coupled with constraints placed on healthcare budgets‚ has increased the importance of decision-making with regards to new and existing health technologies. One method to determine the value for money of an intervention is to develop a ‘cost-effectiveness model’‚ predicting the costs and health outcomes that are likely to be associated with various different interventions. Models are a useful tool for representing the detailed and complex ‘real world’ with a more simple and understandable structure
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on changes in production output‚ such as increasing or decreasing the production quantity of an existing product‚ or producing new products. Better utilization of existing capacity can be accomplished through improvements in overall equipment effectiveness (OEE). Capacity can be increased through introducing new techniques‚ equipment and materials‚ increasing the number of workers or machines‚ increasing the number of shifts‚ or acquiring additional production facilities. Capacity is calculated:
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How to do cost-effectiveness calculations in a nutshell: Noncompeting choice Noncompeting choice cost effectiveness is when you have many possible options to choose from that are NOT mutually exclusive. Noncompeting choice cost effectiveness uses the average cost effectiveness. This means you simply divide the cost of the intervention by the benefit of the intervention. For example: Intervention QALY Gained (~DALY eliminated) Net Cost A 50 $1000 B 3 $300 C 40 $1200 The average
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successfully implementing TPM were identified through literature review. ISM and MIC MAC analysis were applied to find out the levels of their influence in the implementation of TPM. Findings – Among all the identified variables; Overall Equipment Effectiveness (OEE)‚ Quality‚ Cost‚ Delivery‚ Safety‚ Cross functional Employee Integration‚ HR Competency‚ 5S‚ Employee Flexibility and Employee suggestions are identified to be the critical enablers. Research implications – A systematic approach to investigate
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CAUSES AND CONSEQUENCES OF AIS EFFECTIVENESS IN MANUFACTURING FIRMS: EVIDENCE FROM THAILAND Wathana Yeunyong Ph.D. (Accounting) ABSTRACT The aim of this study is to investigate causes and consequences of accounting information system (AIS) effectiveness. Its causes are organization context‚ organizational coordination and control (OCC) that affect the quality of information‚ which is produced from AIS of the firm. The information is obtained from information sharing among subunits‚ electronic
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References: [8] INS Research (2012): "Overall Equipment Effectiveness‚" [10] Automation World (2012): "OEE facts‚" Automation World‚ [Online]. [4] OEE Standard (2012): "OEE Industry Standard‚" [Online]. [13] Assakkaf‚ I. (2003): Trucks and Hauling Equipment‚ Maryland. [Online]. Available: [14] Komatsu (2008): Komatsu
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Applying Lean Management J. Galt Lock Ltd 8/2/2013 Ujjwal Dhakal S1238629 Operations and Service Management [M3N212833] Individual Report (50%) - Front Cover & Feedback Sheet Student Name: Ujjwal Dhakal Matriculation No: S1238629 Programme of Study: BA Management Technology and Enterprise Student Signature: Ujjwal Date: 02.08.13 Marking Criteria Mark Level of understanding and critical evaluation of case study evidence;
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conceptual understanding of the determinants of the effectiveness of internal audit in organization. This finding specifically investigates five determinants of internal audit effectiveness which are in-house internal audit vs. outsources internal audit‚ independent and objectivity of internal audit‚ staff competency‚ management support and tone at the top and scope of services and planning. Toward this end it confirms the five determinants of the effectiveness of internal audit are needed in ensuring the
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INFLUENCES ON STRATEGIC DECISION EFFECTIVENESS: DEVELOPMENT AND TEST OF AN INTEGRATIVE MODEL SAID ELBANNA1 and JOHN CHILD2 * College of Business and Economics‚ United Arab Emirates University‚ Al Ain‚ United Arab Emirates 2 Birmingham Business School‚ University of Birmingham‚ Birmingham‚ U.K. 1 This paper draws upon three broad perspectives on the strategic decision-making process in order to develop a more completely specified model of strategic decision effectiveness in a different context‚ namely
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than usual in a good leather bag‚ but there’s an assurance that it’ll last twice as long as any alternative and ages gracefully like a fine bottle of chardonnay. On a scale of 0-5‚ leather bags are easily a 3.5 or maybe a 4 when it comes to cost effectiveness. Bags of any alternative material are surely cheaper compared to leather. This is favorable for people with a lower budget but the bags are ruined pretty easily and replacements are required to be bought frequently. So nevertheless
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