...1. What are Meditech’s problems in introducing new products? In manufacturing All products? Introduction of new products by Meditech every now and then has created a delivery problem. The existing products became obsolete as the company really had embarked on the development of new products without considering their impact on the chain of distribution of the existing products. The resulting poor delivery thus created more dissatisfaction among the customers hence, a problem in the introduction of new products and jeopardized the company’s reputation. A customer may understand a few weeks delay in receiving their placed orders, but to have the waiting time extended three to four times the expected period is unexplainable. When a customer is showed a new product to save money and provide benefit to a patient, they would not place the order so quickly if the salesperson then followed up by saying you may have to wait four to five months before you receive the product. Making the right forecasting was also a problem since there was no adequate data to make the right forecasting. Proper data keeping had not been happening before and demand forecasts were not made in the previous periods. Data gathering has also been a problem as it was lengthy and tiresome demanding for a lot of manual work in editing the data to the computer. Inventory was also very high during this particular period and this meant that, the costs were very high. According to a study conducted by one of the...
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...| Meditech surgical | | | 2/2/2015 | Case Study | | | Meditech surgical Case-Study Type A Introduction: Meditech is a major manufacturer and leader in endoscopic surgical instruments market, competing aggressively by introducing new products with enhancements to existing products. The growing market of endoscopic technology made Largo Healthcare, the parent company, to branch Meditech as an independent company. With this step, Meditech was highly successful in developing innovative low cost products, helping them in creating a market share of worth $800 million in a short span of time. On an average it introduced 12 or more products in any given year. Meditech’s aggressive sales force team was able to capture major market share by selling directly to hospitals, material managers and surgeons, unlike its major competitor, National Medical. The difference in its sales strategy, has helped Meditech to stand out in this market. Endoscopic instruments are not reusable by sterilization, and because of this reason hospitals require frequent replenishments, Bulk purchases they used group purchasing policies as it saved time taken for negotiations and money which in turn benefitted the suppliers too. Meditech thus maintained a production-line of approximately 200 end-products. The below flow charts models explains the distribution & internal operations of Meditech. Manufacturing Plant Central Warehouse Domestic Dealers International Dealers Dealers Warehouse ...
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...MIT Leaders for Manufacturing Program Meditech Surgical1 Three years after Meditech was spun off from its parent company, Meditech captured a majority of the endoscopic surgical instrument market. Its primary competitor, National Medical Corporation, had practically invented the $800 million market just over a decade ago. But Meditech competed aggressively, developing new, innovative instruments and selling them through a first-class sales force. The combination paid off, and Meditech had become a phenomenal success in a short period of time. Despite the success, Dan Franklin, Manager of Customer Service and Distribution, was concerned about growing customer dissatisfaction. Meditech had recently introduced several new products that were central to the entire Meditech product line. New product introductions, which were critical to Meditech’s strategy of rapid product development, needed to be introduced flawlessly to protect Meditech’s reputation and sales of other products. But Meditech consistently failed to keep up with demand during the flood of initial orders. Production capacity became strained as customers waited over six weeks to have their orders delivered. Poor delivery service, which is fatal in the health care industry, was jeopardizing Meditech’s reputation. Company Background Endoscopic surgical techniques fall under a class of surgical procedures described as minimally invasive. Minimally invasive surgery, as opposed to traditional open surgery, requires only...
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...1. What are Meditech’s problems in introducing new products? In manufacturing ALL products? Meditech introduces on average about 1 new product per month. Most of the new products are only upgrades of old products. This considerably reduces the life-cycle of the products. The Majority of Meditech customers are Material Managers whose primary focus is on cost and delivery schedules but not on innovative product features. No attempt is made by Meditech to understand the Demand Dynamics along with the product life-cycle. Qualitative factors that have been identified as critical success drivers for a new product launch are time-to-market relative to competition or product diffusion. But Meditech does not launch new products relative to competition and by constantly pushing new innovations into the market it does not allow its products to diffuse effectively into the market. Every new product launch requires a lead time of around 4-16 weeks which is very high. With every product launch, pushing the product into the market becomes the primary consideration of the sales force thereby neglecting customer service for older products. These constant launches have led to supply side shortages, delayed deliveries, low customer service, low customer satisfaction, inaccurate forecast and high FG inventory levels. The product portfolio of Meditech comprises about 200 separate end-products and the number is increasing. These wide ranges of products make Meditech rely heavily on suppliers wherein...
