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Strategic Management in Radiology Department
Arash Deljou,Shayesteh Shariatmadari
Iranian Journal of Radiology , 2009,
Abstract: "nA radiologist makes literally hundreds of decisions each day, but once each of those decisions is made, the case is finished. The radiologist is free to move on to the next set of decisions. Radiology practice administrators, in contrast, may be tied up solidly for 6 months while carrying out one business decision. The decision-making processes, environments, and timetables differ so greatly between physicians and administrators that bridging those cultural gaps becomes, in itself, an important step in planning, strategic and operational. "nOne of the main premise is that there is no “Holy Grail” to be found in strategic management, only an understanding that planning and change are the responsibility of senior management in radiology sector. "nIn fact, it is now their primary job in today’s radiology world of constant change, “Analogue to Digital”. "nExcellent organizations don’t just have a budgeting cycle each year; they have a “strategic management” cycle led by senior management as they work on the organization, rather than just in the organization. As planning is just the first function of management, and strategic planning is just the highest order of planning and the purview of senior management in every radiology department, then every department has three basic goals: "n1. Develop strategic and operational plans. "n2. Ensure their successful implementation and change. "n3. Build and sustain high performance over the long term.
Lean Library Management (Book Review)  [cached]
Valerie A. Lynn
Journal of Library Innovation , 2011,
Abstract: A book review of "Lean Library Management."
Lean Library Management
Markus Putnings
Perspektive Bibliothek , 2012, DOI: 10.11588/pb.2012.2.9460
Abstract: Die aktuellen Herausforderungen der Bibliothekswelt erfordern eine gro e pers nliche Flexibilit t, hierarchieübergreifende Gruppenarbeiten an Projekten und durch die zunehmende Zeit- und Mittelknappheit eine starke Effizienz- und Zielorientierung, die idealerweise die Wünsche und Bedürfnisse unserer Kunden nie aus den Augen verlieren sollte. Alle diese Aspekte werden durch Lean Management komplex abgedeckt – tats chlich werden diese origin r japanischen Erfolgskonzepte in der Praxis bereits stark eingesetzt, da sie sich als Best Practice durchgesetzt haben. Dieser Artikel gibt einen kurzen überblick über die Hintergründe und Genese von Lean Management in der ffentlichen Verwaltung und im Bibliothekswesen, gefolgt von der Definition und den Konzepten des Lean Managements, sowie der speziellen Auspr gung des Lean Library Managements. Der Schwerpunkt liegt hierbei auf vielen praktischen Aspekten und Beispielen, die in das Tagesgesch ft übernommen werden k nnen. Die Hürden für den Einsatz von Lean Management sind dabei im Gegensatz zu anderen betriebswirtschaftlichen Managementinstrumenten relativ niedrig. Es sind keine kostenintensiven IT-Systeme n tig, sondern es genügen ein unvoreingenommener Blick auf die eigenen Prozesse und Handgriffe und der (Ver nderungs-)Wille, die entdeckten Verbesserungspotentiale zu nutzen. Der Artikel soll hierfür ein entsprechendes Bewusstsein schaffen.
Lean process management implementation through enhanced problem solving capabilities  [cached]
Perumal Puvanasvaran,Hamdan Megat,Tang Sai Hong,Muhamad Mohd Razali
Journal of Industrial Engineering and Management , 2010, DOI: 10.3926/jiem..v3n3.p447-493
Abstract: All Original Equipment Manufacturers (OEM) organizations in Aerospace, Automotive and Electronics industries had to upgrade their functions. These organizations including suppliers and solutions providers are duty bound to improve their functions through strategic initiatives. One such initiative is Lean Process Management. Lean Process Management has proven to aid organizations in developing manufacturing and administrative management solutions and make the organization a leaner at the same time a ‘fitter’ one, achieving World Class standards in terms of production, quality, marketing, etc, etc. The issue or problem is, although a number of authors, experts, researchers have discussed the lean process management as part organization centric issues, they failed to provide an effective lean process management system. Besides the need to formulate an effective lean process as suggested by some authors, another important reason suggested is the employee’s development aspect regarding how to unlock the infinite potential of their workforce. This employee’s development is basically the problem solving capabilities of the employees while implementing the Lean through clear cutting protocols or processes of Lean Process Management. The employees need to be developed and equipped to contribute optimally to the process. Because of this scenario, the main objective of this study is to develop an employees development system which the author has acronym or trademark it as People Development System (PDS) to enhance problem solving capability among its employees while implementing the lean process management there. Although, the PDS can be implemented throughout the organization, if it is implemented in a particular department in an organization, it will be feasible to study and analyze its effectiveness in-depth. So, this study documents and analyzes the implementation of Lean process in the Kitting Department of the aerospace company, ABC Company. Qualitative and quantitative measures were also used to document the case study. The outcome of the people development system needs to be measured to understand its value in developing the problem solving capabilities among the employees. Only with developed and equipped employees, the Kitting Department can reduce its wastages, optimize its performance and thereby play a crucial role in making ABC Company a world class organization. As pertinent results of the PDS implementation, in general Kitting Department successfully achieved to meet their Department Key Performance Indicator and particularly the employees’ are als
Lean manufacturing and Toyota Production System terminology applied to the procurement of vascular stents in interventional radiology
Maximilian de Bucourt,Reinhard Busse,Felix Güttler,Christian Wintzer,Federico Collettini,Christian Kloeters,Bernd Hamm,Ulf K. Teichgr ber
Insights into Imaging , 2011, DOI: 10.1007/s13244-011-0097-0
Abstract: Economic terminology of lean manufacturing and the Toyota Production System, especially VSM, can be used to visualise and better understand processes in the procurement of vascular stents in interventional radiology from an economic point of view.
