Cisco ERP Implementation and related results about Systems Integration.
Project Members:
Rohan Kumbhar, Chris Moss, Dhanesh Gandhi, John Hicks and Gouthami Gurram
Narayana Hrudayalaya Heart Hospital - Cardiac Care For the PoorManeesh Garg
Based on case study "Narayana Hrudayalaya Heart Hospital: Cardiac Care for the poor" by Harvard Cases.
To get a copy of this report, share your views about the presentation with your email id in Comments section... I keep on updating my presentations and documents. To ensure that you don't miss any update or new upload don't forget to press the "FOLLOW" and "LIKE" button. You can also mail me at manigarg21@gmail.com
Cisco ERP Implementation and related results about Systems Integration.
Project Members:
Rohan Kumbhar, Chris Moss, Dhanesh Gandhi, John Hicks and Gouthami Gurram
Narayana Hrudayalaya Heart Hospital - Cardiac Care For the PoorManeesh Garg
Based on case study "Narayana Hrudayalaya Heart Hospital: Cardiac Care for the poor" by Harvard Cases.
To get a copy of this report, share your views about the presentation with your email id in Comments section... I keep on updating my presentations and documents. To ensure that you don't miss any update or new upload don't forget to press the "FOLLOW" and "LIKE" button. You can also mail me at manigarg21@gmail.com
This is the case study of the subject Managerial Accounting. It deals with the Break Even point. The analysis is basically on the break -even analysis for the multiple products. We have done the full analysis and the solution is in the presentation.
In August 2000, P&G introduced one of its kind product Crest Whitestrips, readily available online and through dentist offices
P&G claims that the new products are 10 times more effective than the Colgate Tartar Control Whitening Within two years P&G captured more than 80% of the share market. Colgate made a come back in August 2002 with Simply White. Colgate’s USP was that it focused on convenience and lower price. One month after introduction Simply White captures half the market with Crest Whitestrips losing 50% of its market share.
Toko Bunga Surabaya, Jual Karangan Bunga Surabaya, Jual Bunga Papan Surabaya, Jual Bunga Ucapan Surabaya, Jual Rangkaian Bunga Surabaya, Jual Buket Bunga Surabaya, Bunga Ucapan Selamat, Bunga Ucapan Duka Cita, Bunga Papan Selamat, Bunga Papan Duka Cita
NVTC Capital Health Tech Summit: Dr. Shannon KeynoteAlexa Magdalenski
The 2017 Capital Health Tech Summit took place on June 15, 2017 at the Inova Center for Personalized Health. Dr. Richard Shannon, Executive Vice President, Health Affairs, University of Virginia provided the Summit's second keynote.
High-Volume Focus Hospitals―Value Innovation in Health CareScott Frankum, MBA
High-Volume Focus Hospitals are about to explode onto the health care conversation. The model halves the local cost of surgery, delivers top medical outcomes and creates experiences patients prefer.
Over the next few years the main operator will build 40,000 beds in both high-cost and low-cost environments.
Most hospital medicine is developed for the 8% to 10% of the world's population that can afford surgery. The rest go unserved. This model expands the pool of people who can be helped, saves money in richer countries and returns above average profits to owners.
Operators of existing hospitals need to pay attention too. When High-Volume Focus Hospitals open near you, they could hollow-out profitable surgeries, leaving hospitals with mostly, cost centers.
This is the case study of the subject Managerial Accounting. It deals with the Break Even point. The analysis is basically on the break -even analysis for the multiple products. We have done the full analysis and the solution is in the presentation.
In August 2000, P&G introduced one of its kind product Crest Whitestrips, readily available online and through dentist offices
P&G claims that the new products are 10 times more effective than the Colgate Tartar Control Whitening Within two years P&G captured more than 80% of the share market. Colgate made a come back in August 2002 with Simply White. Colgate’s USP was that it focused on convenience and lower price. One month after introduction Simply White captures half the market with Crest Whitestrips losing 50% of its market share.
