Search results
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El nuevo hospital para Heredia Colaboración Pública-Privada para la atención sanitaria
Cercone J.; Rosenmöller, MagdaCase P-1003Service and Operations ManagementEl director de un hospital regional de Costa Rica elabora, junto con un alto funcionario de la CCSS, la Caja Costarricense del Seguro Social, un nuevo modelo de colaboración publico-privada en la atención sanitaria, ante unas estrictas limitaciones de inversión publica. El caso sigue el proceso del proyecto, presenta los diferentes problemas encontrados y muestra como ha logrado asegurar el soporte de los distintos grupos involucrados. La CCSS ha...Starting at €8.20
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A New Hospital for Heredia. A Public-Private Partnership for Health Care
Cercone J.; Rosenmöller, MagdaCase P-1003-EService and Operations ManagementTogether with a senior official from the CCSS, the Costa Rican Social Security organization, the principal of a regional hospital in Costa Rica draws up a new model for public-private cooperation in health care, given the stringent limitations on public investment. The case follows the project's progress, presents the various problems encountered, and shows how it has succeeded in gaining the support of the various stakeholders involved. The CCSS...Starting at €8.20
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Introducing DRGs as an Instrument for Clinical Management
Cercone J.; Márquez G.; García Prat, AntoniCase P-1048-EService and Operations ManagementThe case focuses on the use of DRGs in Costa Rica from the original motivation to use them, the implementation steps, the difficulties found and how they were addressed. The case describes the changes that occurred as a result of DRG introduction, and how the ?perverse incentives? were managed. The emphasis is on the lessons learnt in order to define the following implementation steps. The DRG system can be a useful tool to better organizing medi...Starting at €8.20
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Seating Matters
Llano Irusta, M. A.; Healy, R.Case IIST-PI-203-E-EService and Operations ManagementAt the end of 2015, and in the last 8 years, the business had been growing significantly but at the same time there was growing stress on the manufacturing operation. They have had shortages in key components and increases in the lead time for chair production. They needed to increase the staff significantly without time for training them. The stock levels of raw components and part-finished goods within the factory began to increase dramatically...Starting at €8.20
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Seating Matters 2020, Being lean and geniun in crisis Times
Llano Irusta, M. A.; Healy, R.Case IIST-PI-226-E-EService and Operations ManagementIn the spring of 2020, Seating Matters, had worked to design a rapid-deployment bed for temporary field hospitals. They were making beds for use in temporary hospitals after coming up with a new design. There were excellent beds from bed companies. A simple medical bed in a flat pack, which can free up the more expensive beds for the patients who need them the most. As healthcare workers battle against the Covid-19 virus, it was important that co...Starting at €8.20
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Introducción de los Grupos de Diagnóstico Relacionado (GDR) como instrumento de gestión clínica
Cercone J.; Márquez G.; García Prat, AntoniCase P-1048Service and Operations ManagementEl caso se concentra en el uso de los GDR en Costa Rica, desde la motivación para comenzar a usarlos, los diferentes pasos a seguir, las dificultades en la implementación y cómo se resolvieron. Se discuten los cambios que ocurrieron como resultado de la introducción de los GDR, y cómo se manejaron los "incentivos perversos". Se hace énfasis en las lecciones aprendidas con el objeto de definir cómo seguir adelante a partir de este punto. El sistem...Starting at €8.20
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Seating Matters
Llano Irusta, M. A.; Healy, R.Case IIST-PI-203Service and Operations ManagementAunque a finales de 2015 y en los 8 años anteriores, el negocio había crecido considerablemente, también la tensión en la operación había aumentado. La empresa había experimentado escasez de piezas clave y los tiempos de producción de los asientos se habían prolongado. Era necesario aumentar la plantilla de forma significativa, pero no disponían del tiempo necesario para dar formación a las nuevas contrataciones. El stock de piezas y productos se...Starting at €8.20
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2017-2018: La Transformación Lean de Seating Matters
Llano Irusta, M. A.; Healy, R.Case IIST-PI-204Service and Operations ManagementAunque a finales de 2015 y en los 8 años anteriores, el negocio había crecido considerablemente, también la tensión en la operación había aumentado. La empresa había experimentado escasez de piezas clave y los tiempos de producción de los asientos se habían prolongado. Era necesario aumentar la plantilla de forma significativa, pero no disponían del tiempo necesario para dar formación a las nuevas contrataciones. El stock de piezas y productos se...Starting at €8.20
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2017-2018: The Seating Matters Lean Transformation
Llano Irusta, M. A.; Healy, R.Case IIST-PI-204-E-EService and Operations ManagementAt the end of 2015, and in the last 8 years, the business had been growing significantly but at the same time there was growing stress on the manufacturing operation. They have had shortages in key components and increases in the lead time for chair production. They needed to increase the staff significantly without time for training them. The stock levels of raw components and part-finished goods within the factory began to increase dramatically...Starting at €8.20
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ENCIRC
Llano Irusta, M. A.; Sotos Araneta, M.; Healy, R.Case IIST-PI-174-E-EService and Operations ManagementQuinn Glass was one of the most valuable divisions within the emporium of entrepreneur Sean Quinn, from County Fermanagh. In April 2011, the control over Mr. Quinn's business was transferred to a consortium of investors that included the Irish Bank Resolution Corporation (IBRC). In 2015, the Spanish glass manufacturer Vidrala bought the company and renamed it using the new brand Encirc. The case lets participants analyze the strategic fit between...Starting at €8.20