page 1
page 2
page 3
page 4
page 5
page 6
page 7
page 8
page 9
page 10
page 11
page 12
page 13
page 14
page 15
page 16
page 17
page 18
page 19
page 20
page 21
page 22
page 23
page 24
page 25
page 26
page 27
page 28
page 29
page 30
page 31
page 32
page 33
page 34
page 35
page 36
page 37
page 38
page 39
page 40
page 41
page 42
page 43
page 44
page 45
page 46
page 47
page 48
page 49
page 50
page 51
page 52
page 53
page 54
page 55
page 56
page 57
page 58
page 59
page 60
page 61
page 62
page 63
page 64
page 65
page 66
page 67
page 68
page 69
page 70
page 71
page 72
page 73
page 74
page 75
page 76
page 77
page 78
page 79
page 80
page 81
page 82
page 83
page 84
page 85
page 86
page 87
page 88
page 89
page 90
page 91
page 92
page 93
page 94
page 95
page 96
page 97
page 98
page 99
page 100

July 07 Businessexcellence Nebraska Medical Center 41 Philips Medical Systems offers a robust portfolio of medical systems. The goal of each product is clear, faster and more accurate diagnosis and treatment. Its product line includes best-in-class technologies in X-ray, ultrasound, magnetic resonance, computed tomography, nuclear medicine, PET, radiation oncology systems, patient monitoring, information management and resuscitation products. Philips medical activities date back to 1918, when it fi rst introduced a medical X-ray tube, and 1895, after it bought CHF Muller of Hamburg, which manufactured the fi rst commercial X-ray tube. By 1933, the company was manufacturing medical X-ray equipment in Europe and the United States. Today, Philips Medical Systems is a global leader in diagnostic imaging systems, healthcare information technology solutions, and patient monitoring and cardiac devices. Philips also offers a wide range of services including, but not limited to, training and education, business consultancy, fi nancial services and e-care business services. Leading the charge in the cardiac care revolution, Philips Medical Systems’ new integrated cath lab solution represents a calculated blend of vision, strategic acquisition and commitment. Providing physicians with some of the most advanced technologies available, Philips integrated cath lab includes CT, X-ray, ultrasound and cardiovascular image and information management systems combined with state-of-the-art physiomonitoring and cath lab reporting. The result is an integrated, multimodality approach designed to deliver real world benefi ts to real world applications. Taking advantage of new technologies and techniques designed to improve patient care is the hallmark of Philips’ patient-focused technology. Its integrated cath lab solution makes it an integral part of the seamless integration within the electronic infrastructure of leading healthcare institutions – today, tomorrow and beyond. Philips Medical Systems management theories is that you should always strive to out-plan and out-market the competition,” he says. “And the results have been remarkable. We’ve increased our market share by about ten percent. When I came here we were third in the local market. Today we are number one.” Being an Englishman, brought up with the National Health Service, it’s hard for me to comprehend the concept of competition in healthcare. You see the doctor when you’re ill, he fi xes you, and you go home. If you need an operation you go to the hospital that the doctor arranges for you, they do the job, and you go home. That’s how healthcare works. It has been pretty much the same in the US, Fosdick agrees, but it’s changing. He draws an interesting parallel with the automobile industry. “The provider was always in control,” he says. “In the early ’50s there were four different manufacturers in the United States. There was little choice. When your car needed service you had to go back to your car dealership; you came in when it was convenient for them, and they charged you whatever they liked. Today there are over 30 different brands of cars made in the United States, you can go to a dealer and argue the price, and you can stop at Fast Eddy’s for an oil change and be out of there in ten minutes.” Healthcare provision is no different, says Fosdick. In the old days, your doctor would send you to the hospital of his choice, whether you wanted to go there or not. Nobody argued with the doctor. “Today, that power is moving over to the consumer,” he says. “If you’re referred to a specialist you can look him up on the Internet and fi nd out his background, how many procedures has he done, what his mortality rate is; we’re starting to see that transformation. People can go to the hospital they want to go to. I think it’s going to force the healthcare industry to do a better job.” There is competition in healthcare, of course, but healthcare workers don’t seem to feel it in the same way as other industries, yet. They do things the way they have always been done, and expect patients to continue to turn up at the door. “The industry is changing dramatically and you need to become more knowledgeable