SHOULDICE HOSPITAL LIMITED The problem under analysis is how to best increase the hospital’s capacity to serve more patients while at the same time maintaining control over quality of service delivered as well as sustaining existing high levels of employee and patient (customer) satisfaction. SWOT analysis Strengths  Unique and defined Surgical procedure (could not be varied)  Facility that encourages movement  Up to date equipment  Less time taken (time
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Generation of options: Based on the above criteria‚ the following options can be generated. I. The hospital can continue with the current scale of operations i.e. Maintaining Status Quo II. The hospital can plan to scale up the level of operations. This can be done in 3 different ways A. Start operating on Saturdays which increases the capacity by 20% B. Expand the hospital building by adding one more floor C. Open new hospital in the USA‚ and thereby expanding operations
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Bottleneck analysis: Also see enclosed Process flow chart (Appendix 1). Hospital is able to perform 42 exams/afternoon and send 38 patients to the operation rooms. But surgery capacity is 33 operations/day only. Bottleneck (number of operations/day) is therefore located between these two processes. Hospital performs 33 operations/day = demand 116 beds/Wed‚Thu and 99 beds/Tue. Demand is 116 and current capacity is 89. Bottleneck is the number of beds available. It is necessary to increase capacity
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Director Alan O’Dell Dr.Byrnes Shouldice Open Saturday Key Players Schedule change/Work weekend 2 worry it will create a divide Cons Moral 4/10 Doctors oppose Dr.Degani (60) Control concerns On call schedule Staff are worried dilute bonus pool? Dr. Degani Toronto Location USA less regulation 10% - Out of Province/USA 60% - Outer Toronto area 30% - assume Toronto Increase costs charged Cons Shouldice Hospital Options to Expand Capacity New Hospital Build to satisfy demand Find
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A Cut Above The Rest Lawn Care Business Plan Artesa Cooper‚ Michell Green‚ F. Michelle Harrison‚ Kevin Tiller Principles of Marketing BBA 3113 Professor Phil Sturm September 29‚ 2008 Table of Contents 1. Executive Summary……………………………..Page 3 2. History…………………………………………..Page 4 3. Situation Analysis……………………………….Page 5 4. Target Markets…………………………………..Page 6 5. Competitive Environment……………………….Page 7-8 6. Points of Parity & Difference……………………Page 9 7. Marketing
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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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as compared to that of a typical hospital? A. The hospital focused on this new procedure for treatment of external types of abdominal hernias. Some differentiating features of the Shouldice process were the arranging of abdominal muscles into three distinct layers‚ reinforcing the abdominal wall with six rows of sutures and did not involve any insertion of screen and mesh under the skin. Beyond the surgical procedure‚ it was the service process of the hospital that differentiated it from others
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Shouldice Hospital Case Study Calvin Barron Liberty University March 2‚ 2010 Respectfully submitted to Prof. Scott McLaughlin Overview The Shouldice Hospital serves as a glaring example of extraordinary service and care for the impaired and needy. From carpeting and soft lighting to doting personal care from the staff‚ the Shouldice experience sets a standard of excellence for the industry. Dr. Earl Shouldice displayed an early desire for medical understanding with an age
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Case Summary of Shouldice Hospital Ltd. Shouldice Hospital is a “focused factory:” a hospital with a specific area of expertise that gives it competitive strength resulting in lower cost‚ higher quality service for its patients‚ and better pay for and loyalty from its employees. Specializing in external abdominal
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Starting as a small hospital‚ the Shouldice Hospital has had a rather long history since the end of the Second World War. And At the time of his death in 1965‚ the founder Dr. Shouldice’s longtime associate‚ Dr. Nicholas Obney was named surgeon-in-chief and chairman of the board of Shouldice Hospital Limited and under his leadership‚ the volume of activity continued to increase‚ reaching a total of 6‚850 operations in the 1982 calendar year. And primaries represented approximately 82% of all hernias
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