Toko Bunga Surabaya, Jual Karangan Bunga Surabaya, Jual Bunga Papan Surabaya, Jual Bunga Ucapan Surabaya, Jual Rangkaian Bunga Surabaya, Jual Buket Bunga Surabaya, Bunga Ucapan Selamat, Bunga Ucapan Duka Cita, Bunga Papan Selamat, Bunga Papan Duka Cita
NVTC Capital Health Tech Summit: Dr. Shannon KeynoteAlexa Magdalenski
The 2017 Capital Health Tech Summit took place on June 15, 2017 at the Inova Center for Personalized Health. Dr. Richard Shannon, Executive Vice President, Health Affairs, University of Virginia provided the Summit's second keynote.
High-Volume Focus Hospitals―Value Innovation in Health CareScott Frankum, MBA
High-Volume Focus Hospitals are about to explode onto the health care conversation. The model halves the local cost of surgery, delivers top medical outcomes and creates experiences patients prefer.
Over the next few years the main operator will build 40,000 beds in both high-cost and low-cost environments.
Most hospital medicine is developed for the 8% to 10% of the world's population that can afford surgery. The rest go unserved. This model expands the pool of people who can be helped, saves money in richer countries and returns above average profits to owners.
Operators of existing hospitals need to pay attention too. When High-Volume Focus Hospitals open near you, they could hollow-out profitable surgeries, leaving hospitals with mostly, cost centers.
By: Fiona Fitzgerald, GE Healthcare Canada
At Sherbrooke International Life Sciences Summit - 2nd edition | September 28/29/30 2015
www.sils-sherbrooke.com
Healthcare transition in GCC: Current Painful Realities & Proposed Strategic ...STELIOS PIGADIOTIS
Goals of research effort
1. Hands on analysis of GCC and specifically UAE healthcare market.
2. Proposed 2016 strategies for CEOs in GCC healthcare ecosystem
revelationMD developed a data bridge that reduces
healthcare costs & improves quality by connecting the
payer, the user & the authorizer for the first time ever
MEDIHERE(App) that connects doctors and patients in south korea. Patients appreciate the convenience to chat with their doctors at any time. Doctors gain the freedom to extend care & get paid without extra overhead. MEDHERE Service is the Future of the Doctor-Patient Relationship
Chris Cleary, Vice President of Corporate Development, Medtronic presented at MEDTECH 2014 on Fulfilling the Mission: Medtronic Embraces Change to Respond to an Evolving Healthcare Landscape.
Aldo Rolfo, National Clinical Development Manager, Genesis Cancer Care, Austr...GenesisCareUK
A program that seeks to redefine best practice across the drivers of the GenesisCare business (Quality, Access and Efficiency) in order to deliver on their vision of “Innovating Healthcare. Transforming Lives.”
Advanced health technologies and their budgetary implications - Valérie Paris...OECD Governance
This presentation was made by Valérie Paris, OECD Secretariat, at the 6th meeting of the joint OECD DELSA-GOV network on fiscal sustainability of health systems held in Paris, on 18-19 September 2017
Advanced health technologies and budgetary implications -- Valerie Paris, OECDOECD Governance
This presentation was made by Valérie Paris, OECD Secretariat, at the 6th Meeting of the Joint OECD DELSA-GOV Network on Fiscal Sustainability of Health Systems, held at the OECD Conference Centre, Paris, on 18-19 September 2017
The external healthcare environment is changing rapidly and providers are under increasing pressure to innovate with increasing speed and efficiency.
Be it experimenting with new care delivery models to improve care coordination, redesigning workflows to enhance efficiency, or developing new products that improve clinical outcomes, hospitals and their service lines are looking for effective ways to harness the creative power of physicians and employees to solve problems that matter. However, few organizations innovate in an orderly, reliable way.
Great ideas remain captive in the heads of physicians and employees and one-off attempts to spur innovation through “hack-a-thons” and “pitch days” prove disappointing. As an academic medical center and a world leader in orthopedics, Hospital for Special Surgery has a long history of results-oriented innovation.
