Medisys corp. CaseStudy SUBMITTED TO: Dr. Mousumi Sengupta
SUBMITTED BY: GROUP 3 SECTION ‘A’ MANOJ KUMAR (16023) MD SARFRAZ ALAM (16024) MOHAMED AZIL (16025) MOHIT KUMAR (16026) NAINA SINGH (16027) NAYANASHREE HERALE (16028) NIDHI PAKUMAR (16029) NILINA LIZBETH BABU (16030) PARIKSHIT B BANNIKOPPA (16031) POOJASHREE B.P. (16032)
Medisys Medisys
is a US based Medical equipment manufacturing company with a employee base of 1750
It
was founded in the year 2002 and had a revenue of $400 million in the year 2008
It
developed, manufactured, and sold medical monitoring systems
Pulmonary
and Renal monitoring system were 2 most successful products
Product Developmental Process R&D
would bring the developmental plan
Then
marketing team would do product description and marketing research
Engineering
and Software would develop the product specification and it on to regulatory group.
Upon
clearance it was sent for fabrication.
IntensCare
Aaron Gerson of R&D came up the idea of IntensCare in the year 2006
In July 2007. the group was given $500,000 for software development and ongoing product engineering work
Functions: i) First it would collect data from on patients from ICU and post it to an electronic database
ii) That could provide an integrated profile of an individual patient’s health and would send updates to Doctors and nurses involved
Issues for Project IntensCare Delay
in delivery: Merz was pressurizing the engineering team to meet the product delivery deadline and to incorporate a modular design
The
engineering team was dealing with a number of technical issues and their task is made difficult by recent staff cutback
The
delivery of the software from India was also delayed.
Cross Functional Design A parallel
system was introduced
It
included from R&D, Marketing & Sales, Product Engineering, Software Design, Regulatory and Production were supposed to work as a “core team”
It
would speed up the process of manufacturing the product.
Project
leader would be assigned to manage the work and report to senior management .
Team Building Issues The
in the team were working more for individual
goals Although
project leader was a liaison to executive to the executive committee, there was no proper lines of communication
The
issue of regulatory compliance- Merz, O’Brien and Mukerjee appear to reduce the importance of the regulatory process being implemented by Baio.
Authority
was not clearly differentiated whereas responsibility was assigned.
Reporting
& team evaluation did not change even though new teams were formed which led to improper communication
Recommendations
Proper organisational and team training should be given
Communication structure: There should be transparency in the team so that every member will have the liberty to express their views
Empowerment: The team should be given authority along with the responsibility so that they can take decisions in the team.
They should bring in ways so that the ongoing conflicts and differences in opinions can be resolved
Proper reward systems and specific team goals should be given.
Thank you!!!!!