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At least 73 records · Page 4Linked to original sources
PubMed1986

Materials management's role in product line development.

Product line management and product line cost accounting are terms that are appearing more frequently in the literature, and on hospital management and board meeting agendas. As regulatory and competitive pressures continue to shape the health care market, health provider organizations will put increasing emphasis on defining, developing and managing their product lines. (Product lines are much more than DRGs.) Product line management and cost accounting present the materials manager with an opportunity to become more involved with the

Accounting↗
PubMed1991

Hospital management by product lines.

Over the last decennium many reforms of the reimbursement systems have taken place to improve the economic performance of health service organizations. These environmental changes have stimulated many hospital managers to introduce types of internal management control. Consequently budgeting is a very well known management tool. Less known in Europe is product-line management. The main purpose of this article is to introduce the concept of product-line management. Attention is paid to ways product lines can be defined in hospitals and which elements the implementation of product-line management envelope. Emphasis is laid on the consequences for the organizational structure and the cost information system. Finally, we deal with the advantages and disadvantages of product-line management.

Budgets↗
PubMedDate not supplied

Getting to the bottom line. Hospitals' survival may hinge on the contribution margin.

Healthcare managers have devoted increasing attention to product line management in the face of growing competition. The general belief has been that although product line management and the contribution approach (internal financial reporting and analysis that distinguish between variable and fixed expenses and include the contribution margin) help enhance profitability for hospitals that have the prerequisite software systems and management expertise, they are hardly necessary for survival. But the contribution approach to product line management may indeed be required for survival for all hospitals. Current hospital accounting systems do not provide information on which products contribute to fixed expenses and profitability and which, although vital, are financial losers. Product line managers need this information to make optimal decision trade-offs among quality, availability, and benefits of medical services. The contribution margin is the difference between the fee received for the service and the variable expenses incurred in providing the service. It represents the resources available to cover fixed expenses that will occur regardless of volume and to provide a profit (or, for the not-for-profit, to provide working capital and expand services).

Accounting↗
PubMed1991

The role of health information managers in hospital financial management.

One area of internal analysis that has attracted increasing attention from healthcare managers is product line management. The coded data produced by the health information management professional is integrated with financial data to provide decision makers with valuable information about service quality and profitability.

Abstracting and Indexing↗
PubMed1993

Strategic management and organisational structure: transformational processes at work in hospitals.

There is a substantial amount of organisational restructuring presently occurring in Australian public hospitals. However, there has been a lack of systematic research conducted about this phenomenon. In Australia most literature about organisational restructuring has employed a case study approach. Although there has been a great deal of support for product line management organisational arrangements in recent literature from overseas, little investigation into the adoption of product line management has taken place in Australia. In this paper, a discussion about the relationship between strategic management and organisational structure is presented. Survey results of a sample of nine teaching hospitals in New South Wales are reported. Taken together with other more descriptive literature about organisational restructuring in Australian health care, the evidence from this survey suggests that there are vigorous transformational processes at work, perhaps especially in the larger hospitals. Despite support for it in the literature, product line management is not being adopted on a widespread scale. The shift toward restructuring occurring within Australian hospitals at the moment represents a bout of experimentation with new organisational designs which seems destined to continue. A number of management theorists conclude that there need to be strong linkages between strategic planning and the choice of organisational structure. However, the empirical evidence reported here did not identify such strong linkages. This phenomenon warrants further investigation. The view is put that where these linkages are weak there is a risk that whatever structure is chosen will not be robust or flexible enough to cope with mooted or predicted policy changes to the Australian health system.

Health Policy↗
PubMedDate not supplied

From product line to disease management--easing the transition.

Most facilities have captured the essence of product-line management, but what is the next step? The traditional reasons for product-line management are still more than valid, but forward-thinking organizations are moving to a disease-management focus.

Disease Management↗
PubMedDate not supplied

Measuring service line competitive position. A systematic methodology for hospitals.

To mount a broad effort aimed at improving their competitive position for some service or group of services, hospitals have begun to pursue product line management techniques. A few hospitals have even reorganized completely under the product line framework. The benefits include focusing accountability for operations and results, facilitating coordination between departments and functions, stimulating market segmentation, and promoting rigorous examination of new and existing programs. As part of its strategic planning process, a suburban Baltimore hospital developed a product line management methodology with six basic steps: (1) define the service lines (which they did by grouping all existing diagnosis-related groups into 35 service lines), (2) determine the contribution of each service line to total inpatient volume, (3) determine trends in service line volumes (by comparing data over time), (4) derive a useful comparison group (competing hospitals or groups of hospitals with comparable size, scope of services, payer mix, and financial status), (5) review multiple time frames, and (6) summarize the long- and short-term performance of the hospital's service lines to focus further analysis. This type of systematic and disciplined analysis can become part of a permanent strategic intelligence program. When hospitals have such a program in place, their market research, planning, budgeting, and operations will be tied together in a true management decision support system.

Catholicism↗
PubMed1988

Product line cost estimation: a standard cost approach.

Product line managers often must make decisions based on inaccurate cost information. A method is needed to determine costs more accurately. By using a standard costing model, product line managers can better estimate the cost of intermediate and end products, and hence better estimate the costs of the product line.

Accounting↗