The Pacific Healthcare Case Analysis Angelica Denise Brown TLMT 313 American Military University Dr. Mario Vaccari Case Name: The Pacific Healthcare Case Analysis I. Major Facts Pacific Healthcare is the largest health care provider in Santa Barbara County. The institution consists of three hospitals: Pacific Memorial (415 beds), Pacific Cabrillo (250 beds), and Pacific Isla Vista (300 beds); also included are two nursing homes and ten outpatient clinics. All combined, Pacific Healthcare has over 1,500 beds. Barney Rubble, who is the corporate director of supply management for Pacific, and is in charge of procuring supplies for all Pacific Healthcare subsidiaries. However Mr. Thurston Howell, is the director of radiology, …show more content…
Mr. Rubble who is now in charge is debating on whether or not to keep Kodak’s present contract for x-ray film or go with another firm that is selling the same product at a cheaper price with the same quality of film. Mr. Rubble is also considering the extra benefits that Kodak is offering versus other suppliers and in the event he does choose another vendor he will have to pay extra fee so he might just safe with keep the contract he has right …show more content…
He could also approach the partner companies with the contract that Kodak has had for the past fifteen years to see if they can give a better price quote. 2. Should Pacific’s supply policies allow for any medical staff personnel to control sourcing decisions? Barney Rubble should not allow any medical staff personnel to control sourcing decisions as they are not always knowledgeable in logistics management and they may only take quality and not consider that cost must be taking into account when making decisions that can affect the healthcare mission. Medical personnel do not have the ample time to do the procurement procedures. 3. What are the advantages and disadvantages of staying with Kodak—or changing suppliers? How would you evaluate these? Maintenance, service of machines and loyal commitment to produce top of the line products. Which in term increases value, and increases the company likelihood to save more money. The main disadvantage of shifting from Kodak to another supplier would be the interruption in the supply of film paper. The new supplier will have different rules which can in turn risk the operations of which will result in a delay of
Iturralde v. Hilo Medical Center (HMC) is a medical malpractice case brought about by a representative for the Estate of Arturo Iturralde. The plaintiff, Rosalind Iturralde, is suing both HMC and Dr. Ricketson individually and as a representative for Arturo Iturralde’s Estate. The Defendants are HMC, Medtronic Sofamor Danek and Robert Ricketson, M.D. This case was brought about as a result of gross negligence and malpractice on the parts of HMC and Dr. Ricketson. During spinal surgery on January 29, 2001, Dr. Ricketson implanted a portion of a stainless steel, surgical screwdriver shaft into the spine of Aurturo Iturralde. This screwdriver shaft was not intended or approved for human implantation. HMC staff failed to inventory the surgical
Integrated Managed Care Organization- The organization is properly aligned for the primary driver being cost cutting services. Since all entities within the organization are responsible and affected by any expenses endured on any entity being unfavorable or favorable, the foundation serves as a primary motivator to reduce costs at all levels. This alignment eliminates any financial gains from driving high utilization of services or higher intensity services within the organization. Ultimately, this system allows the physician medical group to drive patient care, being responsible for the clinical care decisions as opposed to health plan making those decisions as designed in other organizations. This is the preferable model for Medicaid
Payers are consolidating, providers are merging, and both are vertically integrating, creating a new breed of hybrid clinical and risk-bearing customers for Medtronic. Their struggle to effectively manage outcomes and costs exposes a need that Medtronic can address.
Baylor Scott & White believe they have a competitive advantage in the healthcare market. Currently they are the “largest not-for-profit health care system in Texas, and one of the largest in the United States, Baylor Scott & White Health was born from the 2013 combination of Baylor Health Care System and Scott & White Healthcare.” 1 The goal of the merger was to create a new healthcare model in the ever changing world of healthcare reform. The size of the new market created in 2013, is larger then the state of Virginia. They are a competitive employer having over 34,000 employees and over 6000 physicians in the state of Texas. The merger also resulted into 44 hospitals and over 500 “patient care site” to serve the people of Texas. Their size and presence in the healthcare market alone
The plaintiff was a patient at Mesilla Valley Hospital at the inpatient mental facility, while she was seeking treatment there; one of their staff Joseph Herrera (technician) sexually battered her. Plaintiff is suing the County of Dona Ana, because Herrera used to work for them as a detention sergeant, during his employment with the county he was known to be sexually abusive towards female inmates. His supervisors were aware of his behavior and were arranging his suspension and eventually terminating him; nevertheless Herrera quit before any further action was taken against him. Before his resignation Herrera asked for a letter of recommendation, he was given one that mentioned he was an excellent worker
Upon hire in August 1992, the Defendant allowed Plaintiff to choose between two units to work in.
Dr. Kaylen Silverberg was recently invited to attend the JP Morgan Healthcare Conference in San Francisco. This meeting was held from January 11 to January 13, 2016. The invitation-only conference, sponsored by JPMorgan Chase, is in its 20th year and was attended by over 10,000 healthcare professionals and investment bankers. Over 500 companies involved in every aspect of healthcare were also in attendance. The purpose of the conference was to allow both emerging and established healthcare companies to present updates on their performance as well as introduce new technologies to the industry.
