Pub Date : 1900-01-01DOI: 10.1109/ELECTR.1996.501228
J.K.-J. Li, Ying Zhu, G. Drzewiecki
Fiber-optic sensors were designed and applied to assess arterial blood pressure pulse transmission characteristics and elastic properties in normal and hypertensive subjects. Apparent phase velocity (c/sub app/) from carotid to radial arteries were obtained and showed higher magnitudes at low frequencies and sustained oscillations at high frequencies in hypertensives due to greater impedance mismatch. These sensors are of light weight, good frequency response and sensitivity suitable for routine cardiovascular diagnosis.
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Pub Date : 1900-01-01DOI: 10.1109/ELECTR.1996.501248
M. Tedaldi
The design qualification process is an integrated one. It combines a number of disciplines in an evolving process. Design engineering is at the focal point of this process as it responds to a number of inputs to bring the product from idea to production. One of the very first inputs is marketing. Marketing represents the customer's needs and desires. Marketing must work with design engineering to insure that those needs and desires are translated into quantitative specifications. Throughout the process, marketing will be called upon to verify that the customer's own qualitative requirements are reflected in the design. Quality assurance is another input that verifies the acceptability of the design throughout the process. Finally, manufacturing must be called upon to insure that the product is both manufacturable and testable. Once all components have come together in agreement, it is time to launch the product.
{"title":"Outsourcing: a simulation and case study-the design qualification process","authors":"M. Tedaldi","doi":"10.1109/ELECTR.1996.501248","DOIUrl":"https://doi.org/10.1109/ELECTR.1996.501248","url":null,"abstract":"The design qualification process is an integrated one. It combines a number of disciplines in an evolving process. Design engineering is at the focal point of this process as it responds to a number of inputs to bring the product from idea to production. One of the very first inputs is marketing. Marketing represents the customer's needs and desires. Marketing must work with design engineering to insure that those needs and desires are translated into quantitative specifications. Throughout the process, marketing will be called upon to verify that the customer's own qualitative requirements are reflected in the design. Quality assurance is another input that verifies the acceptability of the design throughout the process. Finally, manufacturing must be called upon to insure that the product is both manufacturable and testable. Once all components have come together in agreement, it is time to launch the product.","PeriodicalId":119154,"journal":{"name":"Professional Program Proceedings. ELECTRO '96","volume":"109 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134488159","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.1109/ELECTR.1996.501199
Title page, copyright page and conference table of contents (ToC).
标题页，版权页和会议目录(ToC)。
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Pub Date : 1900-01-01DOI: 10.1109/ELECTR.1996.501200
D.T. Achord
With fast-rising health-care costs, reimbursement and outcomes considerations are now key to the technology needs of new products in the medical device industry. Healthcare spending in the United States has grown from $280 billion in 1981 to $1 trillion in 1994, and accounts for 14% of the total gross domestic product. With healthcare costs now increasing at a rate of 4.9% per year, cost containment has become the dominant factor in healthcare policy. As a result, reimbursement has become as prominent an issue for the medical device industry as regulatory changes. For example, fee-for-service reimbursement is being replaced by capitation in many countries. Aggressive pricing has become so predominant in the U.S. private sector that in some instances fees are lower than federally funded Medicare reimbursement rates. It is argued that the irreversible movement to managed care is resulting in fewer, larger healthcare delivery organizations with stronger leverage in the marketplace. Diagnostic laboratories, in turn, are increasing compliance, centralizing laboratories, reducing costs, and increasing their use of automated instrumentation. Outcomes research is also becoming increasingly important in diagnostics. Managed care providers are using technology planning committees to continue their quest for diagnostic technologies which both improve outcomes and decrease costs. The technology needs of the medical device industry include products which will decrease the length of hospital stay, speed test turnaround time, reduce hospital labor, procedural costs, documentation, and scheduling time.
