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91.
92.
Points MD 《Hospital materiel management quarterly》1991,12(3):71-79
The implementation plan will remain the same: target an area of opportunity, measure and document the amount and value of the unofficial inventory, establish PAR levels, implement the use of hand-held terminals to assist in inventory control, and integrate inventory control with the implementation of new programs that will impact ordering, receiving, distribution, and invoicing. It is anticipated that the inventory in the main OR alone can be reduced by $1.5 million if we move forward with a stockless JIT system. This would reduce the days of inventory on hand from approximately 100 days to between 7 and 14 days. This could also mean a holding cost reduction of $150,000. The merit of reducing unofficial inventory is evident. Managing unofficial inventory is merely one piece of the successful materiel management foundation. The other foundation pieces include contract compliance and price negotiations, systematic methods of ordering products, and timely distribution of products to the end user. PHS cannot effectively move forward to a new, innovative materiel system for the future until we first measure, analyze, and document the present conditions. Once the foundation is laid by improving present business practices, then the framework of the structure can be designed and constructed. The goal is to implement a system that utilizes the full potential of people, equipment, logistics, and information so that our customers, the patient caretakers, do not have to worry about anything except the delivery of quality care.(ABSTRACT TRUNCATED AT 250 WORDS) 相似文献
93.
Julien Van Den Broeck Fernand Broeckx Leonard Kaufman 《Journal of Productivity Analysis》1990,1(1):43-78
We propose to introduce some economic performance variables of the firms and relate these with the corresponding frontier efficiency measures of 13 industries of the Belgian manufacturing sector in 1978. In order to find groups of similar firms by applying a cluster technique, we assume that this relationship is of a product life cycle nature.In the light of the product life cycle scheme itself and variations of it we can consider the possible explanatory variables of technical inefficiency in each group of firms as sources which intensify or slow-down the economic performance of the firm under consideration. Some cautious characterization of the top and bottom level clusters is formulated and linked to the efficiency issue.This paper was processed by N. R. Adam 相似文献
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Guy R. Banville Ph.D. Barbara Pletcher D.B.A. 《Journal of the Academy of Marketing Science》1974,2(3):432-446
Historically, major consideration given to product management has focused on research and development or the introductory
stage of the product life cycle. The authors present an empirical study delineating the variables to be considered in the
product elimination process. More specifically, the elimination process is evaluated under a situation of poor product performance
despite a generally viable market. The basic objectives of the study were: to determine the significant variables in the product
elimination process of the Small Appliance Industry; to determine the relative importance of the variables; to examine the
interaction among variables. The data obtained through personal structured questionnaire interviews were analyzed and provided
a ranking of twenty-six variables relevant to the elimination process. Moreover, the Johnson's Hierarchical Clustering Schemes
was applied to determine the interaction among variables. The results indicate that profitability and financial variables
are most significant in the elimination decision-process. Second, the primary clusters of importance are concerned with market
share, market growth rate, consumer awareness, and competitive action. 相似文献