLaren Group set up a Mark Mathieson, McLaren’s assemble the hundreds of ventilators. By 26 March, they operate within the constraints the RVMS if it took key modules Penlon was between six and ten the process. Siemens was not production line that turned Director of Innovation, explained: components that go into a knew that their role would be of social distancing.
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