Children’s Hospital of Pittsburgh of UPMC markets itself as a paperless facility. Even so this does no preclude it from the usage of paper. Backup orders are printed to patient floors in the event the electronic record ever has downtime. This ensures patient care is not compromised due to lack of patient information. In addition to this, paper is often used for administrative tasks or patient consent forms. Due to all of these things Children’s has over 530 printers that use more than two million pages of paper per month and costs the hospital The scope of one of my projects is to examine printer usage and create a meaningful analysis.
Each Xerox printing report includes every printer in the UPMC system that is serviced by Xerox. The report then breaks this down into a general location code as well as color and black and white usage. The first step to a meaningful analysis is to separate the Children’s printers from the rest of the report. This is done by a simple query that isolates machine identification prefixes for Children’s machines.
The next step was to decide what analyses would be useful for the department. To determine usefulness it was necessary to understand how the hospital is billed for printing. The hospital is charged for both having a printer in the building as well a charge per page. This means that each machine has it’s own overhead costs that does not change whether 50 or 50,000 pages are printed. The final price per page is less for the printer that is doing 50,000 pages per month than the one printing 50. Due to this, one the main analyses is usage by area.
The first report will determine usage by floor. After that it will be broken down to individual printers. Are 500,000 sheets o...
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...ge was quite significant in terms of cost and number of pages. In this particular situation it was found that during a system upgrade the default printing settings for all the computers on the floor changed from B&W to color. Changing it back to B&W is a quick fix, but one that can have a significant financial impact.
Overall, the impact of this project has yet to be determined. The formulas and reports are in working order but until Xerox provides more monthly usage statistics it is impossible to make a dependable analyses. At this moment I believe at least 10% of printers on campus could be repurposed or eliminated creating cost saving to the organization of 5%. (Current costs not available at the moment, analysis requested from Xerox) It will also allow managers to better view usage trends to determine if closer analysis of printer usage is necessary.
To determine if the hospital can perform this many operations, one should compute the equipment (operating room) and labor (surgeon) requirements per day and compare it to the current equipment and labor capacity per day.
When El Camino Hospital decided to construct its new, $470 million technologically, and seismically advanced healthcare facility, the hospital calculated that the staffing cost to make continuous deliveries would exceed $1 million annually. After all, the spacious design (450,000 square feet) combined with the horizontal layout in the new hospi...
In the current process, the localization is done at the factory and then shipped. The DCs which deal with the printers only follow a standardized process which involves – receiving of products from various suppliers and stock them, pick to fill customer orders, shrink wrap the completed orders and label them and ship the order. These DC’s centers doesn’t have the equipment nor the competency to accommodate “integration” or manufacturing (assembly)
An important indicator is that the company broke the budget for each department on monthly bases, since they had a variation of products and quality products. The reason why they did this stands to the point that the company produced products in two seasons, fall and spring. The fall products had a cost of $100 dollar per unit because of the more delicate product that required higher material cost, whereas the spring products had a cost of $60 dollars per unit as they needed less costly material. All in, these clarify the fact that they used monthly bases budget.
The “Chicago Herald” tested the combined machine, or Paige compositor. The machine was roughly eleven feet long, three and one half feet wide, and six feet high. It weighted nearly 5000 pounds, and the power it needed was transmitted through a round belt to a grooved pulley 14 inches in diameter. The machined used about 1/4 to 1/3 horse-power and it could be started and turned up to speed with one finger at a 7-inch leverage. The compositor was particularly made for newspaper printing work. It did all the work of distributing, setting, justifying, and had mechanisms that were adjustable to any width of column desired for newspaper or bookwork.
Office of Management and Budget,. U.S. Department of Education. 21 February 2011.7 March 2011 . Washington D.C. Printing Office
International Paper Company is the world's largest pulp and paper company with manufacturing operations in North America, Europe, Latin America, Russia, Asia and North Africa. When it started out on January 31, 1898 in Albany, New York, it was through the merger of 17 pulp and paper mills ranging in size and technological advancement and capabilities. However, even then International Paper was a leader in the industry as the nation's largest producer of newsprint. It supplied sixty percent of all newsprint sold in the United States at the time, as well as exporting its product to Argentina, Australia, and England.
