Medisys Case Study 6p6p2m

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!!!!!