Century Medical

This is a case about Eric Peterson, who was recently hired as a product manager in charge of sales and marketing of Biometra’s catheter. This product from Biometra, a subsidiary of Scientific Materials (SciMat), was the first product ever launched by Biometra and so its success was critical for both Biometra and SciMat. From the case we see that even though Eric Peterson tries hard to meet the product target launch date, there are several issues that he and the organization are experiencing.

The medical staff has been using “best of breed” systems and has concerns of loss of key functions. However, they agreed to adopt EPIC, an enterprise-wide system designed for maximal integration and continuity of care throughout the continuum. This agreement was reached without any understanding of a potential loss of functionality in the new system, and an assumption the new system will be acceptable to the physicians once installed.

Ronal G. Spaeth currently serves as the Chief Administrative Officer for System Development of Evanston Northwestern Healthcare (ENH) and serves as its President of the ENH Foundation for North Shore University Health System, as well as an Advisor of SA Ignite, Inc. (Bloomberg, 2016). Previously, he served as the Chief Executive Officer and President of both Cole Taylor Bank and Highland Park Hospital before Highland Park Hospital merged with Evanston Northwestern Healthcare. For almost a decade, Mr. Spaeth had served in various positions at Evanston Hospital, such as vice president of administrative services, vice president of corporate services, assistant secretary of the board of directors, senior executive vice president, to include the chief administrative officer he currently serves as (Grazier, 2005). In addition, Mr. Spaeth served as the Chairman of the Board of Trustees of the Illinois Hospital Association, Board of Governors of the American College of Healthcare Executives (ACHE), a Member of the Board of Commissioners of the Joint Commission on the Accreditation of Healthcare Organizations (JCAHO), and Member of the Board of Trustees of the American Hospital Association (Bloomberg, 2016).

The system in place in the office setting is relatively new. However, they have been able to accomplish many beneficial features to optimize patient care. The system is connected to a larger network of providers and hospitals. This integration allowed for steam lined communication

6. If you were assigned to Jim’s team for this project, when in the project schedule (in what phase of after which activities are completed) do you think you could develop an economics analysis of the proposed system? What economic feasibility factors do you think would be relevant?

In turn, Hill Physicians have explored innovative ways to improve patient outcomes. Hill undertook large-scale quality initiatives that involved restructuring how their physicians delivered care. As a result, they have become a recognized leader in innovative healthcare. Investigating

A successful implementation of the recognition system will intrinsically motivate workers as opposed to extrinsically and allow people to set new standards for the company.

Discuss How the Proposed System and Adoption of Meaningful Use Will Benefit the Organization By Doing the Following:

Orchestrate Healthcare understands that Saint Francis Medical Center (SFMC), is a 284-bed facility serving more than 650,000 people throughout Missouri, Illinois, Kentucky, Tennessee and Arkansas. SFMC is guided by a mission to provide a ministry of healing and wellness inspired by Christian philosophy and values, as a progressive, innovative regional tertiary care referral center. Presently, using McKesson Horizon Clinicals, as well as, other ancillary systems, SFMC will be converting to Epic scheduled for July, 2016. This conversion will create tremendous value for all stakeholders within the healthcare center’s footprint by providing them the longitudinal clinical history of their patients in the new EPIC EMR. Orchestrate Healthcare is confident we can successfully support SFMC’s services for Data Conversion with our talent and experience. OHC understands that

This paper will focus on the health-tech business and takes a look at Philips’ strategic plan, capacity plan, and how it implements these into its portfolio management process. I will be going over the program management plan and how projects are managed as well as identifying any conflicts in cost, schedule, or quality and how to resolve them. Additionally, there will be a change management plan that focuses on managing organizational and cultural changes. I will also create a resource utilization plan to analyze and plan resources.

No change: The cost is increasing every year in the health care industry. There is no way to transfer these costs to patients as the services are already costly. Change is the only constant. Change is inevitable for MGH to survive in this industry. There are no pros with this option and several cons such as having no standards, poor communication and coordination between groups and poor maintenance of patient’s track records.

Breakeven = fixed cost/margin = total dollar fixed costs/ unit selling price –unit variable costs

Ecton Inc, as an innovator in the field of medical imaging is caught in a familiar dilemma that many startup companies face once they are in the final stages of a product development cycle- whether to continue with product rollout, forcing a change in the scale of operations requiring substantial capital input, OR, to get acquired by a larger organization which has the expertise and resources to ensure production, sales and distribution for the same product. In this essay, we will discuss Ecton 's proposed business model, why Ecton qualifies as a disruptive innovator, and analyse and recommend alternatives that it can take to chart out its future

This option has great potential for generating patient retention and referrals due to DHC paying attention to patient’s requests increasing their loyalty and people willing to attend DHC opposed to the new clinic. Although this alternative would increase patient’s visits, profitability is not a guarantee. This option would also require an increase of 33 percent in personnel costs and cost of the other physician.

These technologies grow and develop within the company over time, and are utilized in successive products. The collective body of the company's technology experience broadens with the emergence of every new product. This broadened experience has turned out to be the base for appraising the "incremental newness" of the technology personified in the subsequent new product.