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MediSys Corp (Case
1)
Abhirup Rudra
319
Subject: Production & Operation Management
Instructor: Prof. Arun Kumar
4059
Brief Background of
MediSys
• Private - US Based medical device manufacturer
• Founded in 2002
• Annual revenues in 2008 - $400 M
• Total employee: 1750
• Makes institutional products - caters to hospitals
• Entrepreneurial culture
• Speed was the USP: speeding product development
through the use of cross-functional teams
2
GOOD Practices
• Small but profitable. Encouraged innovative thinking, had
entrepreneurial culture
• New president, Art Beaumont, was hired to play a strategic role for
preserving the innovative culture and to re-stimulate the rapid growth
• They tailor-made product according to customer needs and
responses
• They introduced a new parallel system for product development.
• Most of MediSys professional Employees embraced cross functional
team design
• Developed an executive team and implemented a strategy for
growing the business swiftly
3
BAD Practices
• Debate on Modular design
• Non-Compliance with the deadline given - Very aggressive
deadlines
• Conflict between employees regarding cross functional team
design and parallel development process
• The employees were not open, patient and trusting each other
• Software developed overseas was notoriously problematic in
the medical diagnostics field
4
Problems
• Missing deadlines due to unreasonable delays
• Competitors as potential threat - Modular design not
implemented
• Less team synergy
• Less entrepreneurial spirit and more of a command
and control spirit after Art Beaumont’s entry as CEO
- Cross functional team activity disturbed.
5
Solution
• Re-establish team synergy
• Have more transparency
• STOP outsourcing crucial software which serves as
key DNA to products
• Parallel development should be implanted & carefully
monitored
• Should bring in modular design
6
Thanks :)

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Medisys Corp - Case Presentation

  • 1. MediSys Corp (Case 1) Abhirup Rudra 319 Subject: Production & Operation Management Instructor: Prof. Arun Kumar 4059
  • 2. Brief Background of MediSys • Private - US Based medical device manufacturer • Founded in 2002 • Annual revenues in 2008 - $400 M • Total employee: 1750 • Makes institutional products - caters to hospitals • Entrepreneurial culture • Speed was the USP: speeding product development through the use of cross-functional teams 2
  • 3. GOOD Practices • Small but profitable. Encouraged innovative thinking, had entrepreneurial culture • New president, Art Beaumont, was hired to play a strategic role for preserving the innovative culture and to re-stimulate the rapid growth • They tailor-made product according to customer needs and responses • They introduced a new parallel system for product development. • Most of MediSys professional Employees embraced cross functional team design • Developed an executive team and implemented a strategy for growing the business swiftly 3
  • 4. BAD Practices • Debate on Modular design • Non-Compliance with the deadline given - Very aggressive deadlines • Conflict between employees regarding cross functional team design and parallel development process • The employees were not open, patient and trusting each other • Software developed overseas was notoriously problematic in the medical diagnostics field 4
  • 5. Problems • Missing deadlines due to unreasonable delays • Competitors as potential threat - Modular design not implemented • Less team synergy • Less entrepreneurial spirit and more of a command and control spirit after Art Beaumont’s entry as CEO - Cross functional team activity disturbed. 5
  • 6. Solution • Re-establish team synergy • Have more transparency • STOP outsourcing crucial software which serves as key DNA to products • Parallel development should be implanted & carefully monitored • Should bring in modular design 6