In this paper we review various organizational issues encountered when GRANTECAN, the Spanish organization
responsible for the construction and operation of the GTC telescope, evolved from the construction phase of a large
telescope facility into the phase of scientific operation. GRANTECAN now operates and further develops the 10.4m
segmented telescope, GTC. The advent of operational pressures to scientifically exploit the telescope enforced a number
of organizational changes as priorities shifted towards achieving the best possible level of operational effectiveness. In
this paper we will treat the GRANTECAN experience as a case study of the limitations and problems that were
encountered throughout this change. We will focus on the processes and strategies applied in order to achieve the
necessary changes. We will place our experience in the framework of the McKinsey 7S model, highlight a number of key
performance indicators, and will indicate the organizational changes that have taken place, that influenced the way the
objectives are achieved. We will present a forward look based on our experience to date.
The GTC (Gran Telescopio Canarias) is an optical and IR telescope, with a 10,4 meter segmented primary, installed at
the Observatorio del Roque de Los Muchachos (ORM) on the island of La Palma.
GTC commissioning started in July 2007 when First Light was achieved. GTC regular scientific operations started at the
beginning of 2009 with its first science instrument: OSIRIS, a visible camera with tunable filter and low-resolution
multi-object spectroscopic capability. Since that time science operation and telescope and instrument development
activities alternate in using the available telescope time. Later in 2010 the second science instrument will be
commissioned: CanariCam, a thermal-IR camera and low-resolution spectrograph with polarimetric and coronagraphic
This paper presents the telescope commissioning process, the problems encountered and shows some of the performance
aspects. First science results will also be presented to demonstrate the current capabilities of the GTC facility.
GLAS (Ground-layer Laser Adaptive optics System) provides a Rayleigh Laser Guide Star (LGS) upgrade to the existing
NAOMI AO system at the 4.2-m William Herschel Telescope on La Palma. Installation of the GLAS upgrades
commenced in 2006 with on-sky commissioning taking place from May 2007. Commissioning was very successful and
AO correction was first observed during the August 2007 observing run. Here we present an overview of the opto-mechanical
systems that have been installed and commissioned, including the LGS launch system, LGS safety systems
and LGS Wave Front Sensor, concentrating on the integration of the various optical and optoelectronic components.
The Nasmyth Adaptive Optics for Multi-purpose Instrumentation (NAOMI) on the William Herschel Telescope (WHT) has been developed recently into a common user AO (Adaptive Optics) instrument to accompany OASIS (Optically Adaptive System for Imaging Spectroscopy), a multi-slit spectrograph and INGRID (Isaac Newton Group Red Imaging Device) an Infrared detector. The most recent changes are the addition of an Atmospheric Dispersion Corrector (ADC) to be used for the optical wavelengths and a Dichroic Changer mechanism to select either a pass band or IR light for the Universal Science Ports (UPS).
Future developments on NOAMI are planned as it is due to house the GLAS WFS (Ground Layer Adaptive optics System Wave Front Sensor), a wave front sensor for the future Laser Guide Star (LGS) system to be installed on the WHT in 2006.
This paper describes the changes made with respect to the science ports and the changes to be made for the GLAS WFS; focusing on the GLAS WFS and the optical path and interface to the NAOMI adaptive optics system.
The Nasmyth Adaptive Optics Multipurpose Instrument (NAOMI) is the adaptive optics (AO) platform on the 4.2m William Herschel Telescope (WHT) at the Isaac Newton Group of Telescopes (ING). Until recently NAOMI has been concentrating on near infrared observations using the Isaac Newton Group Red Imaging Device (INGRID). Recent developments have added an extra optical port to NAOMI. The observer can now rapidly switch between infrared and optical instrumentation during AO observing, making the system more appealing for visiting instruments.
To allow for the operation of the common user optical spectrograph OASIS, a new optical path was created around the existing NAOMI optics. Various mechanisms were also added to the whole optical system. The OASIS beam was reshaped to f/20. The original optical/IR beam remains unchanged at f/16, and forms a new universal science port (USP). The existing Nasmyth Calibration Unit (NCU) has been replaced with a new design. This new NCU has multiple fibre-fed light sources that include continuum and arc lamps. The intensity of light can be individually adjusted via computer control. A new acquisition camera is mounted such that it can be used simultaneously with the spectral lamps. Software upgrades now allow faster deformable mirror calibration. A moveable mirror is used to select which science port will receive the light. Enhancements to the NAOMI AO system are discussed in this paper and suggestions for possible future upgrades.
This paper describes an engineering programme to retrofit an improved mechanism control system to the Isaac Newton Group Red Imaging Device (INGRID), the infrared camera at the William Herschel Telescope. INGRID is an operational instrument and engineering upgrades need to be considered carefully with a view to minimising risks to the instrument and ensuring that it is back in service on the due date.
A number of alternative mechanical arrangements were considered; different stepper motor candidates were assessed together with the electronics to drive them. Motor drive parameters were optimised to increase the speed of optical setup. Finally, different technologies were considered for improving the arrangements for sensing the position of the instrument's mechanism wheels. The paper reports on the results of this programme and lessons learned.