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- P. Fessia, F. F. Bertinelli, D. Bozzini, P. Cruikshank, A. Jacquemod, W. Maan, A. Musso, L. Oberli, A. Poncet, S. Russenschuck, F. Savary, M. Struik, Z. Sulek, J.-P. G. Tock, D. Tommasini, C. Vollinger
CERN, Geneva
- A. Grimaud
ALL43, Saint-Genis-Pouilly
- A. Kotarba
HNINP, Kraków
- L. Vaudaux
IEG, St-Genis-Pouilly
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The interconnections of the Large Hadron Collider (LHC) continuous cryostat have been completed in autumn 2007: 1695 magnet to magnet interconnections and 224 interconnections between the continuous cryostat and the cryogenic distribution line have been closed along the 27km of the LHC. The high productivity demanded, the complexity of the interconnection sequence, the strict quality standards have required an ad hoc organization in order to steer and coordinate the activities on a worksite that was spread along the whole accelerator ring. The optimization of the intricate sequence of construction and test phases carried out by CERN staff, CERN collaborating institutes and contractors have led to the necessity of a common approach and of a very effective information flow. Specialized CERN teams have been created to deal with non standard operation to smooth the work sequences of the main assembly teams. In this paper, after having recalled the main technical challenges, we review the organizational choices that have been taken, their impact on quality and productivity and we briefly analyze the development of the worksite in term of allocated resources and production.
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