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At least 19 recordsLinked to original sources
PubMed1993

Product line management. Formalizing clinical product lines as part of patient focused restructuring.

Patient Focused Care is entirely consistent with clinical Product Line Management. In fact, as with Patient Focused Care and CQI/TQM, these two initiatives are better together than apart. To take advantage of this opportunity, you may have to modify your existing mechanism for Product Line Management. But the added benefits of more successful Product Line Management will make any modifications a temporary distraction. Down goes the perceived hurdle.

Cardiology Service, Hospital↗
PubMed1991

An introduction to product line management.

Management by product line has been used successfully in the manufacturing industry for decades. As the healthcare industry evolves, implementation of Product Line Management is emerging as one strategy to increase efficiency, effectiveness, and profitability. Product Line Management is an organizational scheme and alternative management system for focusing on the programmatic scope of operations in order to achieve particular objectives. Product Line Management in a hospital setting requires deviation from linear functional management paradigms to a reorganization in thinking that focuses on end-result objectives. This management structure recognizes the need to integrate operational and clinical management in response to market-driven forces from both the standpoint of packaging products for the marketplace and appropriate management of those products to improve organizational effectiveness and profitability. However, a "test of time" is necessary to evaluate whether Product Line Management has a positive impact on clinical intervention and outcome. Although Product Line Management seems to be a method to increase profitability, its effect on the quality of client care remains unclear. Speech-language pathologists and audiologists need to be well informed about Product Line Management in the healthcare industry, and should prepare for the possibility of participating within such a framework. Finally, speech-language pathologists and audiologists need to examine and consider their particular qualifications for assuming leadership within such a structure.

American Speech-Language-Hearing Association↗
PubMed1991

A model for product line management in health care.

'Product line management' is receiving much interest and attention in the health care industry. Success with the concept is highly varied, however, largely because it is neither well understood nor even clearly defined. Many managers and academicians believe the concept holds great promise for health care organisations. Others argue it is but a passing fad. This paper seeks to provide a framework to clarify and assist in conceptualising product line management and its various dimensions. This will provide a foundation for future research and for application of the concept in practice. The paper is based on both research of the relevant literature and data collected formally from four hospitals and multi-institutional systems at various stages of developing, implementing and managing product lines, in addition to anecdotal data obtained through teaching and consulting.

Budgets↗
PubMedDate not supplied

Product line management.

The application of Product Line Management to the health care industry in the United States is an effort to use a management approach from the business world that aims at implementing, maintaining, and enhancing productivity without compromising quality patient care. Product Line Management is an opportunity for the nurse in management to develop a business acumen that will directly influence patient outcomes. Under this concept the product, is defined, priced, marketed and sold. The result is the ability to secure a competitive edge in the health care marketplace that not only allows us to survive, but to thrive.

Hospital Units↗
PubMed1989

Product line management and continuum of care.

"Product line management" is a concept that is receiving much interest and attention in the health care industry and one that can be applied to managing the continuum of care. Success with the concept is highly varied, however, largely because it is neither well understood nor even clearly defined. Many managers and academicians believe the concept holds great promise for health care organizations. Others argue it is but a passing fad. Once it is understood and properly applied, the concept can assist at several levels in managing the continuum of care. This article seeks to provide a framework to assist managers in (1) understanding the various perspectives on product line management and other organizational innovations, and (2) choosing the most appropriate approach for their organizations. The article is based on both research of the relevant literature, and data collected formally from seven hospitals and multi-institutional systems at various stages of developing, implementing, and managing product lines, in addition to anecdotal data obtained through teaching and consulting.

Continuity of Patient Care↗
PubMed1988

Product line management in oncology: a Canadian experience.

More competition for finite resources and increasing regulation have led many hospitals to consider a strategic reorganization. Recently, one common reorganization strategy has been"product line management." Product line management can be broadly defined in terms of centralized program management, planning, and marketing strategies. In Canada, while strategic driving forces may be different, a product line management alternative has arisen in one of the most potentially complex product lines, cancer services. This article compares and contrasts the theoretical model for product line management development, with special reference to cancer services, to the experience of one Canadian medical center and cancer center.

Ambulatory Care Facilities↗
PubMedDate not supplied

Product-line management: systems and strategies.

Over the last two years, the healthcare delivery system has become much more competitive from the perspectives of both price and internal management control. The environment has led many hospital managers to consider product-line management organizational changes. This article defines product-line management as "the organizational structure, management control systems, and delivery strategies for healthcare services structured around case types or major clinical services." The article also delineates the organizational issues influenced by product-line management and the management tools necessary for product-line managers. An actual example of how product-line management can be delivered is presented using The Johns Hopkins Hospital experience. An action plan for implementation is also presented for hospital managers desiring to develop product-line management philosophies in their hospitals.

Decision Making, Organizational↗
PubMed1987

Informational needs for a product line management system.

