Computerized Order Entry Of Dell

In 1994, Dell made the bold decision to remove their products from retail stores and focused on direct to customer sales. In 1996 Dell began selling through their website which is to this day their most successful sales channel. By eliminating their retail store presence Dell was able to reduce costs on multiple fronts, reduce inventory, and maximize profits. Dell created an order system which allowed customers to specify and select options, components and features they wanted on their Dell device. Dell 's just in time inventory system lowered inventory holdings to just 3 days from 9 days and storage costs were thus minimized significantly. In 1995, Dell entered the Chinese market where a population of 1.3 billion was a great opportunity to create a significant market presence; IBM, Compaq, and Hewlett-Packard had all penetrated the Chinese market prior to this date and had opened offices in China during the early 1990’s. It wasn’t long before Dell proved to be worthy competition with not only international companies but also with local companies like Toshiba, Samsung, NEC and Acer. With so

Dell uses a just in time order fulfillment policy and accurate forecasting of sales to minimize inventories. This allowed Dell to hold inventory of finished products far below levels of their competitors (10-20% compared to 50-70% industry level) and furthermore allowed them to quickly implement changes to their product lines as new technologies became available. This quick inventory turnover also allowed Dell to retain more capital. Finally, this policy enabled Dell to respond immediately to technological progress in components and deliver state of the art new finished products (e.g. Pc’s holding the newest Pentium microprocessors) while competitors

The advantages of Dells model are: The internet allows Dell an extensive scope and reach for its products at a relatively low price (Dedrick and Kraemer 2001). Using the internet Dell has been able to automate many of its business functions, such as product configuration, order entry and technical support (Dedrick & Kraemer 2001), therefore the company can achieve higher revenues without customer service costs increasing greatly. Online configuration ensures that the customer gets exactly what they want. Dells build to order strategy means that inventory levels are low, they only hold approximately 4-8 days of stock, therefore inventory costs are low (Breen 2004).

New research estimates up to 440,000 Americans are dying annually from preventable hospital errors. This puts medical errors as the third leading cause of death in the United States, underscoring the need for patients to protect themselves and their families from harm, and for hospitals to make patient safety a priority (Hospital Errors are the Third Leading Cause of Death in United States (n.d). This is a staggering statistic and shows the need for immediate changes in the administration of medications.

frameworks have turned out to be progressively normal in the inpatient setting as a procedure to

Computerized Vendor Order Entry (CPOE) allows physicians to electronically order the hospital's in-patient medications and treatments and was developed, in part, to avoid errors in prescribing medications (such as drug allergies or drug-drug interactions ). CPOE systems can be programmed to issue a computerized "warning message" alerting physicians to potential problems and conflicts. BIDMC started using a CPOE system about 10 years

For this union to be successful it is very important that all professionals who work in it are safe and all the established regulations are safety guidelines are been followed and the service you provide is one safe and of quality. “Entry of an order into a clinical information or order entry system alerts all departments to carry out orders” (Hebda & Czar, 2013, p.119). One alternative that is used to achieve this goal is to use the order entry system, this system ensures that the medical orders are taken as indicated and minimizing errors in medication administration and avoiding the delay in carrying out some studies. The system alerts if an order is been duplicated preventing the administration of drugs that might endanger the patient's

Implementing Computerized Physician Order Entry (CPOE) is not a simple task, as it aims at various things and raises several concerns; this is due to variety of practice settings. For example, outpatient care is different than the inpatient care. The goals of CPOE also give raise too many issues such as cutting cost using CPOE can become an issue with patient safety. Despite of this authors have come up with some considerations that everyone should consider before implementing CPOE. Those are:

Dell is a computer corporation recognized for manufacturing computer systems through parts assemble. In 1983, Michael Dell saw an opportunity in using IBM compatible computers for a new assembly line that can be sold to local businesses. The idea as explained by Michael Dell, in one of his interview, is that in the early days of computers' manufacturing, companies had to be able to produce every part of the system. As the industry matured, companies started to focus on single parts and to become specialized in creating items that can be assembled with other parts to prepare a computer. As a result, Dell understood that to have a competitive edge in the market, they needed to

