Erik Peterson at Biometra: Case Analysis

The patient did not receive standard treatment to prevent the formation of a DVT. What are some possible reasons why this error occurred? The first reason was that the nurses and staff on the floor were so focused on his admitting problem being related to COPD, which caused his respiratory infection, which then caused his kidneys to not function properly. Since his kidneys were not up to par, the staff wanted to make sure that he was not going to go into kidney failure, so that was their number one priority at the time. Secondly, the admitting doctor did not order DVT (deep vein thrombosis) prophylaxis. Based on his thrombosis risk factor assessment, the patient would have scored as a high risk. He should have been placed on sequential compression devices (SCD), and either heparin or lovenox (University of Michigan Health System, n.d.). The most alarming reason was that the nurse did not

Mark Grieg, the hospital’s manager of Clinical Engineering had to question the third parties’ quality of work because of the unsatisfactory results. After the try out test from the competitor’s service, the cost over the long term ended up costing VH more due to additional repair that had to be performed by OEM.

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 Lewis Blackman case is an unfortunate case of failure to be ready to deal with unexpected problems, failure to recognize the problem, and failure to respond to the crisis at hand. Clinical warning signs and symptoms were clearly present and even recognized by the healthcare team however, they failed to recognize the significance of the data and correlate it to impending crisis which lead to failure to rescue. There was a presence of understanding the data but a lack of cognitive ability to translate the data into meaningful information to guide decision making efforts. The focus of the team was obviously focused on the fact that the expected and anticipated plan of care for Lewis Blackman only accounted for a favorable outcome

- On the surface, obtaining support from key opinion leaders, launching manufacturing operations in Costa Rica, and the relationship between James Westcott and Trevor Burns are main problems at Biometra. However, all of this problems were caused because of the organizational structure, lack of communication, and less experienced managers.

The Scanlon plan created problems within the company and questions had to be formulated and put into place to be addressed before any major decisions could be made. Although the Scanlon plan was a good plan, it was not a “one size” fits all plan. Changes needed to be made and what type of changes had to be addressed. Some of the other difficulties facing the company was, no

After careful analysis of what had happened and what should have happened takes place, the RCA team should ideally focus on why the adverse events happened. In this step, the goal is pinpoint the direct causes and contributory factors (Ogrinc & Huber, 2013). By doing this, the root cause of an event can be identified. One suggestion made by the Institute of Healthcare Improvement in the root cause analysis process is to ask “Why?” five times (Ogrinc & Huber, 2013).

This case shows how hard it is for two people to work together for a common goal and vision when they are not on the same page; if Scott trusted and had confidence in Peterson they could succeed as a team

One of the valued but demanding customer, who had considered Engstrom as a certified supplier, was requesting a large order but Engstrom was unable to deliver on time due to the low productivity problem. The plant manager along with his assistant were already dealing with the troubling numbers when this happened. While the task was a tough bone and not easy to tackle, and there were a lot of factors needed to be taken in to consideration. The leadership started to analyze and break down the main causations other than the overall economic trend that dragged the company into the turmoil, as it turned out, it was the low, frustrated employee morale and diminished work satisfaction.

All of these issues are summed up in Thompsons (2008) assertion that Groves was the right man to grow the business but not the right man to manage the business, had the right manager been in place then the organization may have been able to turn its fortunes around.

Another cause of the symptoms in this cause is the lack of direction or training. Once Parker realized Millar and Boyce where not meeting the daily goals, he could have talked with. No them, found out why the goals weren't being met, and came up with some suggestions that would help in meeting the goals. Parker was also mute when on Day 6 Millar produced 8½ lengths.  This would have been a great time to boost Millar's motivation. Focusing on positive versus the negative aspects will improve individual morale and well as the organizational atmosphere.

company was one of the first to develop recombinant proteins using genetic technology. Two of its

From 2005 to 2014, Mr. Petrochko served as a territory manager with Specialty Surgical Instrumentation (SSI) in Nashville, Tennessee. His duties with SSI revolved around selling surgical devices and assisting distributors in Austin and Houston, Texas. While working for this company, he succeeded in making Texas SSI’s number one distribution territory.

The Material Flow Committee (MFC) knew that there were many problems associated with this process and that they had to change. The people involved in this group were Sridhar Seshardi, who was the vice president of Process Excellence; Nick Gaich, who was the vice president for Materials Management; Candace Reed, who was the director of the Sterile Processing Department (SPD); and Joan Rickley, who was the director of the OR. The first step that was taken by this committee was a pilot project called the “Early Morning Instrument Prep.” This development would involve a neurosurgery nurse coming to the hospital in the early mornings to make sure that all supplies and instruments were where they would be required for neurosurgery. Another aspect of this project was to “Provide early data into possible sources of problems” (p. 5). Once the MFC had reviewed the data that came back from the “Early Morning Instrument Prep,” they decided the Hospital would greatly benefit from hiring an Implementation Specialist for Healthcare (ISH). The ISH is a firm that has a specialization in

NeoMed Technologies should’ve considered applying their initial product development to the technology of screening for drugs, drug delivery applications or detecting cancer. These areas would’ve possibly allowed for a quick to market product, without the additional approvals, quality standards applied in the medical equipment space, and FDA approvals needed. Bringing a simpler product to market first could’ve brought in revenue to fund the long-term product focus of a CAD screen system. The profits from a drug screening or drug delivery product could’ve assisted in funding their long-term product focus, they missed an opportunity to develop a quick revenue steam.