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 :)