By Marianne Chikos, Vice President Customer Solutions
The vision at Aptean is to enable our customers’ long-term economic success by delivering relevant and trusted technology solutions. A key component of our mission is providing not just software, but rather a solution for the customer’s success. The software is an enabler for change, but real improvement comes from behavioral and organizational change, not simply switching a piece of technology. Part of our Factory MES solution is performance coaching to help drive change at these higher levels and ensure the greatest impact on the company’s performance.
By Rich Adams, Regional Account Director TabWare EAM
Do you write Work Orders or do you have a Work Order System?
In meetings and conversations about Maintenance Operations over the years, the subject always seems to revolve around subject of the Work Order. Whether it is in the implementation or sales process, it is always interesting in how customers consider the value of a Work Order and its importance in their organizations.
By David Entrekin, Director, USTI
Even though the trend to move to Cloud-Based Applications in the general consumer market started several years ago, it has not been widely adopted by the small local government market. However, this has started to change with 2017 budgets.
Aptean welcomed veteran marketing expert Leo Tucker as the company’s new Chief Marketing Officer. We sat down with Leo to chat about his background, his early impressions of Aptean, and how he spends his time outside the office.
Q: Leo, can you start by telling us about your background and the path that brought you to Aptean?
Consistently operating at peak performance and getting the most out of assets is a key objective for many companies. Implementing the right software solutions is how Best-In-Class companies are continuing to excel. Investing in a maintenance contract ensures that your company’s critical software is always at peak performance.
The value of an internship is immeasurable. The experiences and connections you make throughout your placement can help pave the way for your career and lead to future job offers. Pinpointing a company that not only has an internship available in your field of interest but, also gives you the opportunity to grow your skillset is crucial.
I am not a Wall Street wizard who regularly follows public companies looking for the best investments. If you are like me, we wonder where to invest our money? The conventional wisdom seems to be that you should invest in products and services that you find yourself using. If you like it, and you see others liking it, then it is probably a good investment. I followed this advice a couple of weeks ago, when I found myself drawn to a coffee chain that I had not particularly noticed before. After a few months of including this stop on my route to work a couple of days a week, I observed that it was more crowded inside, and there were longer lines at the drive-thru. Some mornings I had to bypass it because the wait would cause me to be late to work. Then it dawned on me – I’m not the only one who has developed an affinity for this place, so the business must be doing something right. I bought some stock. It is up $2.43 in the 2 weeks since I purchased it. While admittedly not a rapid ascension to the top, it is at least up in value.
Let’s face it, warehousing of product in essence should be relatively simple. The product is received, putaway, picked and then shipped with an occasional count to make sure everything is in order.
Every hospital organization is unique and has attributes that separates them from others, these can include: number of beds, programs and services, budgets, patient population served, models of care and staffing models. However, there are many similarities – there never seems to be enough beds and inevitably patients have to wait for services, whether they be internal services or those provided by your community partners. Patient flow and patient throughput is a major focus in all hospitals. The question remains, how do we measure patient flow and what is the gold standard or benchmark for excellent patient flow?
Remaining in the hospital when a patient no longer requires an acute care setting puts them at risk for many reasons: nosocomial infections, physical deconditioning, and decreased mental status are some key examples. The longer the Length of Stay (LOS) exacerbates these and results in poor clinical outcomes and dissatisfied patients and families. In hospitals we, the care providers, are overwhelmed and are often task focused, which prohibits us from not focusing on progression of care. We need to be go back to basics and put the focus back on the patient and providing quality care.