Existen dos técnicas principales para programar robots industriales: la programación gestual, donde un operario guía al robot enseñándole la tarea, y la programación textual, donde se crean instrucciones basadas en cálculos de posiciones y trayectorias. Para fabricar un brazo robotizado, primero se diseñan las piezas y se da forma al acero con maquinaria guiada por ordenador, luego se montan los motores y circuitos eléctricos, y finalmente se programa el cerebro de control.
Learn about a model that is applicable to all service lines as healthcare transitions from volume to value. The model concentrates on transforming from services & procedures, to formalized programs, to centers of excellence, while focusing on the four pillars of service line management: Quality/Outcomes; Service/Satisfaction; Volume/Market share Growth; and Cost Containment. Quality and outcomes are particularly stressed as the key to program differentiation and value. Positioning as a regional destination center for managed care and industry is also discussed.
Presentation to cover:
Learn about a model applicable to all service lines
Learn how to transition from performing procedures to becoming a center of excellence
Learn how to transition from volume to value
Learn how to differentiate your centers of excellence
Learn how to create dashboards to maximize quality
Learn some marketing strategies for your service line
Learn how to position yourself as a regional referral destination
About the Speaker:
Bill Munley is a 30-year veteran of the healthcare system and a recognized leader and strategist in Orthopedics, Service Line Development, and Rehabilitation. He currently serves as Vice President of Orthopaedics, General Surgery, and Professional Services at Bon Secours St. Francis Health System in Greenville, SC, where he has served for 27 years. He is responsible for all inpatient and outpatient Orthopedic, General Surgery, and Rehabilitation programs across three campuses. During his tenure there, he has served as a consultant to other healthcare systems, on editorial advisory boards of professional magazines, as a charter board member and officer of multiple state and local organizations, and has developed numerous programs in his specialty areas. Bill has also appeared as a guest speaker at multiple local, state, and national symposiums, presentations and webinars. Bill holds a BA in General Science from the University of Rochester and a MHSA from George Washington University.
Learn about a model that is applicable to all service lines as healthcare transitions from volume to value. The model concentrates on transforming from services & procedures, to formalized programs, to centers of excellence, while focusing on the four pillars of service line management: Quality/Outcomes; Service/Satisfaction; Volume/Market share Growth; and Cost Containment. Quality and outcomes are particularly stressed as the key to program differentiation and value. Positioning as a regional destination center for managed care and industry is also discussed.
Presentation to cover:
Learn about a model applicable to all service lines
Learn how to transition from performing procedures to becoming a center of excellence
Learn how to transition from volume to value
Learn how to differentiate your centers of excellence
Learn how to create dashboards to maximize quality
Learn some marketing strategies for your service line
Learn how to position yourself as a regional referral destination
About the Speaker:
Bill Munley is a 30-year veteran of the healthcare system and a recognized leader and strategist in Orthopedics, Service Line Development, and Rehabilitation. He currently serves as Vice President of Orthopaedics, General Surgery, and Professional Services at Bon Secours St. Francis Health System in Greenville, SC, where he has served for 27 years. He is responsible for all inpatient and outpatient Orthopedic, General Surgery, and Rehabilitation programs across three campuses. During his tenure there, he has served as a consultant to other healthcare systems, on editorial advisory boards of professional magazines, as a charter board member and officer of multiple state and local organizations, and has developed numerous programs in his specialty areas. Bill has also appeared as a guest speaker at multiple local, state, and national symposiums, presentations and webinars. Bill holds a BA in General Science from the University of Rochester and a MHSA from George Washington University.
Registry Participation 101: A Step-by-Step Guide to What You Really Need to K...Wellbe
– Is your hospital contemplating joining a registry but you don’t know where to begin?
– Do the acronyms CJR, QCDR, and PROMs cause you angst?
– Have you heard that registry participation can count towards quality programs but you don’t understand the connection?
– Are you a surgeon needing a registry to meet Meaningful Use requirements?
– Are you in one of the 67 geographical areas mandated by the CMS’s Comprehensive Care for Joint Replacement (CJR) program?
– Is your hospital considering a patient-reported outcome measure (PROMs) program and you want to know more about what that entails?
If so, the American Joint Replacement Registry (AJRR) will walk you through everything you need to know about participating in a registry. This session will focus on best practices from over 4,500 surgeons and 675+ hospitals who have successfully implemented and engaged with the data from over 400,000 hip and knee replacement procedures. AJRR will help you to debunk the myth that submitting private health information is complicated, time consuming, and that it takes hundreds of man-hours to participate in a registry.