In this webinar, we will share:
– HSS’ systematic approach for driving innovation
– strategies for generating new insights and developing novel solutions
– processes for piloting and testing new ideas
– guiding principles for creating a culture of innovation
– advice on how to build your very own innovation infrastructure
About the Speaker:
Mark Angelo is Vice President, Innovation & Business Development for Hospital for Special Surgery. Mark joined HSS in 2009 and has held various senior management positions at the Hospital across operations, strategy and business development. As Vice President, Innovation & Business Development, Mark is responsible for advancing hospital strategic priorities related to quality and efficiency, innovation, growth and diversification. One of his key responsibilities includes leading the Operational Excellence program, a hospital-wide initiative that leverages industrial engineering principles to maximize quality and efficiency. Mark also leads the HSS Innovation Center whose mission is to support the development and commercialization of early-stage technologies and solutions.
Prior to joining HSS, Mark worked as a management consultant for Monitor Group where he specialized in operations strategy and organizational design. Mark holds a Bachelor of Applied Science in Biomedical Engineering from the University of Toronto and a Master of Business Administration from Harvard Business School.
Io Products provides a unique investment opportunity for small investors - in a market that is anticipated to become substantial if not explosive in the next decade.
Top 3 Strategic Initiatives for Sustainable Results in Healthcare in Middle EastSTELIOS PIGADIOTIS
This research paper offers insights in three areas:
1. Current Challenges in GCC/Middle East Healthcare sector
2. Future Drivers for Healthcare Excellence
3. Future Strategic Initiatives for Sustainable Results
2. CONTENT
Service concept
Customer involvement/management
Employee management
More operation design
Support/funding
Expansion
In the future
Core competencies
Alternative analysis
3. SERVICE CONCEPT
Professional healthcare & excellent service
Multi-specialty care – comprehensive diagnosis
Expertise
High quality service
Advanced med. tech
Accessibility: Health Information Technology (HIT) & eCleveland Clinic
Clinical research
Patents
Innovations (researches & innovation trips)
Education
Medical educational program: “clinical expertise/practice, scientific inquiry,
biomedical research”
Teleconference room – distance learning. Dry lab. Exp. with advanced surgical
techs.
4. SERVICE CONCEPT
Patient’s Value
High quality healthcare 5
Expertise 5
Medical tech 5
High quality service 5
Medical Innovation 5
Accessibility/Convenience 4 (4 ranking
because doctors focus more on
quality than quantity, limited physical
locations and prediction of demands)
Location 3
Price low 1
1 5
5. CUSTOMER INV./MGMT
Expertise
Specialty Centers and Institutes: Focus on diseases rather than discipline.
Clinically-Focused Teams: improve treatment processes.
Care Teams: Improve efficiency / patient satisfaction“Faster recovery because of
innovations
Advanced med. tech
Promoting innovation!
Outcomes Measurement: disclosure > improve quality / transparency
Health Information Technology (HIT): EMR internal
Staying ahead of the curve and anticipating market demands
Accessibility
eCleveland Clinic, MyChart, Dr.Connect, MyMonitoring >>> Customer Engagement
/ relationship with private physicians
Quality & feedback: World Class Service initiative: 2003. Monthly reports on patient
satisfaction (collected from extensive patient surveys and presented as a series of color-
coded “shade reports”)
6. EMPLOYEE MGMT
Human Resource Strategy:
Training & Edu
Evaluation
World Class Service initiative
Normative: WCS/Review/disclosure of outcomes data vs.
Carrots&Sticks – incentives & 1-yr contract
Transparency: see the possibility of improving results through efforts
Quality of Teams
Care teams
Clinically Focused Teams
Prestige: career advance
7. OPERATION DESIGN
“Patients First” mantra
Innovation trips to unrelated industries.
The Service of Healthcare
Freedom from “The Paper World” (information
technology-driven strategy) > lower paperwork and
administrative costs
The Quality Institute (quality control)
8. SUPPORT/FUNDING
Non-profit (donations)
Revenues 2005 $4 billion
~2,000 doctors and scientists. ~3,2000
other employees (IRS 990 Form)
.6% Exe. Salaries / 40% other salaries and
wages.
