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An introduction to product line management.

Management by product line has been used successfully in the manufacturing industry for decades. As the healthcare industry evolves, implementation of Product Line Management is emerging as one strategy to increase efficiency, effectiveness, and profitability. Product Line Management is an organizational scheme and alternative management system for focusing on the programmatic scope of operations in order to achieve particular objectives. Product Line Management in a hospital setting requires deviation from linear functional management paradigms to a reorganization in thinking that focuses on end-result objectives. This management structure recognizes the need to integrate operational and clinical management in response to market-driven forces from both the standpoint of packaging products for the marketplace and appropriate management of those products to improve organizational effectiveness and profitability. However, a "test of time" is necessary to evaluate whether Product Line Management has a positive impact on clinical intervention and outcome. Although Product Line Management seems to be a method to increase profitability, its effect on the quality of client care remains unclear. Speech-language pathologists and audiologists need to be well informed about Product Line Management in the healthcare industry, and should prepare for the possibility of participating within such a framework. Finally, speech-language pathologists and audiologists need to examine and consider their particular qualifications for assuming leadership within such a structure.

American Speech-Language-Hearing Association

Product line management.

The application of Product Line Management to the health care industry in the United States is an effort to use a management approach from the business world that aims at implementing, maintaining, and enhancing productivity without compromising quality patient care. Product Line Management is an opportunity for the nurse in management to develop a business acumen that will directly influence patient outcomes. Under this concept the product, is defined, priced, marketed and sold. The result is the ability to secure a competitive edge in the health care marketplace that not only allows us to survive, but to thrive.

Hospital Units

Strategic, operational, and marketing concerns of product-line management in health care.

Product-line management is a specialist strategy that focuses on specific products and markets. This article presents a typology of organizational approaches to implementing such a strategy and discusses the advantages and disadvantages of each. Finally, the relationship of the control of marketing to product-line strategy and decentralization is discussed.

Centralized Hospital Services

Product line management: can it work for plastic surgery?

Health care managers are looking to other industries for assistance in designing strategies to respond to changing environments. In the evolving environment of managed care, operational success depends on successful management of fiscal resources. Product line management can be a key component of organizational response to change. This article describes the successful implementation of a product line management program at a large Midwestern hospital, and presents advice to plastic surgical nurses to undertake in their own facilities.

Hospital Departments

Implementation of product-line management in a hospital pharmacy department.

The development and implementation of product-line management (PLM) in a pharmacy department is reviewed. The PLM system of hospital organization shifts the emphasis from function to product. The pharmacy department at a 737-bed nonprofit hospital adopted PLM in an effort to reach more directly the physician and patient markets, enhance the image of pharmacy, and help meet requirements of the Joint Commission on Accreditation of Healthcare Organizations. The department surveyed physicians and administrators to identify their product and service needs and surveyed pharmacy staff members to identify the perceived benefits and risks of a PLM system. A strategic-planning session was held to decide how best to match the pharmacy department's product lines with market needs. The team leaders were renamed clinical supervisors and were no longer responsible for defined physical areas but rather for clinical matters relating to patients in the product line assigned. Pharmacy's chosen product lines were oncology services, neuropsychiatry, maternal and child care, cardiovascular, operating room-anesthesia-pain clinic, and general medical. The transition is being accomplished one product line at a time; interested team leaders transfer into clinical supervisor positions by achieving clinical expertise within the relevant product lines. Despite some initial confusion, PLM contributed to job satisfaction and morale and allowed the pharmacy department to provide increased clinical consultation and intervention services. PLM enhanced the clinical pharmacy program and focused clinical services on the physician and ultimately the patient.

Education, Pharmacy, Continuing

Attitudes of hospital executives toward product line management: a pilot survey.

This article reports results of a pilot survey of hospital executive attitudes toward product line management (PLM). Results indicate that the majority of respondents feel the concept is applicable to hospitals in general as well as to their own institutions. However, the respondents have not really internalized some of the key attributes of the concept and the likelihood of adopting PLM is higher for large, for-profit, and urban hospitals.

Alabama