You’ll also learn how:
• Registry participation can support mandated quality programs – including Meaningful Use, CJR, and PQRS
• To implementing a PROM system in your hospital – what to look out for when starting and helpful tips from current users on what they have learned
• Not all data elements are mandatory – what are the different levels, what does the national registry require, and what is optional
About the Speakers:
Joe Greene is currently the Program Manager of Outreach and Development for the University of Wisconsin Hospital and Clinics in the Department of Orthopedics and Rehabilitation. In this role, Joe coordinates business and philanthropic development activities for the UW Hospital department and University of Wisconsin Department of Orthopedics and Rehabilitation. He represents the needs of all orthopedic subspecialties and has worked for the UW since 1991 when he initiated his career there as an athletic trainer and clinician. He has worked in management and administration across the Department since 1997.
In addition to his role with the UW Hospital, Joe also is the CEO and Owner of OrthoVise. OrthoVise is an Orthopedic advisory firm that assists orthopedic practices of all types with operational and business development needs. His experiences have allowed him and his advisors the opportunity to consult formally with orthopedic practices since 2010. He has particular areas of interest that include Orthopedic and Sports Medicine Program Business Development, Service Line Development, Health Information Technology and EMR Operational Optimization for Orthopedics, Innovative Service Delivery Implementation, Smart Staffing, and Workflow Enhancement.
Joe will be joined by AJRR staff who are experts in guiding individual surgeons and hospital orthopaedic service line directors through the process.
Beginning this fall, Komen Greater NYC is mounting an ambitious initiative to explore the issues, examine the programs that are working, and propose solutions to making this vital piece of the healthcare puzzle available for all New Yorkers.
Patient Navigation: A Program to Enhance the Patient Experience and the Botto...Wellbe
In the eyes of a patient, especially one with a chronic or complex illness, the healthcare system can feel overwhelming. Compound the inherent complexities of the system with a variety of barriers patients can face – transportation, language, and many others – and patients can have difficulty following the care plan developed by their team of providers.
Founded and pioneered in 1990 by Dr. Harold P. Freeman, patient navigation originally focused on the critical window of opportunity to save lives from cancer by eliminating barriers to timely care between the point of suspicious finding and resolution by diagnosis and treatment. Since its inception as a community-based intervention program, patient navigation has expanded and transformed into a nationally recognized model that extends well beyond cancer care to include the timely movement of an individual across the entire healthcare continuum.
While patients clearly benefit from the guidance of a patient navigator, a growing body of evidence suggests that patient navigation increases both patient satisfaction and hospital revenue. Nationally, patient navigation is becoming well-recognized for being a cost-effective strategy to address several healthcare priorities. An attractive career choice for those looking to make a difference in healthcare, patient navigation also provides economic development opportunities in communities throughout the United States.
About the Speaker:
Carol Santalucia, Vice President, of CHAMPS Patient Experience, LLC is a seasoned healthcare leader with a passion and commitment to enhancing the patient experience. After 28 years in various service excellence and leadership roles at Cleveland Clinic, where she played a pivotal role in the design, creation and implementation of Cleveland Clinic’s service recovery model Respond with H.E.A.R.T., and the development of their patient navigation program and Service Excellence and Patient Advocacy Department, Carol began her own healthcare consulting practice, Santalucia Group, LLC.
Metodología - Proyecto de ingeniería "Dispensador automático"cristiaansabi19
Esta presentación contiene la metodología del proyecto de la materia "Introducción a la ingeniería". Dicho proyecto es sobre un dispensador de medicamentos automáticos.
libro conabilidad financiera, 5ta edicion.pdfMiriamAquino27
LIBRO DE CONTABILIDAD FINANCIERA, ESTE TE AYUDARA PARA EL AVANCE DE TU CARRERA EN LA CONTABILIDAD FINANCIERA.
SI ERES INGENIERO EN GESTION ESTE LIBRO TE AYUDARA A COMPRENDER MEJOR EL FUNCIONAMIENTO DE LA CONTABLIDAD FINANCIERA, EN AREAS ADMINISTRATIVAS ENLA CARREARA DE INGENERIA EN GESTION EMPRESARIAL, ESTE LIBRO FUE UTILIZADO PARA ALUMNOS DE SEGUNDO SEMESTRE
EDT (Estructura de Desglose de Trabajo).pdffranco14021
• EDT: Estructura Desagregada del Trabajo
(Desagregar: Separar dos cosas que estaban unidas)
• WBS: Work Breakdown Structure
• Representa TODO el trabajo que se debe realizar en un Proyecto
•Equivale al índice de un libro
2. ¿Qué tecnologías se utilizaron en su
fabricación?.
