Analyzing Performance of a Global Help Desk Team Operation – Country Handoffs, Efficiencies and Costs

In this paper, we study the characteristics of a global help desk operation using Volvo IT support help desk. We analyze the incidents log produced by the Volvo IT department that gives the full path of an incident and the participating country and worker at each step. Our main goal is to gain a better understanding of the nature of international traffic flows that occur during the resolution of incidents. We find that increasing the number of participating countries negatively affects IT service efficiency metrics. Further, we breakdown international traffic flows (by high- and low-efficiency countries) and examine the country effects~and their implications in terms of efficiency and cost in considerable detail. The results and insights gained are discussed at length and can help in optimizing incident resolution workflows from a cost, efficiency and resource allocation perspective

ACUTA Journal of Telecommunications in Higher Education

In This Issue New Bandwidth Boosts Opportunities at the University of ldaho Colleges Meld Data Functionality to Afford Larger, Better Facilities Focusing on Video Demands Wireless Optical Mesh Networking Wireless LANs for Voice Delivering Broadband over Power Lines The Real lmpact of Napster ACUTA Awards Presentations Interview President\u27s Message From the Executive Director Here\u27s My Advic

DevOps for Digital Leaders

DevOps; continuous delivery; software lifecycle; concurrent parallel testing; service management; ITIL; GRC; PaaS; containerization; API management; lean principles; technical debt; end-to-end automation; automatio

DevOps for Digital Leaders

DevOps; continuous delivery; software lifecycle; concurrent parallel testing; service management; ITIL; GRC; PaaS; containerization; API management; lean principles; technical debt; end-to-end automation; automatio

Transactions of 2015 International Conference on Health Information Technology Advancement Vol.3, No. 1

The Third International Conference on Health Information Technology Advancement Kalamazoo, Michigan, October 30-31, 2015 Conference Chair Bernard Han, Ph.D., HIT Pro Department of Business Information Systems Haworth College of Business Western Michigan University Kalamazoo, MI 49008 Transactions Editor Dr. Huei Lee, Professor Department of Computer Information Systems Eastern Michigan University Ypsilanti, MI 48197 Volume 3, No. 1 Hosted by The Center for Health Information Technology Advancement, WM

ACUTA Journal of Telecommunications in Higher Education

In This Issue President\u27s Message From the ACUTA CEO Show Me the Money! Interview: Carnegie Mellon Snapshot: Campus Efficiencies How Do You Justify Technology Purchases? lnfographic: State of the ResNet ClO and CFO Partnerships: Understanding the Strategic Links Snapshot: My First Encounter with the Budgeting Process Funding lnformation Technology in Academia Everything Old ls New Again 2014 Award Winners For University IT, Success Starts at Home 2013 lnstitutional Excellence Award TelePresence at Marist Colleg

Patient Safety and Quality: An Evidence-Based Handbook for Nurses

Compiles peer-reviewed research and literature reviews on issues regarding patient safety and quality of care, ranging from evidence-based practice, patient-centered care, and nurses' working conditions to critical opportunities and tools for improvement

Improving shop floor visualization and metrics

Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Global Operations Program at MIT, 2010.Cataloged from PDF version of thesis.Includes bibliographical references (p. 55-57).Within the Technical Operations division of Novartis Pharmaceuticals, there is an aggressive vision to be the "Toyota" of the Pharma Industry by 2010. To accomplish this, PharmOps Switzerland has embraced operational excellence, IQP (Innovation, Quality, and Productivity). Still, there is more that the site, and more specifically manufacturing, can do to fully realize the benefits of adopting all aspects of IQP. Currently, there is a lack of adequate visualization on the shop floor. The current status and schedule of production cannot be quickly seen at the tools where the work is being performed. This thesis focuses is on improving the visualization and creating a set of KPIs (Key Performance Indicators) and visual displays that will improve performance Change, especially cultural, is difficult and takes considerable time and effort. Even when changes are implemented slowly with small iterations, it might not be well received. Without a strong culture of continuous improvement, teams may not perceive that there are things that can be improved. Historical metrics are comfortable and useful to the shop floor. Visual metrics have improved communication.by Maureen E. Lawler.S.M.M.B.A

Syringa Networks v. Idaho Department of Administration Clerk\u27s Record v. 1 Dckt. 38735

https://digitalcommons.law.uidaho.edu/idaho_supreme_court_record_briefs/1519/thumbnail.jp

Planning Patient Safety: Philosophical, Political, and Economic Changes Required for Preventable Death Abolition

Preventable medical errors are an epidemic. Between 250,000 and 400,000 people die from preventable errors each year in the USA. This investigation questions mechanisms for quality care improvement to eliminate preventable fatalities. I evaluated current patient safety protocols, analyzed their shortcomings, and with additional research recommended actions for better results. Such actions to improve patient safety are explored from three different perspectives: philosophical, economical, and political aspects. In chapter one, improvements within hospitals are reviewed – namely cultural changes needed from both physicians and hospital leadership. Abolishing hierarchical systems which preclude healthy collaboration among medical teams, diverting focus to patient centered care, and regimenting shift hours so doctors’ mental and physical strength are accounted for, cover some of the pivotal changes. Next, chapter two discusses political approaches – enforced transparency and patient safety processes – only made possible through public policy implementation. Hospitals are public institutions and yet do not report all of their mistakes. However, as proven by the SEC’s regulatory measures required for publicly traded companies, accurate reports foster greater accountability. What is measured improves; what is measured publicly improves faster. Next, aligned incentives promises compensation to hospitals for all procedures if such hospitals prove they followed every safety measure even when they hurt a patient. In converse, hospitals failing to meet the safety measures will not be paid for any procedures, both initial and follow-up for patients harmed by the hospital. I anticipate a steep mistake reduction with transparency and the aligning incentives strategy. It is a win-win for hospitals who will get paid more, patients who will receive better quality care, and taxpayers whose medical tax bills --nearly 20% of the national GDP – will reduce. Chapter three’s economic focus centers on GPOs’ corrupt contracting tied to their payment structure and concludes with solutions to remedy their incentive for anti-competitive practices. GPOs are the middlemen contract negotiators between vendors and hospitals. Exclusionary GPO contracts preclude the entry of innovative medical products which may provide health benefits to patients. The supplier-based payments to GPOs have perverted the normal supply chain relationship and has resulted in lower quality products, product scarcity, and higher costs which have all led to sub-standard patient outcomes and even clinician harm. Their percentage-based payments from vendor revenue provide perverse incentives for GPOs to charge hospitals higher product prices since GPOs incur incremental benefits with each added dollar a hospital pays. However, while GPOs elevate, except for few GPO shareholder hospitals, most hospitals struggle. Thus, the federal government or hospitals must become responsible for financing GPO activity so this cycle of abuse will stop. My findings illuminate an interdependency required among all three realms for effective improvements in patient safety