Changing to a product line management structure requires a total dedicated effort from hospital management. The information systems support requirements are diverse and often call for both the further integration of existing capabilities as well as the development of new ones. The reporting structure must address the profit and quality management objectives assigned to both product line and functional managers. A thorough planning and evaluation process that recognizes the institution's unique objectives is the key to successful implementation. This article is the final in a series on product line management in health care. The previous two articles examined the concepts and evolution of product line management and the alternative product line organizational models.

Decision Support Systems, Management↗
PubMed1989

Product line management requires change in financial reports.

Product line management places new financial reporting demands on healthcare organizations. The new reports should provide profitability information that helps management make decisions and fairly evaluate the roles that operating managers and product managers have in their organizations.

Accounting↗
PubMed1990

Strategic, operational, and marketing concerns of product-line management in health care.

Product-line management is a specialist strategy that focuses on specific products and markets. This article presents a typology of organizational approaches to implementing such a strategy and discusses the advantages and disadvantages of each. Finally, the relationship of the control of marketing to product-line strategy and decentralization is discussed.

Centralized Hospital Services↗
PubMed1993

Is product-line management appropriate for your health care facility?

Although many hospitals have adopted product-line management as a management tool, questions remain about its applicability in the health care industry. Using a national sample, the authors examine the impact of product-line management on operating results and profile hospitals in which product-line management has been associated with higher performance. Their study reveals the circumstances under which product-line management is likely to be the most successful.

Costs and Cost Analysis↗
PubMed1987

Product line management: organization makes the difference.

Three dominant models of product line management are emerging in the healthcare industry today--market management, distribution management, and strategic business unit management. These models offer unique benefits for the healthcare organization. It is important to use the model that best fits the needs of the institution. Therefore, an analytical framework has been developed to help the organization evaluate and implement the proper model to ensure successful organizational change. This article is the second in a three-past series on product line management in health care. The first article dealt with the question of whether product line management will work in the healthcare industry.

Financial Management↗
PubMed1994

Product line management: can it work for plastic surgery?

Health care managers are looking to other industries for assistance in designing strategies to respond to changing environments. In the evolving environment of managed care, operational success depends on successful management of fiscal resources. Product line management can be a key component of organizational response to change. This article describes the successful implementation of a product line management program at a large Midwestern hospital, and presents advice to plastic surgical nurses to undertake in their own facilities.

Hospital Departments↗
PubMed1986

Product line management: its meaning and future promise.

The concept of product line management has recently drawn much attention in the health care field. The impetus has come from both marketing and accounting professionals as they have sought to find solutions to identified problems. Examined here are the roots of product line management, the reasons for the growth in the application of the concept in health care, and whether it promises to solve the problems faced by health care organizations in the current highly competitive environment.

Female↗
PubMed1990

Implementation of product-line management in a hospital pharmacy department.

The development and implementation of product-line management (PLM) in a pharmacy department is reviewed. The PLM system of hospital organization shifts the emphasis from function to product. The pharmacy department at a 737-bed nonprofit hospital adopted PLM in an effort to reach more directly the physician and patient markets, enhance the image of pharmacy, and help meet requirements of the Joint Commission on Accreditation of Healthcare Organizations. The department surveyed physicians and administrators to identify their product and service needs and surveyed pharmacy staff members to identify the perceived benefits and risks of a PLM system. A strategic-planning session was held to decide how best to match the pharmacy department's product lines with market needs. The team leaders were renamed clinical supervisors and were no longer responsible for defined physical areas but rather for clinical matters relating to patients in the product line assigned. Pharmacy's chosen product lines were oncology services, neuropsychiatry, maternal and child care, cardiovascular, operating room-anesthesia-pain clinic, and general medical. The transition is being accomplished one product line at a time; interested team leaders transfer into clinical supervisor positions by achieving clinical expertise within the relevant product lines. Despite some initial confusion, PLM contributed to job satisfaction and morale and allowed the pharmacy department to provide increased clinical consultation and intervention services. PLM enhanced the clinical pharmacy program and focused clinical services on the physician and ultimately the patient.

Education, Pharmacy, Continuing↗
PubMed1987

Product line management: will it work in health care?

Increased competition, changes in reimbursement methodologies, regulation, and tightening of the capital markets have changed the way managers think about healthcare management. Healthcare organizations can no longer survive by taking a passive or reactive approach to the delivery of health care. Managers are feeling increasing pressure to run their organizations "more like a business." In response to these pressures, healthcare managers have looked increasingly outside the industry for insight. One area of inquiry attracting substantial interest is product line management. In this series of three articles, the authors conduct an analysis of several key issues of relevance to hospitals considering product line management.

Commerce↗
PubMed1988

Attitudes of hospital executives toward product line management: a pilot survey.

This article reports results of a pilot survey of hospital executive attitudes toward product line management (PLM). Results indicate that the majority of respondents feel the concept is applicable to hospitals in general as well as to their own institutions. However, the respondents have not really internalized some of the key attributes of the concept and the likelihood of adopting PLM is higher for large, for-profit, and urban hospitals.

Alabama↗