CyberMedica

Maximizing efficiency in peer-review

By matching the productivity of top operations, average ones could enjoy labor and unit-cost savings worth five to six percentage points of earnings before interest and taxes.

* 1: Top-quartile companies rank considerably higher in operational-equipment effectiveness than do bottom-quartile companies.
* 2: The efficiency of nonproduction employees, such as quality control personnel, varies considerably.
* 3: Top-quartile companies get products to market more quickly than lower-quartile ones.

A study of the operational practices of more than 25 global manufacturers finds that top ones are more than twice as productive as their average counterparts. A look at how the leaders manage cost, quality, and speed to market offers lessons for companies around the world, including large European and North American companies grappling with stagnating growth and aging patent portfolios. The rewards for improvement are significant: by matching the top players’ total labor productivity (capital productivity shows comparable results), average companies would enjoy annual labor and unit-cost savings worth five to six percentage points of earnings before interest and taxes (EBIT). At the industry level, the value of that opportunity exceeds $65 billion.

The McKinsey? study, part of an ongoing benchmarking effort, included a detailed analysis of the financial data and operational performance of more than 1,900 production lines at 150 plants around the world. To ensure the comparability of data, we normalized all results for factors such as differences in product technologies, unit sizes, value chain configurations, and levels of outsourcing.

Global Healing

The bottleneck is the thousands of fiercely competitive companies and manufacturers inundating the clinical trial styled systems governed by Institutional Review Boards or (IRB’s). Absent an electronic standard IRB’s have resorted to the lowest common denominator of manual review of paper forms.

Expensive proprietary solutions have failed to achieve critical mass. Successful trials are indeed slowed by this inefficiency and failed trials are often neither identified early enough to minimize harmful, sometimes deadly, adverse events to patients nor timely ended to make way for new trials and, perhaps, the next major cure. Granting CyberMedica’s? eIRB solution to all IRB’s solves this. Help us now to help you later.

CyberMedica is a new open approach project to facilitate the collaborative creation, peer-review, resourcing, execution and sharing of outcomes-based programs for global good.

History of CyberMedica

The CyberMedica Suite of software products is designed to run on the CyberMedica application service provider platform as a software as a service (ASP) offering.

There were two distinct versions of the software developed:

The first Proof-of-Concept? was originally built using IBM's Lotus Domino application server platform. That version has been made freely available to the public for review and has seen just over 900 downloads. Download here: http://sourceforge.net/projects/cybermedica/

Due to the inherent complexities and fundamental lack of security in the IBM platform we designed CyberMedica-G2?, our Software as a Service SaaS Application Service Provider ASP edition which was created to CMMI SEI4 quality development standards and modeled in UML with Rational's suite of CASE development tools. Documented fully, the Rational Rose UML use cases and more can be seen here: http://uml.cybermedica.org/

In the creation of G2 CyberMedica developed a 1,200 page Systems Development Life Cycle containing rights, roles, responsibilities, swim lane diagrams and project templates for all of CyberMedica's internal policies, processes and procedures including development and infrastructure engineering of the technology platform. Additionally, delivery organization service level agreements and strategic customer centric product roadmaps were documented and integrated to ISO levels of quality and process peer-reviewed by EMC, Cisco, Oracle and Microsoft. View here: http://sdlc.cybermedica.org/

The CyberMedica Vision

A long held vision for equitable ethical democratization of technologies is what drives the culture embodied and envisioned in the CyberMedica Project.

Any and all of the missions, goals, programmes, policies, processes, procedures, developments, roadmaps shall be governed by the system itself ensuring collaboration, ethical decisioning, peer-review, outcomes based metrics and proactive transparency.

All participation shall be voluntary and as that of a sovereign individual. As such each and every contribution shall be attributed to that member. All rights for such contributions shall be considered shared with CyberMedica for commerce and free attribution share alike for the greater public good under the Creative Commons Non-Commercial? Attribution Share Alike license and Science Commons approach.

To the extent that CyberMedica licenses contributed works for commercial purposes a mechanism shall exist to directly attribute the direct end-user value attributable to contributions of every sovereign and an equitable portion of such derived value as captured by license revenues shall be paid to the sovereign and his or her heirs in perpetuity.

CyberMedica Links

• CyberMedica Integrated Systems Development Life Cycle
• CyberMedica Unified Modeling Language Documentation
• CyberMedica Weblog
• CyberMedica's Founder
• CyberMedica SIDCER

Volunteering

All are welcome here, you may participate by registering here. -->

Current focus areas in various states of execution and requiring direction:

1) Concepts and Collaborations
2) Protection of Proprietary Information
3) Institutional Review Board Programme Governance & Ethical Review
4) Funding and Grants Management
5) Field Outcomes in Clinical Trial Data Management
6) Peer Review Research Outcomes Publishing
7) Systems Development Life Cycle SDLC

Current organizational governance areas in various states of execution and requiring assistance:

1) Public Relations
2) Legal
3) Directors
4) Advisors
5) Management