The maintenance management for lean organization  [PDF]
Daniel D. GEORGESCU
Economia : Seria Management , 2010,
Abstract: The goal of lean maintenance approach is to maintain organization international competitiveness. In the spirit of continuously improvement, in the paper it is shown how by adjusting some Lean manufacturing specific techniques for Total Productive Maintenance (TPM) system, was born new maintenance system named Lean TPM. This is a systemic approach with three techniques, which don’t exclude specific techniques of TPM pillars, but complete them: the 7Ss as a critical first step in any improvement program; instantaneous maintenance; improvement setup operations. In the spirit of Lean principle, Lean TPM adjusts overall equipment effectiveness concept for all supply-chain from supplier to customer. Maintaining equipment in its optimal state and continually improving its productivity is the whole strategy behind Lean TPM.
Discussion on Integration of Lean Production and Six Sigma Management  [cached]
Tiehua Chen
International Business Research , 2009, DOI: 10.5539/ibr.v1n1p38
Abstract: The paper introduces the emergence and development of Lean Production and Six Sigma management, compares and analyzes on Lean Production and Six Sigma management, it also analyzes the necessary and feasibility in integration of Lean Production and Six Sigma management, and points out the ways for integration of Lean Production and Six Sigma management: integration of organizational management, integration of implementing process, integration of process method, integration of using tool, Establishing conformable environment for Lean Six Sigma. Finally, the paper presents nine main parts that integrating Lean Production and Six Sigma management should be paid attention to.
The Realm of Management in Radiology: What Are the Borders?
Payam Tarighi
Iranian Journal of Radiology , 2010,
Abstract: If we carefully think about "management", there is little space in our life far from its influence. We feel the presence of management in every decision, from the most personalized matters to world-wide issues. In an interesting general model, there are four categories for management levels: managing yourself, managing people, managing the organization and finally, managing the society. So we need management as a scientific key for dealing with challenges in every category Challenges facing the medical imaging industry are numerous, such as handling daily changing technologies, managing resources (human and financial) for providing high competitive cost-effective consumer-satisfying services, quality improvement and many other obstacles. How can we be sure about the best practice, medical safety, correct investments, cost-saving and other similar topics in our settings? Questions like these can not be answered truly unless we believe management as an inseparable part of our practice which needs to be handled by professionals whether as consultants or as leaders. This presentation focuses on defining the realm of management in radiology from the health administration specialist point of view.
Less radiation in a radiology department than at home
Gerrit J. Kemerink,Marij J. Frantzen,Peter de Jong,Joachim E. Wildberger
Insights into Imaging , 2011, DOI: 10.1007/s13244-011-0074-7
Abstract: Working in our x-ray department results in a reduction in the collective effective dose, not an increase. The worldwide average radon concentration of 40 Bq/m3, much higher than in the Netherlands, and the large decrease potentially achieved by the high ventilation rates common in hospitals, suggest that even considerably higher reductions are possible in other countries.
An Analysis of Lean Management Procedures within Irish Motor Dealerships  [cached]
Clive Atkinson,Margaret Linehan
International Journal of Business and Management , 2009, DOI: 10.5539/ijbm.v3n11p3
Abstract: There is a large volume of extant literature relating to lean management within the automobile manufacturing industry, but, there is very limited research on lean management within dealerships. Furthermore, the relevance of lean management within the Irish motor industry is a relatively unexplored area. Due to a lack of information, many misconceptions and misunderstandings exist regarding lean management and its relevance to motor dealerships. This paper explores the impact of lean management on Irish motor dealerships which have implemented lean procedures and explores the perceptions of dealerships which have not embarked on a lean management programme. The paper provides an analysis of lean management procedures from the perspective of senior managers working in franchised Audi and Volkswagen dealerships in Ireland. Overall, the results of the study indicate that lean management procedures have a positive influence on dealerships, but, the importance of training and commitment for lean procedures to be successful should be emphasised.
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