The clinic annually managed 53,000
patient admissions, 2.8 million visits,
~70,000 surgical cases.
Calculations:
1 Dr.= 26.5 patients/yr. (9 days/admission);
35 surgical cases/yr (1 case/wk)
Total Revenue
2005
4,298,370,497
100.0%
Total Exp. 3,991,483,982 92.9%
Exe. Salaries 28,601,369 0.7%
Other salaries
& wages
1,777,242,154
41.3%
Equipment
rental & mt.
97,274,260
2.3%
Travel 15,954,656 0.4%
9. EXPANSION
1988, expansion to Florida
Issues replicating the model
distance of facilities: less collaboration
rising competition
health care costs rising
misreading the market pg.11 - failed on market analysis
negative ROI
10. IN THE FUTURE
Alternatives:
1. Canyon Ranch
2. Cleveland Clinic Canada
3. Abu Dhabi
11. C.C.’S CORE COMPETENCIES
Quality HC & SVC
Multi-specialty. Cross-Pollination/Collaboration
Innovations (technology)
Research
Trips
Medical Education
Live broadcast of surgery
Care-team
Clinical-focused team
12. Canyon Ranch
“wellness and lifestyle company”. Partnership 2006. “health as a quality of life.”
“They knew all about exercise, weight control, diet, and healthy living; we knew all
about the other end of medicine. Together, we could provide the full continuum of
care.”
Goal: wellness campus.
* Medical Education
* Research
combine data
* Potential increase of clientele
* Well heeled clients (premium!)
* Low cost of entry
* Lower severity index/op risk
* Confusion about brand info
* Org culture/value clash
* HR stretched for the exe.
Health program
Total Revenue ↑↑↑
Total Exp. →
Exe. Salaries →
Other salaries & wages →
Equipment rental & mt. →
Travel ↑ (slightly)
ROI Positive
13. Cleveland Clinic Canada
Big market for high quality healthcare. 2005-lifted ban on private insurance in
Quebec. 2006 Alberta. >> CC formed CC Canada. Toronto Health and Wellness
Centre.
* Greater demand
* Existing committed Canadian patients
* Less competition for private healthcare
* Lower severity index/op risk
* Potential increase of clientele
* Lower HR cost.
* Political risks (future policy changes?)
* Questionable success of model replication –
quality control/culture replication
- Canadian <50% specialists. U.S. >70%
(Forbes.com) - how to hire enough good
specialists!
* Initial investment high > higher risk
* Privatized healthcare
* Exactly how many more ppl willing to pay for
the private care?
* Mgmt. need to dedicate to new market.
* Experienced doctors being transferred for
team building
Total Revenue ?
Total Exp. ↓
Exe. Salaries →
Other salaries & wages ↓ (NationalPost.com &
Gone South by Pink, G.
PhD, et. al)
Equipment rental & mt. ↑ (transportation)
Travel →
ROI Positive / ?
14. Abu Dhabi
New “Louvre” — one of five museums planned for a multibillion-dollar
tourist development on Saadiyat Island, off Abu Dhabi — to open in 2012.
Tourists! International market!
N.Y.U. article implications: ensure quality/mgmt. // + other renowned
universities > higher quality HR resource in the future!
* Abundant Funding
* Symbol of innovation
* Long Term Commitment
- focus on service/healthcare, not
on ST fin. Performance
- know the market better
- culture cultivation
* Reach other emerging markets
* Hub for knowledge exchange
* Edu: renowned universities > higher
quality HR resource！
* Same quality of doctors?
* Questionable success of model
replication – quality control/culture
replication
* Culture Clash: Language, Live
broadcast/medical education
(article: louvre museum)
Total Revenue ↑↑↑
Total Exp. ABUNDANT
FUNDING!!!Exe. Salaries
Other salaries & wages
Equipment rental & mt. Enough time
to build up
competitive
advantages
Travel
ROI
