Case Study Managing Quality: Falls Church General Hospital Founded in 1968‚ the Falls Church General Hospital (FCGH) is a privately owned 6l5patient bed facility in the incorporated township of Falls Church‚ Virginia. Falls Church is four miles from downtown Washington‚ D.C.‚ and is surrounded by the counties of Arlington‚ Fairfax‚ and Alexandria‚ Virginia‚ all affluent urban/suburban communities with a highly educated population composed largely of employees of the U.S. government and high-tech
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Mountain View Community Hospital Case Study Frank Asi DBM/502 August 13‚ 2013 Aviv Raveh Mountain View Community Hospital Case Study Introduction The increased use of electronic medical records (EMR’s) is certainly impacting the world of healthcare. Some claim EMR transition is necessary for efficiency of healthcare processes while others claim electronic records signals the final end of personal privacy. Regardless‚ the transition to EMRs will continue and the healthcare industry must learn
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the provost. The provost being the head of both the medical school and teaching hospital is the most influential person and is in the best position to initiate decisions in solving the gap and inconsistencies between the two institutions. The case also indicated that the top management is the only one common among the two institutions so to address the problem occurring among the medical school and the hospital. The events that have transcribed in the renal unit should have been prevented also
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Objectives 1. Specify in what forms O2 & CO2 are carried in the blood. 2. Describe the physiological significance of the oxyhemoglobin dissociation curve. 3. Relates shifts in the position of this curve to affinity of Hb & oxygen loading / unloading in the blood. 4. Describe the effect of anemia & carbon monoxide poisoning on tissue oxygenation. 5. Identify the color of hemoglobin in the following forms: 1) oxyhemoglobin‚ 2) deoxyhemoglobin 3) caboxyhemoglobin. 6. Specify the significance of carbonic
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Assignment #1: Shouldice Hospital case 1. How does the hospital’s operations strategy support its business strategy? 2. How well is the hospital currently utilizing its beds? 3. Evaluate the effects of the following two alternatives on the utilization of the bed capacity. a) a. Adding operations on Saturday (assuming that 30 operations would still be performed each day). b) b. Increasing the number of beds by 50 percent (assuming that the hospital would increase the number
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The Case of the Unhealthy Hospital Anthony R. Kovner Harvard Business Review No. 91506 SEPTEMBER–OCTOBER 1991 HBR Anthony R. Kovner The Case of the Unhealthy Hospital Bruce Reid‚ Blake Memorial Hospital’s new CEO‚ rubbed his eyes and looked again at the 1992 budget worksheet. The more he played with the figures‚ the more pessimistic he became. Blake Memorial’s financial health was not good; it suffered from rising costs‚ static revenue‚ and declining quality of care. When the
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1.) How well is the hospital currently utilizing its bed? 90 beds x 7 days/ week = 630 beds available in a week 30 patients x 3 days x 5 days per week = 450 beds utilized 450 beds utilized / 630 availble beds = 71.43% The hospital is currently utilizing 71.43% of their beds‚ this is actually an ideal operating point. To increase its rate of utilization might decrease the service quality. 2.) Develop a similar
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Operations Management Shouldice Hospital January‚ 2013 Table of Contents Executive Summary ....................................................................................................................3 Scope .................................................................................................................................................. 3 Analysis ......................................................................................................................
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Readmissions to the hospital has been projected to cost the U.S. approximately 17 billion dollars annually‚ of which 90% of those readmitted were unplanned (Weiss‚ Yakusheva‚ and Bobay‚ 2011). For those patients who have a primary care provider and actually follow up as instructed within 1-2 weeks‚ 2/3 of those primary care providers will have not received a written discharge summary of the patient’s stay. On the other hand‚ a large percentage of patients either do not have access to primary care
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Hospital Supply Inc.: A quantitative analysis I. Introduction: Hospital Supply‚Inc.‚produced hydraulic hoists that were used by hospitals to move bedridden patients. The costs of manufacturing and marketing hydraulic hoists at the company’s normal volume of 3‚000 units per month are shown in Exhibit 1. EXHIBIT 1: Cost per unit for hydraulic hoists Unit manufacturing costs: Variable materials $550 Variable labor 825 Variable overhead 420
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