Hospital materiel management quarterly最新文献

As a result of the continuous improvement using RF bar code technology, significant gains in inventory accuracy and cycle time reductions have been achieved.

In today's ever-changing environment, most companies are undergoing some kind of transformation, whether it is implementing new information systems, reengineering manufacturing methods, rightsizing, tackling paradigms, or simply dealing with demand changes. This transformation often is difficult based on old ways of managing the most important corporate asset-people. Many companies have initiated the processes of team building and people empowerment, but few are able to permeate an entire organization with these concepts. This presentation will provide the successful methods that certain organizations are using to create empowered individuals and teams, and discuss proven techniques for implementing these ideas and ensuring success.

This article is designed to introduce the techniques used to convert traditionally maintained department budgets to baseline budgets. This entails identifying key activities, evaluating for value-added, and implementing continuous improvement opportunities. Baseline Budgeting for Continuous Improvement was created as a result of a newly named company president's request to implement zero-based budgeting. The president was frustrated with the mind-set of the organization, namely, "Next year's budget should be 10 to 15 percent more than this year's spending." Zero-based budgeting was not the answer, but combining the principles of activity-based costing and the Just-in-Time philosophy of eliminating waste and continuous improvement did provide a solution to the problem.

Writing well is a valuable skill, but one often lacking among higher and lower level employees. Most people recognize good writing when they see it, but are at a loss to define exactly what it is. I define it as writing that's easy to follow and understand.

The use of buyer/planners may becoming more popular. If they are, the reason is probably that many companies are integrating materiel management skill sets as a way of increasing the effectiveness of their supply chains. Harley-Davidson recently created a supply management function composed of buyer/planners. This article describes the method it used to achieve the transition, the training plan it implemented to support the process, and the role management played in achieving success.

To achieve competitive advantage, customers and suppliers are increasingly forming logistics partnerships to improve supply chain performance and reduce costs. The partnerships are typically motivated by the need to solve a particular problem, but with attention and open communication, new program ideas can develop, sometimes even breakthrough concepts. During the course of their partnership, Avery Dennison and United Stationers created a program that dramatically simplifies and speeds receiving and put-away of shipments with the aim of reducing workloads, improving service, and increasing profitability. The program involves optimizing order quantity increments to full-pallet, layer, and case volumes based on demand and warehouse configurations. Within six weeks, the results included a 50 percent reduction in shipment line items and 92 percent fewer put-away pieces, despite unchanged inventory levels.

This article describes how Do It Best Corp. has used technology to improve its supply chain management. Among other topics it discusses the company's use of electronic data interchange, the Internet, electronic forecasting, and warehouse management systems to gain substantial savings and increase its competitiveness.

This article outlines the process for designing and implementing autoresupply systems. The planning process includes determination of goals and appropriate participation. Different types of autoresupply mechanisms include kanban, breadman, consignment, systems contracts, and direct shipping from an MRP schedule.

The changes occurring in manufacturing companies today are more significant than any that have occurred in the past decade. Customers want products and services with less lead time, higher quality, and lower cost than ever before. These requirements have caused manufacturers to rethink how they view their supply chains. This article highlights the importance of improving supplier partnerships.

JIT II, conceived and implemented by the Bose Corporation in 1987, is currently being reviewed and tried in other U.S. companies, possibly because it fits well with two cutting-edge concepts, partnering and concurrent reengineering. This article presents a brief introduction to JIT II, lists the benefits that Bose has been able to obtain by implementing it, and indicates where it can be used to best effect.