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...Inventory Models 1. What are Meditech’s problems in introducing new products? In manufacturing ALL products? Meditech was in the situation of new product introductions resulting in excess demand and shortage of supply problem. There were constant shortages with new product introductions. Dealers and affiliates started increasing order size or “panic ordering” hoping to have better chance at receiving some of the order. The increased demand depletes inventory and causes back orders. In response, production is forced to increase output to meet demand and replenish inventory. Once an acceptable level of inventory is reached production finally decreases output and variations finally start to minimize. In terms of manufacturing all products, Meditech was responsible for producing over 200 end products which only compounds their difficulty to manage inventory. The panic ordering taking place was raising demand and placing a strain on inventory and delivery timelines. Meditech has introduced dozens of new products by concentrating on innovation, product cost, and strategy. Meditech continued to make products obsolete by constantly innovating and updating older products. However, because of the forecast problem, Meditech consistently had to “play catch up” caused by the shortage of each new product introduction. They needed to manage inventory better because of too many high levels of finished goods inventory, which added to the poor service level problem and the increased...
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...Meditech Case Study 1. What are Meditech’s problems in introducing new products? In manufacturing ALL products? Meditech was the leading company in endoscopic surgical instruments. New products were critical to its growth. However, Meditech was unable to keep up with demand, customers lead times was over six weeks for delivery, since they consistently have shortages with each introduction they received a poor reputation. Forecasting and Inventory controls are key to the issues surrounding the introduction of new products and for all Meditech’s manufactured products. 2. What is driving these problems, both systemically and organizationally? One focus in Supply Chain Management is to look at an entire system within an organization, from transportation, distribution, inventory, work in process, finished good, warehousing, etc. From a systemic standpoint, Meditech problems arise from using a poor document system, a decentralized purchasing function, no procedures, “panic ordering” from dealers, poor forecasting and inventory controls. Organizationally, inventory control and forecasting create major issues for the company. Also, the fact that there is no data gathering system for the company. 3. Why is the customer service manager the first person to recognize the major issues? Dan Franklin, manager of Customer Service and Distribution was able to realize customers’ frustrations through meetings with hospital material managers. Franklin also has a staff member...
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...------------------------------------------------- BUSINESS DECISION MAKING A4064059 CONSTANCE LELO MABIALA [Date] LSBF Lecturer Michael Olusoji [Date] LSBF Lecturer Michael Olusoji INDEX CONTENTS Summary……………………………………………………………………………………………………………………………1 Introduction……………………………………………………………………………………………………………………….2 LO1. Be able to use a variety of sources for the collection of data, both primary and secondary 1.1 Create a plan for the collection of primary and secondary data for a given business problem……………………………………………………………………………………………………………………….3 1.2 Present the survey methodology and sampling frame used ……………………………………..…4 1.3 Design a questionnaire for a given business problem……………………………………………..……5 LO2. Understand a range of techniques to analyse data effectively for business purposes 2.1 & 2.2 Create information for decision making by summarizing data using representative values and analyse the results to draw valid conclusions in a business context …………………6 2.3 Analyse data using measures of dispersion to inform a given business scenario …………..7 2.4 Explain how quartiles, percentiles and the correlation coefficient are used to draw useful conclusions in a business context…………………………………………………………………………………………………………………………........8 LO3. Be able to produce information in appropriate...
