Management Method Analysis Of Mr. Fogoros's Case Study
3. Mr. Fogoros’ accomplishments during the fourth quarter have been nothing short of phenomenal. Mr. Fogoros responsibility includes supporting 92 command clinical and admin department customers, three outlying subordinate clinics; Branch Medical Clinic Everett (BMC Everett), Branch Medical Clinic Bangor (BMC Bangor) and Branch Medical Clinic Puget Sound Naval Station (BMC PSNS), and three external federal customers North West Region EMS, and Federal Fire department.
4. Managed 90 percent in stock rate within the framework established by Healthcare Affairs, via Defense Logistics Agency (DLA), to maintain a strict “just in time” supply pipeline to reduce tax dollars associated with excess inventory. Through his vision, constant dedication …show more content…
Subject Matter Expert: As a result of the implementation of KANBAN throughout Navy Medicine medical treatment facilities and clinics, (in hopes of reducing material waste due to inconsistent ordering practices), BUMED and Navy Medicine West requested supply method analysis by NHB, MMD. Mr. Fogoros was chosen for the task due his extensive knowledge of supply chain practices. He spent 30 hours performing critical analysis to determine which of the two supply reorder methods (shelf-count or order-quantity) would be best suited to utilize as a best practice for Medical Treatment Facilities (MTF) within the enterprise. The outcome of the analysis was used by the BUMED KANBAN Team to implement it into standard operating procedures for MTFs utilizing KANBAN as a supply method.
9. His application of continuous quality/process improvement is a constant part of his daily regimen. His “Customers are always first” attitude result in increased Central Supply forward logistics of stockroom replenishment/ordering management for 9 clinical departments which include: APU, Laboratory, Orthopedics, Urgent Care, Medical Surgical 5 (MS5), Labor and Delivery, Pediatrics, Family Practice 2nd and 3rd floor.
His efforts exceeded the enterprise standards set by BUMED for value of materiel physically maintained in a stockroom as compared to recommended stock level value which should be no more than plus or minus five percent. In the case of stockrooms managed by Mr. Fogoros and his staff, the variance for this measurement was a mere 1%, which is above the industrial
4. Managed 90 percent in stock rate within the framework established by Healthcare Affairs, via Defense Logistics Agency (DLA), to maintain a strict “just in time” supply pipeline to reduce tax dollars associated with excess inventory. Through his vision, constant dedication …show more content…
Subject Matter Expert: As a result of the implementation of KANBAN throughout Navy Medicine medical treatment facilities and clinics, (in hopes of reducing material waste due to inconsistent ordering practices), BUMED and Navy Medicine West requested supply method analysis by NHB, MMD. Mr. Fogoros was chosen for the task due his extensive knowledge of supply chain practices. He spent 30 hours performing critical analysis to determine which of the two supply reorder methods (shelf-count or order-quantity) would be best suited to utilize as a best practice for Medical Treatment Facilities (MTF) within the enterprise. The outcome of the analysis was used by the BUMED KANBAN Team to implement it into standard operating procedures for MTFs utilizing KANBAN as a supply method.
9. His application of continuous quality/process improvement is a constant part of his daily regimen. His “Customers are always first” attitude result in increased Central Supply forward logistics of stockroom replenishment/ordering management for 9 clinical departments which include: APU, Laboratory, Orthopedics, Urgent Care, Medical Surgical 5 (MS5), Labor and Delivery, Pediatrics, Family Practice 2nd and 3rd floor.
His efforts exceeded the enterprise standards set by BUMED for value of materiel physically maintained in a stockroom as compared to recommended stock level value which should be no more than plus or minus five percent. In the case of stockrooms managed by Mr. Fogoros and his staff, the variance for this measurement was a mere 1%, which is above the industrial