案例的翻譯 有分段 拜託大家一下 很趕 (二)
The Health Board is a non-profit public organization that is one of New Zealand's (NZ) largest providers of public hospital and health services. The Board has approximately two million patient contacts annually and provides regional services for 30% of NZ's population. The organization is structured around seven business units that inc1ude four specialist teaching hospitals and other facilities offering community health services, mental hea1th services, and clinical support services. The Hea1th Board vision focuses on patients' needs. This article appears in the journal, journal Of Cases on Information Technology Vol. 7 NO. I, edited by Mehdi Khosrow-Pour. Copyright @ 2005, Idea Group Inc. Copying or distributing in print or electronic forms without written permission of Idea Group Inc. is prohibited. Being a non--profit organization, surplus funds are allocated to supporting patients, research, and education. Table l provides the organization’s profile. Health funding in NZ is disseminated through 21 district health boards (DHBs). Each DHB is responsible for improving, promoting, and protecting the health of the population it serves. For their catchments area, each DHB is delegated the responsibility for making decisions on the mix, the level, and
the quality of the health services that are publicly funded. They are also responsible for entering into agreements with providers for health service delivery DHB decisions are made on the basis of local needs, within national guidelines.
Funding is based on the size and characteristics of the population of the district each DHB serves; however, a few nationally funded services still exist. The Health Board is one of three DHBs in the same region that share a vision to promote close cooperation for the provision of health services. The Board is made up of 11 members: seven elected and four appointed. All Board members report directly to the Minister of Health.
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1999 年, ConsultCo, 一個大五咨詢學校企業, 參與估計力量並且供應鏈管理的弱點起作用在健康委員會, 出於對考慮提供對那個作用的改善的推薦。那訂婚產品是供應鏈優化(SCO) 回顧報告。SCO 回顧辨認的問題在經營活動和建議組合的組織調整, 業務流程改建(BPR), 和ES (ERP) 實施完成變動節目。Oracle 10.7 ERP 系統核心財政模塊被實施了在l997 和可使用在SCO 回顧被舉辦了時候。但是, 那實施被定做了和沉重不能提供實現瞄準"規範化, 鞏固, 和集成服務... 和控制財務" 的新戰略遠見(戰略計劃為健康委員會2002
年-- 2007) 。除SCO 回顧的推薦之外在早期1999 健康委員會是消息靈通, Oracle l0.7 財政打算由Oracle de 支持到2000 年底, 導致主要應用升級迫切被需要的認識。結果, 和在與ConsultCo 的合作, ES 企業事例被開發的蒼白看法矯正這些問題。企業事例包括與健康委員會的戰略計劃連接的八個關鍵宗旨。這些被總結在表2 。儘管問題SCO 回顧辨認了以Oracle 10.7 系統, 有協議, 新實施更會是Oracle ES 。
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