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...Meditech Surgical Case GSCM 560 Keller Graduate School of Management Meditech Surgical Case 1. What are Meditech’s problems in introducing new products? In manufacturing ALL products? Meditech confronted an aggressive competition base on an innovating product. They were relatively new to the market. Their issue was based on failing to fulfill the great demand for the new product, the issue generated another obstacle which was not being able to deliver on time. Customers were expecting to have their product delivered when needed, but it took almost 6 weeks to receive the product. The genesis of this issue was based on the inability to create an effective forecast. There is not a perfect forecast, but it aids to visualize future demand. 2. What is driving these problems, both systemically and organizationally? The issue is generated due to the inconsistency lead time for the component part. It is taking too long (2-16 weeks). Once again, the lack of forecasting is generating a false number which leads to inconsistency in the production. The estimation of the transfer requirement lose the actuality, leading to affect delivery time. The production inconsistency is higher than the demand difference. On the systematically side, the firm is going through a “panic” ordering period, with the lack of forecasting it is providing poor document support creating a false demand number. The decentralization is creating a bump on their production, in addition, there is not a standardized...
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...published in 19911 estimated that 1.3 million injuries occurred annually in U.S. hospitals, 69% of which were at last partially due to errors in patient management. The study found that 13% of injuries resulted in patient death, ‚a rate that if extrapolated to the United States as a whole suggested that approximately 180,000 deaths a year were, at least partly, the result of injuries received during the course of care.‛2 This study also found that adverse drug events (ADEs) accounted for nearly 20% of total injuries (making them the largest injury category) and that 45% of ADEs were the result of errors. A later study at two Boston hospitals found that 6.5% of admitted patients suffered an ADE, and that 28% of these were due to errors.3 1 L.L. Leape, T. A. Brennan, et al., ‚The nature of adverse events in hospitalized patients: results of the Harvard Medical Practice Study II,‛ New England Journal of Medicine 324 (1991):...
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...Advanced Information Management and Application of Technology Maydene A Huie Western Governors University Proposal for a New Information Management System to Implement Meaningful Use Interdisciplinary Committee Team Members Implementing a new information management system for a 100 bed hospital to bring them into compliance with Meaningful Use Legislation, requires the expertise of different disciplines within the hospital. For this hospital the team will consist of myself, a Clinical Nurse Specialist with a Post-Masters Nursing Informatics Certificate, Health Information Management (HIM) Specialist, in charge of medical records, and ensuring regulatory compliance, Information Technology (IT) Specialist who is knowledgeable in computer software and hardware, Physician who is a the Medical director with extensive experience with electronic medical charting, Pharmacy Director who is a pharmacist with EMR and PYSIX experience and , Chief Financial Officer to manage the budget, and the Director of staff development who is a Mastered prepared RN with EMR experience and is in charge of staff education. The HIM Specialist is chosen because of his experience with health information management, regulatory compliance and HIPAA. This knowledge is vital for implementing this system to ensure that the EMR chosen will meet the criteria for the stages of Meaningful Use. The IT Specialist is chosen for his knowledge of computer hardware and software and will be instrumental in the...
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...MIS In Your Pocket CASE STUDY QUESTIONS: 1 - The kinds of applications that are described in this case study are as simple as e-mail, calendar, photo sharing, and text messaging applications to applications like the one used for MEDITECH electronic medical records system, Epocrates Essentials, ChainLinq Mobile, and the app developed by Timothy Childs to help control machines in his business. These types of applications help employees stay better kept up with each other and business information. The e-mail application allows employees to receive e-mails almost directly after they are sent. The MEDITECH application gives doctors the ability to look at things like medical records and results whenever they need to and where ever they are. Also being able to access applications like Epocrates Essentials helps them understand the results and get more medical information. Basically, all the applications described help support business functions like timeliness and punctuality. These application help improve operational efficiency because they improve the speed of the information being communicated in businesses. This allows the businesses to operate faster and helps decision-making be done quicker which will help companies avoid potential problems or fix problems that are happening faster. Q2: Businesses in this case study solved problems like doctors being able to stay on call, having a secure mobile network, quickly delivering information to customers, and controlling some parts...
