Sign Up Now
Get instant access to over 1 million+ study documents
OR
Already registered? click here to login
By creating your account, you agree to our terms of service, privacy policy and student honor code.
Stryker Organizational Strategic Plan
Stryker is a world leader in medical technology and works to make healthcare much better. Stryker offers innovative medical devices and technologies reported to include "reconstructive, medical and surgical, and neurotechnology and spine products to help people lead more active and more satisfying lives. Stryker products and services are available in over 100 countries." (Stryker.com, 2014, p. 1) Stryker reports having spent $471 million on research and development during 2012 and 5 to 6.3% of its sales invested each year since 2000 are in research and development having assisted 4,768 patients on a global basis in 2012. Stryker has been recognized by Fortune 500 and is a Gallup Great Workplace Award Winner as well as being recognized by Fortune Magazine as one of the top 100 that are best to work for. While Stryker is a successful company it has recently reported a problem with an urgent medical device due to recall and specifically the Stryker Neptune Waste Management System. According to the report there have been adverse events reported, additional actions recommended for continued use of the devices, additional actions that Stryker will take, and the pre-market status of each device. The adverse events include reports relating serious injury or even death when the Neptune 2 was connected to a passive chest drainage tube or closed wound drainage device following surgery. Due to the repeat of these negative events there has been a recall of these devices. This strategic plan sets out how Stryker can recover from these adverse events caused by the use of its device the Neptune 2.
Objective
The objective of this study is to draft an implementation plan for Stryker including the objectives, functional tactics, action items, milestones deadline and tasks ownership as well as resource allocation all in relation to the situation...
Included in functional tactics is the addressing of the harm resulting from the use of the Neptune 2 device including the deaths resulting from the use of this device. As well, addressed will be the need for proper training on the use of the device and/or replacement of the device with an alternate device that will not result in the harm caused by the Neptune 2.
Action Items
Actions items include the following:
(1) notification of all individuals using the Neptune 2 Device;
(2) Recall and recovery of all Neptune 2 devices;
(3) Itemization of harm caused by the Neptune 2 device
(4) Consultation with legal counsel on the negative adverse events caused by the Neptune 2 device;
(5) Budgeting for estimated compensation to individual's victim to Neptune 2 device adverse events.
(6) Proper training for those customers wishing to continue using the device.
Task Ownership
The company CEO and staff will be tasked with notification of all individuals using the Neptune 2 device. Recall and recovery of all Neptune 2 devices will be the responsibility of representatives of the company that issued or sold the devices. Itemization will be undertaken by a specially appointed staff that will be tasked with interviewing the individuals who were harmed or the representatives of individuals who were harmed by the Neptune 2 device. The organization's legal department will be tasked with consulting with legal counsel on the company's liability and potential financial responsibility in regards to the adverse events…
References
Customer Care (2014) Stryker. Retrieved from: http://neptunecustomercare.com/new-home/?reg=usa
Stryker Surgical (2014) Retrieved from: http://www.stryker.com/en-us/Divisions/Surgical/index.htm
Urgent Medical Device Recall Information (2013) Stryker. 20 Feb 2013. Retrieved from: http://www.stryker.com/stellent/groups/public/documents/adacct/148290.pdf
Strategic Plan Since 1941, Stryker has been at the forefront for delivering medical equipment to numerous healthcare organizations and individuals. Some of the different products they market include: surgical navigation / communication, trauma implants and endoscopic systems. They sell them directly to cliental and through third party providers (such as: dealerships) in 100 countries around the globe. (Standard & Poor's, 2013) However, the industry is continuing to evolve and it is shifting
General Dynamics employed WBS to connect their Integrated Product Teams, known as Design Build Teams -- DBTs having the established design goals. Hence every DBT possess a particular design goal allocated by management. The WBS is planned to wholly describe everything inside the program. A WBS defines the product(s) to be developed or produced and connects the constituents of work to be attained mutually and to the final product. Hence
Surgeons enter with the primary interest of achieving the best care for their patients, and may have an attitude which is disinclined toward changing accepted technologies. Surgeons are not the greatest potential group for marketing focus given that some significant percentage will lack the authority to choose venders in a larger healthcare system. Hospitals should constitute a larger part of the potential market. This target is also divided between general
Many people think only of weapons when they think of military supplies, but these individuals have all of the same basic needs as everyone else, and these needs must be met or these soldiers will not be able to defend the country to the highest degree possible (Taylor, 2004). Anticipatory logistics, therefore, helps not only the soldiers that get what they need when they need it, but also makes
September 11 and the New Emerging International Order America and Europe in the New World Order This is a paper that outlines the international order in American and Europe in the formation of New World Order. It has 11 sources. As the War in Iraq takes place, and people hope for a quick end to all conflicts around them there is deep thought continuously being given to the emergence of a new
Army Structure; from 3-Brigade Division Units to Units of Action At the Pentagon, briefings routinely begin with the old adage that "the only thing constant today is change." Since the age of the Cold War, the United States Army has faced change at home and abroad, experiencing not only a massive transformation in technology and infrastructure, but also in the worldwide approach to warfare. As the end of front-line battles gave