...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 the lead time is 2-16 weeks. Meditech organizational structure...
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...Meditech Surgical Case Paper Professor Leon Powell ISCOM 476 June 11, 2012 Meditech Surgical Case Paper Meditech has a new medical device they are trying to sell to customers while also trying to meet the demands of their current products. The company has several issues including the customer service department, relationships with vendors and suppliers, warehouse locations, and distribution locations. Meditech does not have systems and procedures in place to handle customer complaints, create reports to accurately forecast for sales, and they do not have a good relationship with their supplier to understand the production process. There are several processes and procedures that need to be implemented to help Meditech turn the business around and become customer friendly and profitable (Simchi-Levi, 2008). Meditech’s Problems in Introducing New Products and ALL Products Meditech’s problem in introducing new products is they wanted to use brand naming as their marketing strategy. By using this marketing strategy Meditech thought they would be able to easily sell endoscopic medical devises. Meditech was not able to produce the medical equipment fast enough to meet customer demands. Meditech’s has an abundance of orders they cannot fill and the manufacturing time to make the medical devises continually increases. This has caused Meditech to not make their numbers in manufacturing and has caused poor customer service by not delivery the product when promised (Simchi-Levi, 2008)...
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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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...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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...EMC2 Delivering Customer Centricity An Analysis Analysis: EMC2: Delivering Customer Centricity This paper is an analysis of the article EMC2: Delivering Customer Centricity; by Thomas Steenburgh and Jill Avery (2011), Harvard Business School. EMC Corporation has had a long and storied relationship with its approach to customer service. For most of the last thirty years, the customer has been front and center in the company’s strategy to achieve the leadership position in the data storage market, but it did not begin that way. In 1987, prior to the full customer centric commitment, as EMC was expanding into disk drives and memory cards, sales personnel knowingly shipped defective products in order to meet sales quotas; hardly a customer centric action. (Steenburgh & Avery 2011). In 1992, with the naming of Mike Ruettger as CEO, the company made a full – fledged commitment to customer service as a competitive advantage. The customer’s voice was to become top priority and inform EMC processes and corporate culture. Ruettger launched an initiative called TCE, Total Customer Experience, with the objective to exceed customer expectations. In transforming the EMC culture, it was critical that Ruettger’s team redesign performance metrics, incentives, accountability, and oversight procedures. They established a “Voice of the Customer” team to analyze loyalty surveys, communicate learning, and make recommendations to improve processes that touch the customer. Customer...
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...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 demand caused back orders. Therefore, Meditech needs to outsource low margin products...
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...Advanced Information Management and the Application of Technology C156/WTT Task 1 Teresa Miller Student id: 000273119 Proposal Our one hundred bed hospital is in need of updating from paper charting to computerized health records. In doing this, we will meet our goal of compliance with meaningful use legislation. We assembled a team of members to assist with this task and together we have narrowed the search to two health care systems. Those two systems are EPIC and Meditech and we will now discuss the advantages and disadvantages of each, with a final recommendation for our new healthcare system. Identification and Roles of Team Members/Expertise The first person on this team is the acute care nurse manager. The acute care nurse manager is a bachelor prepared nurse and is beneficial to this team because of her close relationship with staff nurses. She will have input from floor nurses and be able to contribute important information about charting from the nursing standpoint. The nurse manager will be able to assist with questions that staff nurses may have during implementation and training. This member is able to discuss what the nursing staff needs for adequate charting. She will be able to look at each computerized system and contribute a nurses point of view. The second team member will be the chief medical officer. The physician has the input from other doctors and will be able to answer questions for other...
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...MEDITECH: Software Management for Medical Practices As a well-advanced and technologically progressive society, we have come a long way and have advanced far more than one can imagine. From airplanes to computers, we have found ways to ease our lives by decreasing time spent on daily tasks; this has also become applicable in the medical field. Various software programs have been created to acquire, analyze, organize, and manage medical information eminently and efficiently. Among the various software companies viewed, the software company MEDITECH personally stood out the most. MEDITECH provides services to both hospitals and physician practices but these services vary in features and functions. In the services provided to physician practices and hospitals, software companies aim to streamline workflow. Hospitals require software that can integrate information between the departments within. The software company has to consider the needs of the hospital staff including physicians, radiologists, nurses, technicians, human resources and registration personnel. Thus, all applications have to be integrated in order to assist in flawless exchange of information between departments. Image Trend Inc, an Emergency Data System provider, is able to provide services to hospitals to allow them to accept and view electronic patient records from ambulance services in order to offer optimal patient care to the patients as they arrive. Image Trend specifically claims that hospitals can...
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...Electronic Health Record Selection Process DeVry University HSM 330 Professor: Dr. Eric Oestmann Introduction More and more healthcare facilities are switching over to electronic health records. With that switch comes the mind-bending process of selecting which electronic health records system is the best in regards to features, functionality, and cost effectiveness. What healthcare administrators, and their teams, will be looking for is; a) An increased access to healthcare records, so a larger database b) Support in the medical providers decision-making process c) Increase communication between healthcare staff, and with the patient d) Be cost effective, not only in the purchase price but also the price of training and implementation. NextGen Electronic Health Record System Dating back to 2001 when NextGen first started as an electronic health record system, it has been striving, and evolving, to become the best electronic health record system around. Jordan Barrish reports (2014) that as of 2014 NextGen EHR only has about 4,000 clients. That would not be even close to being the biggest EHR provider, or system. However, they do report that they have interoperability between third party systems and Health Information Exchanges (HIE) (NextGen HIE 2015). NextGen does have some great support tools for medical providers and patients alike. For the office, they have a practice management system that can increase productivity, and incoming revenue...
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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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...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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...to EHR was not an easy task, the advantages of this evolution are immense. “Information technology influences the manner in which nurses practice, how they are educated, and the methods of providing and documenting patient care” (Rivers, Blake, & Lindgren, 2008, para. 2). With the use of informational systems and EHRs in the healthcare setting, the nursing profession has made huge advancements in the quality of patient care. There are two main Hospital Information Systems (HISs) that are used within MMC, they are known as Meditech and GE Healthcare Centricity. The same vendor does not provide the two HISs, however, both are used concurrently in the management and organization of patient information. While the two HISs do not interface with each other, the programs are uniquely designed to incorporate pertinent information. The two programs run independently, each providing their own type of benefit within this healthcare system. Meditech, which is the oldest HIS used in Mercy, is the mainstream application used for the collection of...
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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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...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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...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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