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Changing to a product line management structure requires a total dedicated effort from hospital management. The information systems support requirements are diverse and often call for both the further integration of existing capabilities as well as the development of new ones. The reporting structure must address the profit and quality management objectives assigned to both product line and functional managers. A thorough planning and evaluation process that recognizes the institution's unique objectives is the key to successful implementation. This article is the final in a series on product line management in health care. The previous two articles examined the concepts and evolution of product line management and the alternative product line organizational models.
转变为产品线管理结构需要医院管理层全力以赴。信息系统的支持需求多种多样，通常既需要进一步整合现有功能，也需要开发新功能。报告结构必须兼顾分配给产品线经理和职能经理的利润及质量管理目标。一个全面的规划和评估过程，要认识到机构的独特目标，这是成功实施的关键。本文是关于医疗保健产品线管理系列文章的最后一篇。前两篇文章探讨了产品线管理的概念和演变以及可供选择的产品线组织模式。
