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PubMed1997

Reorganizing patient care around service lines.

Practice makes perfect, the experts remind us. And studies show that the more healthcare providers care for patients with certain conditions, the better that care becomes. In this issue, THE QUALITY LETTER talks with healthcare leaders who have implemented revolutionary changes in the way care has been delivered at most healthcare organizations for more than a century. They've reorganized care within their organizations into product lines or service lines, such as cardiology, oncology and women and children's health. Reorganization has meant establishing new reporting patterns and emphasizing multidisciplinary teamwork. Best of all, they're reaping the benefits that early measurements show, such as reduced hospital length of stay and reduced costs. Healthcare leaders who spoke with THE QUALITY LETTER all agree that such reorganization is worth the effort--and note the four major lessons they've learned about easing the transition to service line delivery.

Child↗
PubMed1992

Achieving world class performance step by step.

Bridgestone of Japan acquired Firestone, a United States corporation, in early 1988. This article describes the integration process of the two organizations' cultures. There are many lessons in the approach that should apply to a variety of organizations. The Strategic Improvement Process, a rather highly structured approach, harnesses the strengths of both the Japanese and American organizations and starts the manufacturing and technical departments on the road to excellence.

Cross-Cultural Comparison↗
PubMed1999

The marketing function in managed care systems.

As managed care spreads through the health care service industry, marketing professionals are faced with the challenge of marketing highly integrated systems. This paper explores three questions related to this development: (1) what is unique about managed care marketing, (2) how has managed care impacted health care marketing, and (3) what new strategies and trends will shape these developing markets?

Delivery of Health Care, Integrated↗
PubMed1992

The empowerment of service workers: what, why, how, and when.

In recent years, businesses have rushed to adopt an empowerment approach to service delivery in which employees face customers "free of rulebooks," encouraged to do whatever is necessary to satisfy them. But that approach may not be right for everyone. Bowen and Lawler look at the benefits and costs of empowering employees, the range of management practices that empower employees to varying degrees, and key business characteristics that affect the choice of approaches. Managers need to make sure that there is a good fit between their organizational needs and their approach to frontline employees.

Commerce↗
PubMed1994

MRP (materiel requirements planning) II: successful implementation the hard way.

Many manufacturing companies embark on MRP II implementation projects as a method for improvement. In spite of an increasing body of knowledge regarding successful implementations, companies continue to attempt new approaches. This article reviews an actual implementation, featuring some of the mistakes made and the efforts required to still achieve "Class A" performance levels.

Aircraft↗
PubMed1994

MRP (materiel requirements planning) II implementation: a case study.

Manufacturing resource planning (MRP II) is a powerful and effective business planning template on which to build a continuous improvement culture. MRP II, when successfully implemented, encourages a disciplined yet nonthreatening environment centered on measurement and accountability. From the education that accompanies an MRP II implementation, the employees can better understand the vision and mission of the organization. This common goal keeps everyone's energy directed toward the same final objective. The Raymond Corporation is a major materiels handling equipment manufacturer headquartered in Greene, New York, with class "A" MRP II manufacturing facilities in Greene and Brantford, Ontario and an aftermark distribution facility in East Syracuse, New York. Prior to the implementation of MRP II in its Greene plant (from 1988 through 1990) good intentions and hard work were proving to be less than necessary to compete in the global market. Certified class "A" in February 1990. The Raymond Corporation has built a world-class organization from these foundations.

Goals↗
PubMed1994

From chaos to control: winning the war.

This article illustrates how a small manufacturing facility in the Midwest undertook the process of an MRP II implementation and ultimately gained class A status at a true make-or-break time in its history. The control that was gained throughout the entire process has helped create a winning environment and will continue to strengthen our position as we move toward world-class excellence.

Certification↗
PubMed1994

Against all odds! You still can upgrade and reimplement an MRP II (material requirements planning) system.

This article illustrates the three key elements necessary when reimplementing a closed-loop manufacturing system. The first is to accept the paradigm of people's fear of being changed. The second is to devise a methodological process to define the overall tasks, identify roles, and determine an organized approach. The third is to involve and receive commitment of all players to ensure that predefined tasks are completed on schedule.

Decision Making, Organizational↗
PubMed1990

Breakdown approach helps managers select projects.

In an era of increased financial strain, effective capital budgeting is critical to a hospital's continued viability. Without accurate estimates of a project's costs and benefits, however, even the most sophisticated selection method is subject to a capital manager's prediction errors. Rather than use typical performance reports to evaluate particular projects or the managers proposing them, administrators should scrutinize the assumptions behind managers' predictions. A decomposition or divide-and-conquer approach can assist in this analysis.

Budgets↗
PubMed1996

Marketing a managed care plan: achieving product differentiation.

The health care marketplace is changing dramatically, even without federal reform measures. This is a volatile, yet promising, time to market a managed care plan. Before marketing the product, it is critical that the competition is thoroughly evaluated and consumer and employer needs are researched. The final product should be distinguishable from the competition and address market needs. Promotion can then begin, utilizing a proactive public relations and advertising campaign in addition to traditional methods of marketing.

Advertising↗