Clinical decision support (CDS) systems are an important tool physicians have at their disposal for the improvement of patient health care, and safety. However, current CDS being used have often been designed to be over-inclusive in the alerts they generate, with present generation systems including alert parameters for thousands of drug interaction types for example [3]. These vendor CDS products include such information as drug-drug and drug-disease interactions, minimum and maximum dosing suggestions, drug-allergy cross-sensitivity groupings, and groupings of medications by therapeutic class [2]. The products are so inclusive in fact, that physician alert fatigue can undermine the utility of the entire system. As a recent review of empirical studies on computerized physician order entry (CPOE) combined with CDS concluded that physicians override these automated alerts a significant amount of time. According to one study, these physicians were overriding these alerts in as many as 19 out 20 instances [3].

Because the system is capable of advancing quality of care in numerous ways, the healthcare service providers have been considering to implement the technology in their institutions since the system has been commercially available in the market place since 2006 (Ford, McAlenrney, Phillips, Menachemi, and Rudolph, 2008). Although a good number of institutions have been analyzing the possibility of adopting the system, until recently, it was estimated that only 5% of U.S. hospitals had the system in operation (American Hospital Association Archive). Another study, a 2003 report from First Consulting Group for the American Hospital Association and the Federation of American Hospitals, says that an estimated 5% of American hospitals used CPOE in 2002. Moreover, a report found that the amount of U.S. hospitals with completely available CPOE system was estimated only 9.6% in 2002 [Ash et al, 2004]. Another report from the Leapfrog Group titled “Healthcare Benchmarks and Quality Improvement” has estimated that about 10% of all U.S. hospitals would have completed CPOE implementation by the end of 2006 [Ash et al, 2004]. Add a transition clause here, according to the Leapfrog Group CPOE evaluation tool, it was reported that a mere 8% U.S. hospitals were using the system (Anderson, 2009) 120. Not only the implementation rate but also the usage rate of the system is very slow in recent time. In support of this statement, it was reported that a group of top

. It creates the platform and offers the opportunities to health care organizations to standardize it’s health care practices. It also has the tendency of creating and providing physicians and nurses and other clinicians the right and professional environment that is more conducive than a paper based setting to the dynamic and complexities of today’s health care challenges. Computer physicians order entries helps in interdepartmental communication of key vital health information for sound clinical judgment to be made on time on behalf of patients to optimize patients well being. It also has the platform of facilitating patient transfers and collecting data for health management, research and quality monitoring. According to Kuperman and

Dell Computer Corporation was founded in 1984 by Michael Dell. From the early 1990s until the mid-2000s, Dell was ranked as a PC market leader relying on their distinctive marketing pattern “Direct Model” which undertook direct communication with customers and provided customized products. Recently, the PC industry is facing inconceivable worldwide competition, and Dell is gradually losing their competitive advantages by using its direct model in critical business segments. The company is facing shrinkage of growth, increasing competition, declining quality of customer service, and limitation of expansion. These issues have an enormous impact on Dell’s position as a technological giant in the PC industry.

Next, there is a moderate threat of substitute services. More and more offline companies are tapping on the vast potential of the online market through the creation of their online retail sites. For example, if someone wants to get a Dell computer, he may choose to go to Dell’s online store to purchase it. However, the uniqueness of the online auction site is that almost everything under the sun can be listed for sale. If a person is looking to buy something special, he can more often than not find it listed on eBay.

Michael found that his ‘direct model ' could easily become a strong differentiator for the company as it reduced unnecessary distribution overheads that clogged other PC majors. Traditionally a long chain of partners was involved in delivering the product to the customer. Companies with long distribution systems had to fill their distribution channels with inventories in order to meet their financial targets. Such companies were not aware of customer needs. According to Michael, because Dell was talking to both customers who bought their products and also prospective customers, it had a clear idea about what customers wanted. This direct relationship with customers was built initially through telephone calls, then face to face interactions, and then through the internet.