M = Number of exam rooms, D = demand per shift, p = time a patient requires in the exam room, N = Total operating time per shift and C = Desired capacity cushion (expressed in %) in our case D=50patients, P=20minutes, N=8hrs, C=30%
Moving paper from the printer to the envelope does nothing to add value to business. It costs both time and money. Postage, printing and personnel costs keep increasing and adding to bottom line. Twenty years ago, there was the promise of “ The Paperless Office" and it is a promise that will probably never come to fruition. Since the mid-1980’s, paper clutter has expanded exponentially on the average desk. (http://www.FutureTechConsulting.com/) Not on original Reference Pg.
If the hospital increases their max bed capacity by 50%, their new max bed capacity would be 135 beds per day. With this new setup, the hospital could perform 45 operations per day instead of 30 operations per day. The new rate would be the same as the current operations level if the hospital keeps the same schedule of 30 operations five days a week (Jacobs & Chase, 2011). The hospital could not perform 45 operations per day as the currently does not have enough operating rooms (Jacobs & Chase, 2011). While there would be enough surgeons to perform 45 operations per day there is not enough operating rooms as each operation takes one hour and with five rooms, each room could handle eight operations in a day completing 40 operations a day for the hospital (Jacobs & Chase, 2011). There must be a sixth room to complete 45 operations in a
We have chosen the Xerox Corporation and evaluated the strategic importance of innovation in its role. Xerox from its inception has always been regarded as an organisation that thrives on innovation and diversification. The introduction of the their xerographic office copier in 1959 is seen as one the main technological advancements in the 20th Century. Even as late as the 1990's Xerox has been boldly reinventing itself from a predominantly black and white, light lens copier company to a digital, colour and document solutions company. Even the release of their third quarter results for 2000 in October last, showed despite a 5% drop in revenue, the organisation still looks forward to improving its overall strategy by revealing a new turnaround program
Application of Porter’s Five Forces Model yields some very interesting discoveries when applied to the pulp and paper industries. The model, as discussed in our textbook, attempts to evaluate how well an industry can generate profits by examination of intensity of rivalry, treat of new entrants into the industry, threat of substitutes, bargaining power of buyers and bargaining power of suppliers (Parnell, 2014). While I know from personal experience that it is not easy to be profitable in the paper business, applying the model does provide some insight into the reasons why those difficulties exist.
The advancement in technology across the world is a major cause of the changes in the workplace. For instance, the advancements in computers are astounding. Mainframe computers have given way to personal computers, then laptop computers, and now hand-held tablets. Findings of a study by IDC, a market research company, showed that by 2015 more people will be connecting to the Internet using tablets, smart phones, and other mobile gadgets compared to those who use the Internet through their desktop computers (Schroeder). Cell phones have also seen a revolution by becoming faster, more efficient and more feature-rich. It is even possible to check email on the way to work using a handheld device. A Nielson fact sheet outlining the usage of various devices in America shows that “there are 223 million cell phone users over the age of 13, and 25% of the mobile devices sold during Q3 of 2009 were smart phones. That is estimated to go up to between 40-50% during 2010” (Heimbuch). Individuals can text, status update, tweet, or reach other seamlessly by mobile devices that can fit in their pockets. Even the printed word may become obsolete according to Aaron Bradley, as outlined in his online article called “A Modest Proposal for Newspapers in the 21st Century.” In his article, he discusses how the printing of newspapers is be...
Paper in 20th-century civilization, is one of our most important industrial products. Books, magazines, and newspapers are printed on paper. Data from computers are usually printed on paper. Education, government and industry could not operate without printing and writing on paper. Paperboard (used in packaging), and absorbent papers (tissue and towelling) are other widely used paper products.
The cafeteria serves about one hundred and fifty residents of Cambridge Hall and approximately one hundred residents from Nottingham Hall. The cafeteria serves hot foods, salads, snacks, sandwiches, and beverages. The data has given me information on the percentage of customers that preferred a hot meal (interactive and precooked) to snacks, the ratio of customers that prefer precooked hot meals over an interactive hot meal, line formation, service times at the different stations, arrival times and the location of the different stations. I also learned that the peak hours of operations are from 5:00 p.m. to 6:30 p.m. and that the cafeteria has two cash registers available but only one is being utilized during the peak hours. If customers decide on a hot meal there is a 2 to 1 ratio that customers will purchase a precooked meal over an interactive meal. Through an informal customer survey, reasonable waiting times were established for the precooked line (5 minutes), the interactive line (10 minutes), and the cashier payment line (1minute).