Countrywide’s ambition to help more Americans take part in the “American dream” of homeownership was a noble gesture. However, as noble as the goal was Countrywide failed to protect themselves and the same people they desired to help. The demographic of borrowers Countrywide marketed to were specific: low-income and minorities. Countrywide saw a need and a wide open opportunity to make money, however, they also took a large risk with offering loans to borrowers that would not have met the standards for a “traditional” loan. At first the borrowers were able to keep up with their loan payments (the economy was stable and the job market was solid).
Intermountain Healthcare was established in 1975 when The Church of Jesus Christ of Latter-day Saints donated its then 15-hospital system to the communities they served. It was formed as a secular not-for-profit organization to administer those hospitals. Now Intermountain Healthcare continues to be a not-for-profit health system based in Salt Lake City, Utah, with 22 hospitals, a broad range of clinics and services, about 1,400 employed primary care and secondary care physicians at more than 185 clinics in the Intermountain Medical Group, and health insurance plans from SelectHealth (McLaughlin, Johnson & Sollecito, 2012). IHC's reputation for clinical excellence is based on a strong foundation of evidence-based medicine and clinical process
In the state of Washington there are two state owned hospitals that treat adults with Psychiatric problems. One is in Eastern Washington, Eastern State Hospital and serves the counties on the Eastern Washington. The other serves the Western portion of the state and is Western State Hospital (WSH). Western State Hospital is the larger of the two state hospitals. In fact it is listed on its website as being the largest psychiatric hospital west of the Mississippi River.
Medical malpractice occurs when a hospital, an advanced practice nurse, or other healthcare professional causes an injury to a patient through a negligent act of commission or omission, in the area of diagnosis, treatment, or healthcare management. The medical malpractice case reviewed in this paper involved a patient, Yolanda Pinellas, a 21-year-old female student at Ithaca College who was studying to become a music conductor. Yolanda was diagnosed with anal cancer and was admitted to Caring Memorial hospital to receive Mitomycin for her chemotherapy. Standards of care were not followed in the intravenous (IV) administration of vesicant Mitomycin, and there was an IV infiltration of the vesicant. Two weeks after the
Among the film companies Kodak had the highest market share with 70%, far beyond companies like Fuji (11 %) and Polaroid (4 %) as well as private label (10 %) and other (5 %). (Exhibit "Market Share") However, Fuji´s global sales of $10 billion made it half Kodak´s size. Even though Kodak was the dominating brand, it faced the problem of a 6% decline in market share within the last five years and a 3% drop in sales in the last year. At the same time, Fuji´s and Polaroid´s sales grew more than 15% in the past year. This is closely linked to the four price tiers in the film market, namely, Superpremium brands, Premium brands, Economy brands and price brands. With prices ranging from $4,27 to $4.69 Fuji and Kodak are positioning themselves in the high price segment through their superpremi...
The purpose of this case study is to investigate and bring new insight to situations and behaviors within an organization. Case studies are learning tools which utilize social science research to identify and resolve individual and organizational challenges (K. Mariama-Arthur Esq., 2015).
Two new managers have been appointed at Sony in the last 15 years due to a number of developing problems, including the innovation ‘cogs’ within Sony slowing down, being forced into an aggressive pricing strategy, increased competition, losing the battle of VHS and Betamax, profit and sales remaining flat and the ongoing poor performance of Sony films (Mintzberg et al, 2003). Both managers initiated major strategic changes with varying degrees of success; firstly Nobuyuki Idei was appointed and initiated a major shift from analogue to digital technology, as there was a belief that Sony was falling behind the market in this respect. Idei also targeted the top position in the audio and visual industry, a universal standard in home computer devices and a new distribution infrastructure. He believed his job was the ‘regeneration of the entrepreneurial spirit’ (Mintzberg et al, 2003), believing it had been lost.
Kodak’s competitive advantage began in black and white film products, even though the company did produce cameras and camera equipment as well. As the years progressed, Kodak “paid progressively less attention to equipment” and concentrated more on the development of colored film and photo-finishing processes (Gavetti et al, 2005). In the 1960’s, Kodak focused on growth in incremental modifications to photo equipment products, which lead to Kodak’s dominance over 90% of the film market and 85% of the camera market in 1976. Although competitors began to emerge, Kodak was satisfied with its achievement of $10 billion in sales. For much of its history, Kodak had been very successful. Kodak began to expand into other business lines in the 1980s and 1990s, acquiring Clinical Diagnostics, Mass Memory, and Sterling Drug. While Kodak dabbled in other business ventures, the scope of technology had dramatically increased, offering new players a chance at a changing market that no longer needed photographic film. Sony and Fuji were two such competitors that took advantage of this situation, steadily gaining market share in the digital film industry. While Kodak did develop innovative products in the early 1990s...