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1.
Today's successful materiel managers must possess a wide range of skills. They must above all be highly adaptable to change and influence others to accept rather than resist change. The role and responsibility of the materiel manager have expanded significantly, requiring higher levels of formal education. In conjunction with this, the quality of communication, both verbal and written, becomes essential. A high degree of human, conceptual, and technical skills must be employed to accommodate the many demands encountered. Finally, the successful materiel manager who feels confident and secure will hire others who do not mirror the manager's style, but rather allow for contrast of expression and technique.  相似文献   

2.
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   

3.
The objectives of this article are to review Dean Amer's forecasts and offer my personal observations as to why the forecasts were not completely accurate, review current business pressures and trends that present unprecedented opportunities for professional experts with leadership skills, and share a personal forecast as to what role materiel management can and should play in the future in manufacturing enterprises.  相似文献   

4.
The skill sets and attitudes required for materiel management professional survival continue to change. Just as the industry has evolved for calculators and three-part forms, so too must today's managers evolve into facilitators and information-oriented management. While these new skills are being perfected, three focused strategies initiated right now can enhance your chance for survival. First, get to know your customers intimately. Go to their meetings. Tour their departments. Second, assume responsibility and report materiel cost data that has meaning to senior management and customers. Fill rates and inventory turns offer little value to other managers, but supply cost per discharge can be of value. Third, be proactive in competing with outsourcing competitors. Do not wait until they are on your doorstep before developing a strategy to compete.  相似文献   

5.
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   

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.
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   

8.
Despite the limitations, this study is the first comparative empirical investigation of two relatively new materiel management systems applied in hospitals. The results show that hospital managers have significantly rated the possibility that more effective use of some materiel management resources can be achieved by adopting either a JIT or stockless system over conventional materiel management systems.  相似文献   

9.
基于模糊物元分析的航材仓库选址决策   总被引:1,自引:0,他引:1  
在分析空军航材仓库选址影响因素的基础上,基于模糊物元分析原理,建立了航材仓库选址决策的模糊物元分析法。模糊物元分析法可对航材仓库选址决策进行定量分析,从而确定各选址方案的排序。最后,结合实例进行了应用分析,获得了满意的结果。航材仓库选址决策的模糊物元分析法,为空军航材仓库选址决策提供了一种更为科学、有效的方法。  相似文献   

10.
It is not uncommon for the materiel managers in a manufacturing company to be blamed for downtime and the consequent failure to meet production targets. To avoid downtime, materiel managers need to look at their role in solving materiel-related downtime and to address the problems that cause downtime in the same way they would address other process quality problems.  相似文献   

11.
This article describes the process by which one company was able to substantially reduce the amount of paperwork required for purchasing material. After considering all the variables that affected the amount of paperwork, it developed three different models to use in ordering materiel, one for materiel delivered by the vendor in standard containers, one for materiel delivered by a carrier in standard containers, and the last for materiel that is best delivered in variable quantities.  相似文献   

12.
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   

13.
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   

14.
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   

15.
结合信息技术发展,分析了装备器材保障信息化建设的现状,提出了装备器材保障信息化建设的目标,研究了系统总体构成、各级网络系统拓扑结构、各应用系统功能。并对装备器材保障信息化整体建设内容进行了规划分析。  相似文献   

16.
As materiel management executives in today's market, the challenges of not only operating effectively but with fewer resources is a reality that has no end in sight. The role of the materiel executive in hospitals is moving from supply manager to resource consultant. This may be quite appealing to many of us; however, not all are prepared to assume these responsibilities. As a result, we find ourselves overwhelmed with information and examples of case studies from different facilities describing how they are resolving their individual issues. Reactions to these changes are met in different ways, ranging from marveling at others' imaginations to fear from not understanding how to commit to these radical new processes. Is there a proper way or a mold to use? I suggest not.  相似文献   

17.
In summary, it's important for the materiel manager to have an understanding of the clinical aspects of pressure ulcers. By understanding how ulcers are staged, treated, and prevented, the materiel manager will have a better idea why certain products are needed and how they are used to reduce overall patient costs. Specialty beds, replacement mattresses, and high-end overlays represent a significant cost--approximately $500,000 to $1 million based on studies cited in this article. Further proven by research is the fact that these costs can be reduced by carrying out utilization plans with specific criteria for patient selection. Finally, materiel managers can be key coordinators in the entire process since they are often on the front lines in any institution's cost containment efforts.  相似文献   

18.
随着我国医疗制度改革的不断的深入的进行,医院药师的工作环境也发生了巨大的改变,药师原本的工作内容已经不能完全满足当前医院药品管理的需要,因此医院药师的工作内容也要随之改革,从而更好的适应当前医院医药环境的变化,更好的为患者服务。文章分析了医院药师工作内容的变化,针对这些变化,提出了一些应对措施。  相似文献   

19.
Each year at budget time, the standard question asked of the materiel management group is "Why do you have so many people?" Our answer had been that we do not have enough people. With more people, we could lower total cost and manage inventories better. The inevitable standoff occurs with each side feeling that the other does not understand the need for materiel management services. In early 1993, we decided to be prepared to answer the famous question of Dr. W. Edwards Deming, "How do you know?" We wanted to show people we really did know our business and thus initiated a project to benchmark planning, purchasing, and scheduling services of other companies. This article shares not only the results of the benchmarking efforts, but also the techniques for getting started.  相似文献   

20.
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   

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