Picking Management Model with a Focus on Change Management to Reduce the Deterioration of Finished Products in Mass Consumption Distribution Centers

2020 ◽  
pp. 746-752
Author(s):  
Lourdes Canales-Ramos ◽  
Arelis Velasquez-Vargas ◽  
Pedro Chavez-Soriano ◽  
Carlos Raymundo-Ibañez ◽  
Moises Perez
Keyword(s):  
Change Management ◽  
Management Model ◽  
Distribution Centers ◽  
Mass Consumption

Promoting evaluation culture

2008 ◽  
Vol 8 (1) ◽  
pp. 20-25
Author(s):  
John Hanwright ◽  
Sharnie Makinson
Keyword(s):  
Program Evaluation ◽  
Change Management ◽  
Management Strategy ◽  
Department Of Education ◽  
Management Model ◽  
Multifaceted Approach ◽  
Evaluation Strategy ◽  
Comprehensive Program ◽  
The Arts ◽  
Supporting Materials

This article describes the development and implementation of a comprehensive Program Evaluation Strategy by the Queensland Department of Education, Training and the Arts (DETA). It discusses the key stages adopted in this change management strategy by drawing upon characterisations of effective innovations. The Program Evaluation Strategy adopted by DETA was based on a change management model rather than a compliance approach. The evaluation strategy incorporated a number of elements: the overall strategy, an evaluation manual providing supporting materials and templates, evaluation training for staff, and specific provision of advice and assistance in evaluation. The article argues that this multifaceted approach has fostered an evaluative culture within the agency and been critical in supporting the influence and use of evaluation.

Introduction of a dose-banding system for parenteral chemotherapy on a haematology–oncology day ward

2017 ◽  
Vol 25 (2) ◽  
pp. 351-361 ◽  
Author(s):  
Caoimhe E O’Leary ◽  
Aisling Collins ◽  
Martin C Henman ◽  
Fionnuala King
Keyword(s):  
Change Management ◽  
Resistance To Change ◽  
Implementation Process ◽  
Step Change ◽  
Management Model ◽  
Finite Capacity ◽  
Process Change ◽  
Chemotherapy Dose ◽  
Supply Capacity ◽  
The Impact

Introduction The increasing incidence of cancer and the finite capacity of hospital aseptic compounding units pose a serious challenge to the provision of cancer care. Chemotherapy dose-banding is a method of rationalising parenteral chemotherapy dosing and supply, whereby patient-individualised doses are rounded to predetermined banded doses. The banded doses may be outsourced as stock items which increases the supply capacity of the aseptic compounding unit. Methods Kotter’s 8-step change management model was used to structure the implementation of dose-banding of 5-fluorouracil 46-h infusers on the haematology–oncology day ward in St. James’s Hospital, Dublin. The impact of dose-banding on local practice was assessed through pre- and post-implementation surveys of stakeholders. Results In-house surveys of pharmacy, medical and nursing staff identified a generally favourable attitude towards implementing changes in the parenteral chemotherapy supply system, with some resistance to change evident. Dose-banding of 5-fluorouracil 46-h infusers was implemented successfully on the haematology–oncology day ward. Dose rationalisation and flexibility of re-allocation of standard banded doses between patients were the primary benefits of dose-banding found. Post-implementation surveys showed that clinical staff were in favour of adopting dose-banding into standard practice; however, they were cautious about the degree to which the results of this limited study would be translated into substantive benefits if dose-banding was adopted for all suitable preparations. Conclusion The success of the implementation process and the favourable opinions of stakeholders shown in the post-implementation survey enabled the dose-banding service to be extended to a further nine drugs. Kotter’s 8-step change management model was a useful tool for structuring this process change in St. James’s Hospital.

scholarly journals WHY ENGINEER-TO-ORDER PORTFOLIO RATIONALIZATION STALLS: CHALLENGES IN STANDARDIZATION, MODULARIZATION, PLATFORM DESIGN AND MASS CUSTOMIZATION

2020 ◽  
Vol 1 ◽  
pp. 2265-2274
Author(s):  
C. A. Bertram ◽  
G. O. Mueller ◽  
M. Løkkegaard ◽  
N. H. Mortensen ◽  
L. Hvam
Keyword(s):  
Change Management ◽  
Mass Customization ◽  
Management Model ◽  
Platform Design ◽  
Engineer To Order

AbstractThere are various strategies to control complexity and variety growth in ETO businesses. Such portfolio rationalization initiatives sometimes stall. This paper elaborates on the challenges that cause this. Challenges described in literature and challenges seen in five different industry cases are consolidated. The challenges are combined into groups and presented in the ADKAR change management model. The authors intend this list to be used for guidance In industry and expect the collection to be extended with future industry cases and challenges.

E-Service and Organizational Change

2011 ◽  
Vol 9 (3) ◽  
pp. 39-51 ◽  
Author(s):  
Chorng-Shyong Ong ◽  
Shang-Wei Wang
Keyword(s):  
Organizational Change ◽  
Service Quality ◽  
Change Management ◽  
Dynamic Process ◽  
Change Process ◽  
Management Tool ◽  
Management Model ◽  
Relevant Research ◽  
Stage Change

The pervasiveness of e-services offers organizations a new way to serve and engage their customers. Organizational change issues must be recognized and addressed to increase service quality and satisfaction of e-service. However, relevant research is limited. In this paper, the authors conduct a longitudinal in-depth case study of a successful e-service-induced governmental transformation and propose a three-stage change management model. First, the authors reveal the dynamic process of the e-service-induced organizational change. Second, the authors explicitly identify the role and influence of ICTs and customers in the change process, which is important in studying e-service-induced organizational change due to the boundary nature of e-service. Lastly, their three-stage change management model acknowledges the improvisational and technochange process of the e-service-induced change and can be used either as a theoretical framework or a practical management tool.

Version Management in a CAD Paradigm

1995 ◽  
Author(s):  
Karthik Krishnamurthy ◽  
Kincho H. Law
Keyword(s):  
Change Management ◽  
Data Management ◽  
Engineering Design ◽  
Design Process ◽  
Collaborative Design ◽  
Management Model ◽  
Version Management ◽  
Independent Evolution ◽  
Support Engineering ◽  
Management Capabilities

Abstract This paper describes the change management capabilities of a data management model to support engineering design. Specifically, it addresses the problem of detecting changes made to a design during a CAD session and efficiently maintains an evolving description of a primitive entity through the design process. We propose a hierarchical versioning model to support the independent evolution of alternative deigns for a primitive entity and provide operators to store and manage changes among versions in a particular derivation hierarchy. In addition, we present a scheme to represent the version model in a CAD paradigm. The version model presented in this paper is a component of a larger data management model of versions, assemblies, configurations to address the change management needs of collaborative design.

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