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1.
This article has provided a view from the auditor's eyes of some key components inherent in a sound materiel management system. Every system, however, has its own unique characteristics, some of which may contain internal control situations that are not addressed herein. Although most will apply, not every comment contained in this article will be practical to all systems. The hospital size, utilization, patient mix, service mix, physical outlay, organizational structure, financial condition, and management philosophy will all have an influence on the role of materiel management. Automation of various materiel management functions can be beneficial by providing informational and control enhancements not feasible in a manual system. However, automation also raises new internal-control concerns that need to be addressed. Strong internal control techniques and compliance with adequate policies and procedures will prepare materiel management for its role in future hospital operations.  相似文献   

2.
The new insurance policy that began in 1995 for all people in Taiwan and severe competition within the health care industry are some of the pressing issues forcing hospitals to improve their operational efficiency. A primary productivity improvement for hospitals is the reduction of the cost of material management because the materiel function on average controls 30-40 percent of the operating dollars in a Taiwan hospital. In this article, a fuzzy clustering method is used to classify the different types of materiel management systems within Taiwan hospitals. Inventory turnover rates and fill rates are compared among those different types of systems by using multivariate analysis of variance. The results show that the differences in both inventory turnover rates and fill rates are statistically significant among different material management systems.  相似文献   

3.
The success of any manager depends highly on the ability to seize on opportunities that will achieve the organization's goals. Hospitals are currently searching for ways to reduce costs while maintaining or enhancing the quality of services. Quality services are increasingly being defined as those that are most responsive to customer needs. It is important, as hospital management restructures materiel systems or methods of operation for reduced costs, to focus on the user departments as the customers. The consolidation of materiel management activity should not be seen as a loss of control at the user department level. Instead it can be seen as a new way of providing service with higher quality. User departments should see concrete benefits on a weekly basis, including reduced time spent on materiel management functions; increased planning of purchasing, inventory, and distribution functions; and assistance in meeting restricted supply budgets.  相似文献   

4.
The traditional techniques of quality improvement, such as just-in-time delivery, can only go so far in dealing with materiel management issues. A further step is necessary: the implementation of systems thinking. This type of thinking focuses on the interconnectedness of all the members that exist throughout the system. This article explains the nature of systems thinking and how it can be used in materiels management to describe and improve the availability of materiels needed.  相似文献   

5.
There is a gold mine of potential inventory reductions, expense reductions, and revenue increases in most hospitals that can be tapped by more intensive materiel management. The first step is incorporating the necessary ingredients for a strong materiel management effort--the right people and a state-of-the-art computer program. Reorganization may be necessary to establish a more unified, consolidated approach to materiel management. Second, conduct an audit of the entire hospital to identify opportunities for improvement and to establish baseline management data. Finally, push forward the process of system changes (which also establishes necessary controls) until results are accomplished--a process that usually requires one to three years. The alliance between the materiel manager and the CFO is definitely beneficial to the hospital and to the individuals involved.  相似文献   

6.
The next century of opportunity is less than a decade away. Materiel management must involve itself in the strategic changes occurring within the health care industry and its respective institutions. Those materiel managers who are aggressively ensuring that their operations are supported by a well-developed and well-orchestrated operational infrastructure are now well positioned to address the future challenges of this decade. Unfortunately, many other materiel managers are focusing their attention and efforts solely on the management of materiel for which they currently have control. Materiel managers must develop an acute awareness of the support needs of their respective organizations. Those who are not apprehensive about venturing from the traditional materiel management world will be exposed to incredible educational opportunities and will receive responsibilities of unparalleled organizational importance.  相似文献   

7.
付兴方  万玉成 《物流科技》2008,31(6):99-100
基于现代物流供应链集成管理理论,结合航材工作的军事特征,给出航材供应链管理的基本内涵。在此基础上,系统提出以航材供应链的战略管理、航材供应链的信息管理、航材供应链的流程重组及航材供应链的风险管理等为主要构成的航材供应链管理的集成体系。  相似文献   

8.
面向订单式制造的企业物流管理系统研究   总被引:1,自引:0,他引:1  
以湖北高中压阀门有限公司物流管理为例,分析了订单式制造企业进销存管理特点,研究了订单式制造企业物流管理信息系统组成、功能结构、物料编码、信息模型和数据库设计等关键问题;提出了订单式制造企业物流管理系统实施方案。  相似文献   

