OHMEDA

MONITORING SYSTEM

JOSE RIZAL UNIVERSITY

Group 4
Erol Pepino
Arlene Zaratan
Queenie Bi

Executive Summary
Ohmeda Monitoring Systems was a business unit
of The BOC Group, a multinational firm
headquartered in Windlesham, England.
The group had an international portfolio
described ad world-competitive business
principally industrial gases, health care products
and services, and high-vacuum technology.
BOC Health Care provided products and services
for critical care in hospital and the home, their
equipment, therapies and pharmaceuticals were
used in operating rooms(OR) recovery rooms
PACU) and intensive care ICU and cardiac
care (CCU)units throughout the world.

Executive Summary
Ohmeda Health Care (the equipment and systems
component) was an autonomous division of BOC Health
Care.
It was made up of five major business units , plus a field
operations unit. Ohmeda Monitoring Systems
(headquartered in Louisville, Colorado) designed
,manufactured and sold monitoring equipment for a
number of segments of the health care industry.
The health care industry was one of the largest and most
rapidly growing segments of the world economy. Hospitals
were the principal buyers of Ohmeda products.
Modern medicine viewed measurement of arterial blood
pressure as essential in the monitoring of patients, both
during and after surgery. Traditional monitoring techniques
have included both invasive and noninvasive methods.

Executive Summary
In 1983 Ohmeda acquired an exclusive
license for the Finapres technology.
Favorable test results of clinical studies
of Finapres were reported in medical
journals and were widely distributed to
the medical profession.

VIEWPOINT
Joseph W. Pepper, General Manager of Ohmeda
Monitoring.

TIME CONTEXT
In1990 there was a high probability that the
problem could be fixed with changes in
software.

I - PROBLEM STATEMENT
1. The technology was purchased, but not improved.
The earlier version did not work. The product had
software problems and lack of leadership.

II- STATEMENT OF THE

OBJECTIVES
1. Make significant investment in R&D and marketing
pertaining to the improvement of the product.
2. Improve the product features in order to get accurate
result for patient with poor blood pressure.

III-AREAS OF
CONSIDERATION
Strengths (Internal)
1. Strong distribution particularly in OR.
2. Technical expertise.
3. Head start over competitors.
Weakness (Internal)
4. No sense of purpose and vision about the product.

III- AREAS OF
CONSIDERATION (contd)

Opportunities (External)

1. Penetrating the US market.

2. Developing customer expertise.
3. Improvement in US market share of the product.
. Threats (External)
1. American was focused more on cosmetic rather
than substantive.

IV-ASSUMPTION
Finger pressure as a measure of central blood
pressure, but were not sure how closely finger
pressure stimulates central pressure of how
accurately were measuring finger pressure.

V- ALTERNATIVE COURSES
OF ACTION ( ACA )
1. Provide product seminar performed by the
person specializing the product. Produce
alternative blood monitoring device suitable
for people with difficulty in getting the
blood pressure type.

VI- ANALYSIS
Focus on the marketing strategy and and hire
people with technical expertise to further
improve the product.
Improve cuff reading as well to get an accurate
result.

VII- CONCLUSION
We therefore conclude, it is important to recognize
that the key influence for purchases is an
anesthesiologist, for whom blood pressure is just
one of many concerns. In other segments of the
hospital, the situation is very different. In the CCU,
or the cardiac operating theater, blood pressure is
of paramount importance. Not all procedures are
lengthy, and even where they are, many
cardiologist saw value in CNIBP, even though
there was drift. For physiologist measurement in
research hospitals or in hypertension units, there
were even fewer drawbacks, and the clinicians in
these situations were much more inclined to take
extra care with application of the cuff.

Joseph W.
Pepper

3 days

4 days

Contineous

END