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61.
Schulte J 《Medical economics》1991,68(16):171-2, 174
62.
Kosterlitz J 《National journal》1991,23(10):574-577
A new federal health agency to establish guidelines for the practice of medicine started out with high hopes that it can help lower the nation's health care bill. But big savings seem unlikely. 相似文献
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Thompson J 《Fund raising management》1991,22(8):70-1, 75
To pinpoint problems, look at hardware, software, support training and the user. The problem may reside in any one, or several, of these areas. 相似文献
68.
Humphries J 《Cambridge Journal of Economics》1991,15(4):451-473
The author analyzes excess female mortality in nineteenth-century England. She concludes that such mortality was affected by the economic environment and that "much literary evidence points to unequal access to food and a resulting susceptibility to epidemic and respiratory diseases as the transmission mechanism converting dependence and discrimination into relatively high death rates." Women were also adversely affected by harsh labor conditions, in addition to the heavy duties involved in motherhood and housework. 相似文献
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Kosterlitz J 《National journal》1991,23(40):2408-2413
Just about everyone applauds the use of cost estimates for federal programs as a way to curb the federal government's tendency to spend in the face of rising budget deficits. But a nagging question arises: Just how good are these cost estimates? 相似文献
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In summary, changes came slowly at first in the OR. The biggest inventory reduction came about a year after the effort had begun. It would seem that tackling obsolescence, standardizing products, etc. would give an initial "big chunk" savings, with small amounts coming later as inventories are lowered. What we expected did not occur, due to the inherent nature of practices and what was customarily being used. For example, previously, some equipment purchases were paid for by purchasing product, which resulted in long-term commitments and high supply costs. The OR at times seemed more like a process of managing change, not just supplies. FOCUS is a daily process. How many times can you afford to overlook this process? How often are the mistakes of the past repeated? In review, we suggest this simple outline: Follow-through (review each case from start to finish), Obsolescence (schedule inventories every six months), Control (achieve inventory management by adjusting PAR levels to needs), Utilization (utilize product/equipment with your control), and Standardization (standardize products and measure results). 相似文献