{"title":"Technology needs of the medical device industry","authors":"D.T. Achord","doi":"10.1109/ELECTR.1996.501200","DOIUrl":"https://doi.org/10.1109/ELECTR.1996.501200","url":null,"abstract":"With fast-rising health-care costs, reimbursement and outcomes considerations are now key to the technology needs of new products in the medical device industry. Healthcare spending in the United States has grown from $280 billion in 1981 to $1 trillion in 1994, and accounts for 14% of the total gross domestic product. With healthcare costs now increasing at a rate of 4.9% per year, cost containment has become the dominant factor in healthcare policy. As a result, reimbursement has become as prominent an issue for the medical device industry as regulatory changes. For example, fee-for-service reimbursement is being replaced by capitation in many countries. Aggressive pricing has become so predominant in the U.S. private sector that in some instances fees are lower than federally funded Medicare reimbursement rates. It is argued that the irreversible movement to managed care is resulting in fewer, larger healthcare delivery organizations with stronger leverage in the marketplace. Diagnostic laboratories, in turn, are increasing compliance, centralizing laboratories, reducing costs, and increasing their use of automated instrumentation. Outcomes research is also becoming increasingly important in diagnostics. Managed care providers are using technology planning committees to continue their quest for diagnostic technologies which both improve outcomes and decrease costs. The technology needs of the medical device industry include products which will decrease the length of hospital stay, speed test turnaround time, reduce hospital labor, procedural costs, documentation, and scheduling time.","PeriodicalId":119154,"journal":{"name":"Professional Program Proceedings. ELECTRO '96","volume":"29 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114423343","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.1109/ELECTR.1996.501244
A. Scher
In these days of corporate downsizing and re-engineering, development work is still being preformed. These development efforts very often do not have the advice and console of experienced project leaders. Project Mentoring is a technique to reinstate the advice and console given by more experienced peers who themselves were not directly related to a project. This guidance very often allows the development team to avoid pitfalls that more experienced developers have run into on other projects. In the software business this translates into significantly reduced project life cycle costs.
{"title":"Project: Mentoring-a case study","authors":"A. Scher","doi":"10.1109/ELECTR.1996.501244","DOIUrl":"https://doi.org/10.1109/ELECTR.1996.501244","url":null,"abstract":"In these days of corporate downsizing and re-engineering, development work is still being preformed. These development efforts very often do not have the advice and console of experienced project leaders. Project Mentoring is a technique to reinstate the advice and console given by more experienced peers who themselves were not directly related to a project. This guidance very often allows the development team to avoid pitfalls that more experienced developers have run into on other projects. In the software business this translates into significantly reduced project life cycle costs.","PeriodicalId":119154,"journal":{"name":"Professional Program Proceedings. ELECTRO '96","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130489998","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.1109/electr.1996.501204
J. H. Bellefeuille
Downsizing is a trend that is likely to be with us and characterize management's response to ever increasing world competition until well after the turn of the century. Much has been written about the efficacy of this approach as to whether it is a viable, moral instrument to save and enhance organizations. Some would say that organizations become bloated and inefficient thus calling for radical surgical type operations to remove the excess "fat". Advocates of downsizing may see organizations as collections of employees-people-much like a crowd. By removing a few, the crowd is thinned out and the organization becomes more efficient. Those who question the appropriateness of this approach to management prefer to see the organization as a living organic, social institution. They say that the organization consists of many vital social networks. Downsizing they say devastates these social networks. This results in lowering of morale and loss of organizational memory. Both of these are important to the long range vitality of an organization. Much has been written and reported about the devastation that downsizing heaps upon the first victims, those whose employment is terminated from the organization. The New York Times featured this phenomenon the week that this paper was being written. The ratio of written word reporting on the outplaced victim to that written about the survivors was easily ten to one, if not more. Survivors of downsizing struggle to revitalize what is left of the organizations after downsizing is over. The author recently survived a downsizing and restructuring of his organization. He addresses first hand experiences about that situation.
{"title":"Surviving downsizing","authors":"J. H. Bellefeuille","doi":"10.1109/electr.1996.501204","DOIUrl":"https://doi.org/10.1109/electr.1996.501204","url":null,"abstract":"Downsizing is a trend that is likely to be with us and characterize management's response to ever increasing world competition until well after the turn of the century. Much has been written about the efficacy of this approach as to whether it is a viable, moral instrument to save and enhance organizations. Some would say that organizations become bloated and inefficient thus calling for radical surgical type operations to remove the excess \"fat\". Advocates of downsizing may see organizations as collections of employees-people-much like a crowd. By removing a few, the crowd is thinned out and the organization becomes more efficient. Those who question the appropriateness of this approach to management prefer to see the organization as a living organic, social institution. They say that the organization consists of many vital social networks. Downsizing they say devastates these social networks. This results in lowering of morale and loss of organizational memory. Both of these are important to the long range vitality of an organization. Much has been written and reported about the devastation that downsizing heaps upon the first victims, those whose employment is terminated from the organization. The New York Times featured this phenomenon the week that this paper was being written. The ratio of written word reporting on the outplaced victim to that written about the survivors was easily ten to one, if not more. Survivors of downsizing struggle to revitalize what is left of the organizations after downsizing is over. The author recently survived a downsizing and restructuring of his organization. He addresses first hand experiences about that situation.","PeriodicalId":119154,"journal":{"name":"Professional Program Proceedings. ELECTRO '96","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117186257","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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