9.
Materiel-intensive expenditures account for a significant portion of all hospital costs, second only to salaries and wages, yet materiel managers may often be overlooked as key members of the management team. This is alarming since the potential exists for materiel managers to impact annual savings of hundreds of thousands of dollars by operating efficient departments. Materiel managers have a tremendous opportunity to enhance their image and improve hospital productivity in the coming decade. The challenges of the 1990s will stretch materiel managers' skills toward enhancing their professionalism and achieving the expectations of themselves and top management. If materiel managers will effectively utilize (C3)PO they will increase their educational levels, continue to learn new skills, maintain a customer-oriented management style, exercise creativity, develop and adhere to standards, and be proactive in their responsibilities. The benefits of their success will be felt by patients, hospitals, the industry, and materiel managers everywhere.  相似文献   

10.
Strategies that involve supplier partnerships and pose high risk for both hospitals and suppliers are an increasing trend. The materiel management professional who is proactive and able to assess risks in a managed care contractual environment will be the winner as materiel management becomes a network function rather than individual hospital function.  相似文献   

11.
Health care materiel management executives are coping with a revolutionary environment. Demands and constraints are being placed on hospitals that necessitate both long-term solutions and rapid responses. Materiel management executives can play a vital role in transforming their areas from a passive service center to an active command center. It is essential that the materiel management executive play an active role in the change process.  相似文献   

12.
The ability to achieve advancement for materiel management is a potential that few have challenged and achieved. Reasons for this lack of growth vary in degree, but the opportunities in the 1990s will be tremendous. The political skill and team leadership ability expressed by materiel managers throughout hospitals will ultimately result in whether this challenge is met or not. Materiel managers will need certainly to change their perception of their own role, as well as the perception of hospitals, in order to achieve this. The road will be challenging, but with the winning attitude, skill building, and proven management ability, I believe that materiel managers will become successful in hospital executive management in the 1990s.  相似文献   

13.
文章分析了常规兵器试验风险的特点以及风险管理的重要意义;根据GJB5852—2006《装备研制风险分析要求》、GJB9001B-2009《质量管理体系要求》和风险管理的相关理论,结合工作实际,探讨了常规兵器试验风险管理的具体方法和程序。可为常规兵器试验组织及人员提供借鉴与参考,以达到提高风险管理水平的目的。  相似文献   

14.
Partnership in education looks at one technical college's approach to meeting the demand for trained workers in central service and materiel management. This article examines the partnership formed between a college, area health care facilities, and industry to design, develop, and implement a central service materiel management program.  相似文献   

15.
Partnering in health care materiel management circles is a concept that has been discussed for years. We, as materiel managers, have never accomplished effective partnering; but I propose that if we are to have a professional future, we should learn to establish effective partnership arrangements with our various customers--externally and internally.  相似文献   

16.
A materiel management system, developed into an efficient organization, seems to be the most practical solution to solve interrelations between two complex operational departments, the CPD and surgery, be it for supply acquisition, inventory, processing, or distribution. The goal is to develop the most intelligent and efficient method so that the materiel management facility renders the required service to the surgical department, which in turn, services patient needs at the lowest possible cost.  相似文献   

17.
An integrated materiel management system should not be developed by any one department; rather it should be a collaborative effort and partnership using the expertise available in both user and supplier areas. The keys to developing a sound system are accurate data collection, careful assessment of needs, establishment of realistic objectives, refinement of systems, and active promotion of the program throughout nursing.  相似文献   

18.
By using centralized purchasing and prime vendor contracts, the Allied Services material management department has been able to handle very effectively the purchasing needs of this multidivisional health care complex. Through active enforcement of Allied Service's materiel management policies and procedures, the department continues to be able to acquire the products and services that are necessary to keep the many programs running. Most importantly, these products and services continue to be acquired while the three significant attributes of materiel management--quality, availability, and service--are maintained.  相似文献   

19.
The pharmacist possesses the knowledge and skills required of a materiel manager. The pharmacist must be willing to adapt to the materiel management environment. The resultant loss of certain clinical skills is inevitable. The pharmacist who does not accept this will not succeed. The CEO should expect this.  相似文献   

20.
Central service is a viable, moving, dynamic area that provides service and expertise in finance, production, and clinical care. To recognize and understand its financial and production-based aspects and yet ignore the clinical aspects is to operate ineffectively. Clinical application of the central service area is an operational imperative for materiel management. It is a vehicle for direct participation in clinical care, and it should be developed extensively. By advocating central service as a clinical area, materiel management becomes an integral, clinical part of health care provision.  相似文献   

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