Existen diferentes técnicas para programar robots industriales. Entre
ellas se encuentran las técnicas de programación gestual y las de
programación textual. En la programación gestual un operario guía al
robot, manualmente o mediante controles remotos, enseñándole la
tarea que este debe realizar. El robot va almacenando los pasos a
seguir y luego puede repetirlos de manera autónoma. En la
programación textual, en cambio, se realizan primero los cálculos de
las posiciones y trayectorias que el robot debe recorre y, con esta
información, se crean las instrucciones del programa que el robot
deberá ejecutar. Una vez transferido el programa al robot, este puede
comenzar a realizar la tarea de manera autónoma.
3. ¿Qué procesos de fabricación y montaje se
siguieron?.
1. Un ingeniero diseña todas las piezas en un ordenador, después se ejecutan los planos.
2. Para crear la carcaza exterior de la base se da forma a una plancha de acero con una
plancha guiada por uno ordenador. Luego se pinta la carcaza con una pintura en polvo
mediante un proceso electrostático que garantiza un acabado uniforme y perfecto, se
aplica una carga eléctrica negativa a la pieza y una positiva a las partículas de la pintura,
esto hace que la pieza atraiga la pintura como un imán. Una vez seca la pintura se recurre
a la cerografía para aplicar el conocido diagrama de uso que indica que piezas se mueven,
donde y como.
3. Ahora se pasa a la mano del brazo robotizado llamado extremo efector, se hace un
prensor cuya dos garras se unen para coger y transportar objetos, para hacer cada garra un
taladro automatizado de metal hace un surco a lo largo y a lo ancho en un trozo de
aluminio, se monta la placa del circuito eléctrico que después ira dentro de la base. Los 6
motores separados del brazo robótico se conectaran a ella.
4. 4. Se incorporan las piezas mecánicas de la base. Primero el motor que hace
que el brazo gire, después el engranaje que va en el mango vertical que sujeta
al brazo robótico levantado, a la altura del hombro del brazo se instala un
dispositivo de 4 poleas, cada una consta de 2 ruedas de plástico de ejes
separados con una correa de goma colocada entre ellas, como un perchero
giratoria. Cada junta del brazo robótico esta programada para hacer una serie
de movimientos específicos.
5. Se inserta un cable eléctrico que une el prensor con el hombro, en una
circuito situado en el hombro después se atornilla todo el brazo a la base, se
conectan los circuitos de la base a los motores del hombro. Para hacerlo deben
agruparse los cables 48 en total y se insertan a través del mango acoplado a la
base del brazo. Una vez conectado todo se ajustan y se comprueban los
granajes y las poleas para ver si todo funciona bien.
5. 6. Ahora puede instalarse el prensor, la palanca y el dispositivo que los
hace funcionar. Ahora se acopla el prensor ya montado al antebrazo
conectado el motor a un circuito que ya se ha instalado previamente.
7. Se conectan los cables de los 6 motores en el circuito principal que
después se instala en la trasera de la base.
8. El cerebro que activa el brazo es una unidad independiente, controla
todo lo que esta conectado al circuito para mover el robot del
ordenador instalado adentro del controlador activa los motores
necesarios, puede controlar 8 motores, 6 del robot y 2 accesorios
opcionales y se puede programar para que haga distintas tareas.
6. ¿Qué herramientas y materiales hay que
utilizar?
El material utilizado puede ser el aluminio, por su ligereza y fácil manejo, nos
apoyamos de un taller de soldadura con extensa maquinaria (plasmas, fresadoras
CNC, tornos, taladros, dobladoras, máquinas de soldar, etc.) para poder llevar a cabo
la fabricación acorde al diseño de las piezas, se puede comparar el ensamble virtual
del diseño con el resultado obtenido de la construcción
7. ¿Por qué crees que se utilizaron esos
materiales?.
Porque son los establecidos para su construcción , y
así obtener el funcionamiento deseado con la
maquinaria diseñada para esto.
8. ¿ Qué ventajas tiene ese material
frente a otros materiales posibles?.
Son mas ligeros y fáciles de manejar y éstos
soportan el diseño establecido.
9. ¿Puede el objeto alterar en determinadas
ocasiones las condiciones ambientales?.
Al crear el artefacto, se funde un metal que
produce C02, que contamina el ambiente
10. ¿El objeto cumple las normas establecidas?
Para cada articulación del brazo robótico se necesita un motor paso
a paso.
El voltaje que se necesita para poder accionar uno de estos motores
puede variar.
Debe existir un sistema de interfaz con varios circuitos y
compuertas electrónicas.
El control efectivo de un motor paso a paso depende de la
capacidad del sistema electrónico de conmutación.