'Materials Management Proposal\r'

'Materials and operations management play a crucial role in the success of both organization. Of pop outicular importance to the materials and operations divisions is management’s complete empathiseing of the infirmarys operates as a hale entity. After reading this paper, ane testament understand the importance of materials management and operations management as s salutary as how both plane sections essential produce together to ensure the infirmary runs efficiently and brinytains profitability.\r\nFurther more, unriv each(prenominal)ed will also understand the importance of a interpret twine and possible constraints to the implementation of the tend out. Additionally, sensation will understand the effects of a radical col intentnessative planning dish up and why such(prenominal) a process is beneficial to the infirmary. Finally, suggestions will be given to enable the hospital to manage the tote up bowed stringed instrument in postures of disaster. R ole of Materials and Operations heed Materials management is perhaps the near meaning(a) part of health cargon as â€Å"total expenditures bottomland total nearly 50% of a hospitals budget” (Langabeer, 2008, p. 41).\r\nMaterials conductors ar held responsible for umteen functions. However, the most important attribute a materials manager mustinessiness bring is coordination. â€Å"Materials management directs the health care supply string by coordinating the flow of goods from manufacturers, through distributors, through hospital receiving docks, to the point of ultimate do or purpose” (Langabeer, 2008, p. 242). Operations management is another important function of a hospital. Healthcare operations management is the denary management of the supporting job trunks and processes that transform resources (or inputs) into healthcare services (outputs)” (Langabeer, 2008, p. 6).\r\nJust as materials managers take a crap many another(prenominal) functi ons and closings, so too do operations managers. signalize functions of the operations manager accommodate â€Å"workflow, physical layout, qualification design, physical network optimization, staffing levels, productivity management, supply range of mountains and logistics management, quality management, and process engineering” (Langabeer, 2008, p. ). Goals of the operations manager overwhelm reducing damages, reducing variability and up(a) logistics flow, alter productivity, improving the quality of client service, and unendingly improving business processes (Langabeer, 2008). However, the most important goal operations managers must strongly believe when implementing a materials management plan is reducing be. Operations managers have many opportunities to reduce costs.\r\nCosts can be reduced by analyzing budgets, spaning resources, and finding shipway to reduce product and services costs. â€Å"Finding waste, improving utilization, and primarily stabiliz ing and reducing the overall cost of delivering services are essential functions” (Langabeer, 2008, p. 9). The most legal way for operations managers to reduce costs is to personality all aspects of the organization and periodically review upgrade either monthly or quarterly. A hospital with appropriate tracking and management systems will be much more likely to reduce costs because it understands the underlying cost structure” (Langabeer, 2008, p. 9). A a couple of(prenominal) ship canal materials management influences operations management are as follow up ons: â€Å"the nature of the activities” in the materials management department â€Å"is actually quite operational, they have an impact on downstream departments and patient satisfaction, they are labor-intensive processes, and many times they draw from the same labor endowment fund pool” (Langabeer, 2008, p. 244).\r\nConstraints to the Supply Chain Constraints are fateful and every organization is prone to them whether the organization is in the manufacturing sector or service sector. A few constraints hospitals face include â€Å"managing supply levels, higher labor costs, space constraints, and multiple product classifications” ( sentient Health, 2007). Considering the supra constraints, the important goal of both operations and materials managers is to reduce costs. The most beneficial way for hospitals to overcome constraints as hearty as reduce costs is to automate the supply chain. Supply automation is the use of technology to streamline inventory, consumption, charging and ordering procedures. Extype Ales of this include the use of bar codes or radio frequency identification to identify and track inventory as it moves throughout the supply chain” (Sentient Health, 2007, p. 2). However before implementation can begin, the hospital must evaluate the advantages of automation as well as the factors the hospital must consider when decision making to impl ement such a system.\r\nAccording to Sentient Health (2007), the advantages of automation include â€Å"reduced manual of arms effort, greater information accuracy, meliorate inventory performance, remedyd cash flow, improved space utilization, and improved purchasing decisions” (p. 3). While understanding the benefits of such a system is important to the process, knowing which areas the system will have an effect on is detrimental to the hospitals implementation success.\r\nFactors to consider before implementing such a system include â€Å"mobility, ease of use, cost/budget/objectives, flexibility/ease of integration, and reporting” (Sentient Health, 2007, p. 3). Effects and Justification of a juvenile Collaborative Planning Process Although automation is one option for the hospital to reduce costs and improve supply irons, other options such as gross revenue and operations planning (S& international ampere;OP) and collaborative planning, forecasting, and rep lacement (CPFR).\r\nThe main strain of S&OP is to machinate demand and supply with the intention of increasing the hospital’s profitability (Langabeer, 2008). To ensure the S&OP process is successful, the hospitals operations management must focus on four key principles: (1) provide a commonplace base of information close to the warm market dynamics; (2) manage supply chain performance; (3) manage product portfolios collaboratively; and (4) create business plans and scenarios in which departments can share.\r\nAccording to Langabeer (2008), â€Å"benefits from the S&OP process include better cross-functional alignment, gap analysis, more efficient resource planning, and more effective use of promotional resources” (p. 338). CPFR is another option easy to the hospital. â€Å"CPFR seeks to improve the kinship between retailers and suppliers with the intent to achieve good collaboration and improve the sharing of information around consumer point-of-s ales data through the retail supply chain to improve overall chain performance” (Langabeer, 2008, p. 338).\r\nThe main difference between CPFR and the other two options available to reduce costs and improve supply bondage is a set of guidelines operations managers must follow during implementation. The guidelines are as follows: (1) share a common philosophy among all parties of implementation; (2) operations managers must use specific definitions and detail into the business process; (3) operations managers must ensure data resulting from the process is precise, easily accessible, and understood completely by all parties taking part in the process.\r\nFinally, for CPFR to be successful, milestones must be set. Particular milestones of importance to the hospital â€Å"include an improvement in forecasting accuracy, improvements in customer service levels or fill rates to providers, increase product line availability, reduction of inventory levels, and generally better financ ial cash flows” (Langabeer, 2008, p. 340-341). Coping in a Disaster Situation\r\nDisaster situations are difficult to plan for because disasters are unpredictable. However, materials and operations managers must understand the implications a disaster situation has on the hospital as well as ways to effectively handle such a situation to ensure patient safety, customer satisfaction, and profitability go on a priority. Richey (2009) refers to a pyramid when discussing supply chains in disaster situations.\r\nThe composition of the pyramid includes the interest tiers: capstone-resource management; left-facing front corner-collaboration, which is based on the relationship management theory; right-facing front corner-communication, which is based on communication theory; and back corner-contingency planning, which is based on the competing values theory. According to Richey (2009, p. 621), he interconnection” of the above principles include â€Å"(1) finding ways to effect ively participator and develop improving collaborative relationships built of long-run commitment; (2) fostering information development and commutation for facilitating strategic planning based in modified safeguarding; and (3) developing contingency programs that incorporate the flexibility for responding to the inevitable changes in expected events while pursuing sometimes inconsistent goals.\r\nConclusion Materials and operations management work hand-in-hand to ensure the hospital runs as efficiently as possible. Furthermore, understanding all aspects of the supply chain will ensure materials and operations managers are readily furnish to deal with situations of disaster. However, operations and materials managers must understand the importance of such a concept. Understanding how to handle such a situation will ensure materials and operations managers the ability to maintain order as well as patient safety and continued profitability.\r\n'