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...MIS in Your Pocket - Case Study 2 Case Study Questions 1. What kinds of applications are described here? What business functions do they support? How do they improve operational efficiency and decision making? The kinds of applications described in the case study include simple applications such as email, photo-sharing, text-messaging and calendar applications. Moreover, other applications include the Doylestown Hospital's electronic medical records system( delivers information on vital signs, medications, lab results, allergies, nurse's notes etc.) , Doylestown medical reference application, Epocrates Essentials (help interpret lab results and obtain medication information), the ChainLinq mobile application developed by D.W Morgan (updates shipment info, collects signatures and provides GPS tracking on each box it delivers) and the application developed by Timothy Childs to help control chocolate making machines in his business. The use of these applications allow employees to communicate business information and keep up to date with this information more easily than ever before. For example, the MediTech application allows doctors to access medical records with ease, anywhere and anytime, unlike previous paper records that are time consuming. In addition, the Epocrates Essential application allows them to obtain more medical info and understand results better. The applications described in the case study, generally all support key business functions such as promptness;...
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...Supply Chain Management COURSE OUTLINE TERM WINTER 2014 A. INSTRUCTOR AND CONTACT INFORMATION | Instructor: | Mr. Hanif Ajari | Office #: | Korangi Sector 30 near Singer round about | Telephone: | 0321- 2666071, 021-34933003(Res) | E-mail: | Ajari1230@hotmail.com | Office Hours: | Normal University hours | B. COURSE OBJECTIVE | Objective of this program is to generate basic level understanding and translating conceptual exposure in very congenial atmosphere among the students and professional that why supply chain management is among the top initiatives for businesses of all sizes. Yet most purchasing, operation, planning, and finance managers feel they don’t have good control over their supply chains. Even the best informed are saddled with questions about establishing organization buy-in, defining metrics and benchmarks, optimizing material and transactional flow, and conducting relevant competitive analysis to define business opportunities. The challenges involved in optimizing a company’s supply chain are substantial. The proposed course outline grew out of a number of supply chain management courses or workshop conducted in Executive Education programs I have taught extensively in many universities within and outside Pakistan over the past five years as well as number of projects I have handled in the field of designing the supply chain model within Pakistan or and other countries of the world. The course outline is more or less similar to the topics...
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...Samantha Hicks Week 6 Writing Assignment November 30, 2013 2- In the final part of this case study, Roger Williams was making plans to create a business continuity plan for its information. Why do you think the hospital had not already developed such a plan in the event of a disaster? How is HP’s new IT infrastructure going to help Roger Williams build a robust business continuity plan? The hospital had not already developed a continuity plan for its information in the event of a disaster because Roger Williams Medical Center did not know that it would gain the large amount of information it did. HP’s new IT infrastructure will help Roger Williams build a robust business continuity plan because the new IT infrastructure will help the hospital achieve scalability, availability, and the performance required to process and store information with its new applications. By achieving scalability, Roger Williams will be able to add information as well as change information within a system easily. By achieving availability, the hospital will be able to have the information available when needed. By achieving the performance required to process and store information with its new applications, the hospital will be able to have enough processing power to work with the new applications and store large quantities of data. 3- According to the network infrastructures we discussed in this chapter, how would you characterize Roger Williams’ new IT infrastructure? Justify your answer...
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...Meditech case Q1. What are Meditech’s Problems in introducing new products? In manufacturing ALL products? New products face forecasting problems. So in the beginning, as they can see in the data (graph of Weekly Net Order for New Products) of previous years, the demand in the first few weeks is booming. They should adjust their production numbers to the higher demand, until it will ease after week 4-6. In the weeks after the introduction peak the business should keep production on a constant level without having too much inventory but still enough to keep a 1 2/3 weeks of demand. There is a lot of data available but it is scattered over different systems in different areas of the organization. Therefore the data is practically useless. No routine way to see incoming demand for a new product. Configuring one universal data sheet was difficult because of the use of different time spans in different systems. A week’s notice before production change is too long. Q2. What is driving these problems, both systemically and organizationally? The business is decentralized, which means that there different areas work with different standards and system. Therefore they cannot quickly respond to each other. Problems are recognized too late. Problems are known, but because of the different systems that are used, this information is not properly communicated throughout the different departments of the business which results in slow response to problems (i.e. changes...
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