medisys corp - case presentation
Post on 07-Jan-2017
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MediSys Corp (Case 1)
Abhirup Rudra319
Subject: Production & Operation ManagementInstructor: Prof. Arun Kumar
4059
Brief Background of MediSys
• Private - US Based medical device manufacturer• Founded in 2002• Annual revenues in 2008 - $400 M• Total employee: 1750 • Makes institutional products - caters to hospitals• Entrepreneurial culture• Speed was the USP: speeding product
development through the use of cross-functional teams
GOOD Practices• Small but profitable. Encouraged innovative thinking, had
entrepreneurial culture• New president, Art Beaumont, was hired to play a strategic
role for preserving the innovative culture and to re-stimulate the rapid growth
• They tailor-made product according to customer needs and responses
• They introduced a new parallel system for product development.
• Most of MediSys professional Employees embraced cross functional team design
• Developed an executive team and implemented a strategy for growing the business swiftly
BAD Practices• Debate on Modular design
• Non-Compliance with the deadline given - Very aggressive deadlines
• Conflict between employees regarding cross functional team design and parallel development process
• The employees were not open, patient and trusting each other
• Software developed overseas was notoriously problematic in the medical diagnostics field
Problems• Missing deadlines due to unreasonable delays
• Competitors as potential threat - Modular design not implemented
• Less team synergy
• Less entrepreneurial spirit and more of a command and control spirit after Art Beaumont’s entry as CEO - Cross functional team activity disturbed.
Solution• Re-establish team synergy
• Have more transparency
• STOP outsourcing crucial software which serves as key DNA to products
• Parallel development should be implanted & carefully monitored
• Should bring in modular design
Thanks :)
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