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Medisys corp.

CaseStudy
SUBMITTED TO: Dr. Mousumi Sengupta

SUBMITTED BY: GROUP 3


SECTION A
MANOJ KUMAR (16023)
MD SARFRAZ ALAM (16024)
MOHAMED AZIL (16025)
MOHIT KUMAR (16026)
NAINA SINGH (16027)
NAYANASHREE HERALE (16028)
NIDHI PADMAKUMAR (16029)
NILINA LIZBETH BABU (16030)
PARIKSHIT B BANNIKOPPA (16031)
POOJASHREE B.P. (16032)

Medisys
Medisys

is a US based Medical equipment


manufacturing company with a employee base of
1750

It

was founded in the year 2002 and had a


revenue of $400 million in the year 2008

It

developed, manufactured, and sold medical


monitoring systems

Pulmonary

and Renal monitoring system were 2


most successful products

Product Developmental
Process
R&D

would bring the developmental plan

Then

marketing team would do product


description and marketing research

Engineering

and Software would develop


the product specification and pass it on to
regulatory group.

Upon

clearance it was sent for fabrication.

IntensCare

Aaron Gerson of R&D came up the idea of


IntensCare in the year 2006

In July 2007. the group was given $500,000 for


software development and ongoing product
engineering work

Functions: i) First it would collect data from on


patients from ICU and post it to an electronic
database

ii) That could provide an integrated profile


of an individual patients health and would send
updates to Doctors and nurses involved

Issues for Project IntensCare


Delay

in delivery: Merz was pressurizing the


engineering team to meet the product delivery
deadline and to incorporate a modular design

The

engineering team was dealing with a


number of technical issues and their task is
made difficult by recent staff cutback

The

delivery of the software from India was


also delayed.

Cross Functional Design


A parallel

system was introduced

It

included members from R&D, Marketing &


Sales, Product Engineering, Software Design,
Regulatory and Production were supposed to work
as a core team

It

would speed up the process of manufacturing the


product.

Project

leader would be assigned to manage the


work and report to senior management .

Team Building Issues


The

members in the team were working more for individual

goals
Although

project leader was a liaison to executive to the


executive committee, there was no proper lines of communication

The

issue of regulatory compliance- Merz, OBrien and Mukerjee


appear to reduce the importance of the regulatory process being
implemented by Baio.

Authority

was not clearly differentiated whereas responsibility


was assigned.

Reporting

& team evaluation did not change even though new


teams were formed which led to improper communication

Recommendations

Proper organisational and team training should be given

Communication structure: There should be transparency


in the team so that every member will have the liberty
to express their views

Empowerment: The team should be given authority along


with the responsibility so that they can take decisions in
the team.

They should bring in ways so that the ongoing conflicts


and differences in opinions can be resolved

Proper reward systems and specific team goals should be


given.

Thank you!!!!!