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PubMed1994

The people side of MRP (materiel requirements planning).

A montage of ideas and concepts have been successfully used to train and motivate people to use MRP II systems more effectively. This is important today because many companies are striving to achieve World Class Manufacturing status. Closed loop Materiel Requirements Planning (MRP) systems are an integral part of the process of continuous improvement. Successfully using a formal management planning system, such as MRP II, is a fundamental stepping stone on the path toward World Class Excellence. Included in this article are techniques that companies use to reduce lead time, simplify bills of materiel, and improve schedule adherence. These and other steps all depend on the people who use the system. The focus will be on how companies use the MRP tool more effectively.

Industry↗
PubMed1990

Applying Japanese management tips to patient accounts.

"Just in time," a Japanese management philosophy that has been applied successfully in manufacturing operations, also can be used to improve management of patient accounts departments. Under its principles, healthcare organizations would develop standardized procedures; involve workers in decision making; set up training and education programs aimed at creating a multi-skilled pool of workers; establish smooth production schedules; and foster cooperation and commitment to the philosophy throughout the organization.

Accounting↗
PubMed1991

Factory approach can streamline patient accounting.

Although they may seem fundamentally different, similarities exist between operations of factories and healthcare organizations' business offices. As a result, a patient accounting approach based on manufacturing firms' management techniques may help smooth healthcare business processes. Receivables performance management incorporates the Japanese techniques of "just-in-time" and total quality management to reduce unbilled accounts and information backlog and accelerate payment. A preliminary diagnostic assessment of a patient accounting process helps identify bottlenecks and set priorities for work flow.

Accounts Payable and Receivable↗
PubMed1992

Claims submission leads electronic advances.

To increase and accelerate reimbursement, providers are increasingly establishing electronic linkages with payers at all points in the patient accounting process where labor costs can be reduced and accuracy of information can be improved. The greatest advances are being seen in claim submission, as manual data entry of claims information is being replaced by electronic data interchange. Cleaner claims, faster payment, and reduced staff are just some of the results.

Computer Communication Networks↗
PubMedDate not supplied

A taste of our quality: our experience with reengineering, developing and introducing new technology, and organizational renewal.

As recipient of the 1995 CLMA Quality Management Award, MDS Ontario Laboratory Division (MDS) has the great opportunity to share with the CLMR readers, through this article, highlights of our change process. These highlights have proven to be valuable learning experiences to us as an organization in health care that has undergone and continues to undergo significant change. In the course of our 5-year journey, MDS has undertaken two main change processes: restructuring and Renewal. Restructuring was a result of financial pressures placed on the organization by our single payer of service, the Ontario Government. Restructuring achieved the required results of reducing the operating expenses of the Ontario Laboratory Division. It was foreseen that one of the greatest challenges at the end of the Restructuring process would be restoring employee morale. The Renewal process began with a leaner, more flexible organization. We needed to address employee morale, and focus the organization on the future and the opportunities that it holds for the employees and the organization. Thus, we began "Building Our Future Together." The key learnings that have enabled us to transform the division successfully are based on the five principles of change: context, communication, commitment, culture, and celebration. These principles have provided the foundation from which our renewed organization will move forward.

Awards and Prizes↗
PubMed1997

Effective managed care marketing strategies for evolving markets.

In a world of increased competition and changing consumer expectations, one of the keys to a fiscally sound health plan is having a dynamic marketing strategy that takes into account the shifting attitudes of consumers as managed care markets mature. The primary goal of any health plan marketing strategy should be the acquisition and retention of members. Providing cost-efficient and convenient service for enrollees, offering low or no deductibles, having convenient office locations, and minimizing paper-work are important elements of such a marketing strategy. Factors such as brand awareness and the perceived image of a health plan also are important considerations in acquiring and retaining market share. The relative importance of these consumer satisfaction criteria change as a managed care market evolves and matures. Financial and marketing managers, thus, should ascertain their market's stage of development and respond with appropriate marketing strategies.

Community Participation↗
PubMed1998

Foundations for a new tomorrow: how to bridge the gap in work force literacy.

U.S. companies face substantial challenges from abroad, and to meet these challenges they need workers who have the ability to learn on their own. Unfortunately, many workers lack the basic skills they must possess in order to respond to current and future changes. This article describes a new perspective on literacy in the workplace and presents a strategic approach to improving literacy. The approach includes determining what skills are truly needed, evaluating the current skill level of the work force, and tailoring education to meet the specific needs of particular groups of workers.

Costs and Cost Analysis↗