...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.
• The patients were sedated in their rooms prior to being taken to the operating rooms.
• The hospital encouraged the patients to explore the premises, talk to other people about their problems and make new friends during their stay.
• The patients were encouraged to move around freely even right after the operation. Lack of telephones or televisions in their rooms also encouraged patients to move about to take a call or watch television.
• Every square foot of the hospital was carpeted except the operating rooms to give a unique experience to the patients. Ministers were treated for free and parents accompanying children were allowed free stay.
The unique process followed by the hospital helps it to better serve its patients. While the typical recurrence rate for the hernia approaches 10%, the gross recurrence rate for all operations performed at Shouldice was only 0.8%. The...
...Starting as a small hospital, the ShouldiceHospital 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 ShouldiceHospital 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 operations performed at Shouldice in 1982. It has been very successful. And now it tries to meet people’s needs and make this as good a place to work as possible. It has been a comfortable place for patients to stay. During their stay, patients were encouraged to take advantage of the opportunity to explore the premises and make new friends. Also, it has been a nice place for doctors who teach each other, encourage a group effort, have regular working hours and own desirable salary. Furthermore, the facility and administration here is very humanized for both patients and staff. As a result, patients are attracted to the hospital by its reasonable rates.
ShouldiceHospital has specialized in hernia surgery (the Shouldice method) and is able to provide patients with low risk, low recurrence, and peace of mind. Shouldice...
March 2, 2010
Respectfully submitted to
Prof. Scott McLaughlin
The ShouldiceHospital 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 12 exploratory of a farm animal. Medical training at the University of Toronto led to a private practice after World War One. An appendectomy of an obstinate young child led to questioning of his medical training concerning surgical recovery.
The child’s refusal to remain still and bedfast after surgery led to the present “Shouldice method”. The consideration of immediate ambulation promoting quicker recoveries was proven by the observation and inspection of numerous cases following the stubborn child who refused to sit still.
Dr. Shouldice used the following years to study and improve on these observations. The ShouldiceHospital was founded to use these observations to promote and capitalize on his proven method of hernia repair. In something of an assembly line method, Dr. Shouldice designed...
...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 table to show the effects of adding operations on Saturday. (Assume that 30 operations would still be performed each day.)
Check-in Day Monday Tuesday Wednesday Thursday Friday Saturday Sunday
Monday 30 30 30
Tuesday 30 30 30
Wednesday 30 30 30
Thursday 30 30 30
Friday 30 30 30
Sunday 30 30 30
Total 60 90 90 90 90 60 60
How would this affect the utilization of the bed capacity? Is this capacity sufficient for the additonal patients?
90 beds x 7 days/ week = 630 beds available in a week
30 patients x 3 days x 6 days per week = 540 beds utilized
540 beds utilized / 630 beds available = 85.71%
Adding operations on Saturday will improved the utilization rate of beds from 71.43% to 85.71%. It is still sufficient; however, we might risk the service quality.
3.) Now look at the effect of...
...While reading this case study, one problem can obviously been observed- paradox of change. Shouldice is operating at its "best operating level"(as we can see from the case), a specialized work force but it is failing to meet all the demand for its chosen market niche. Adding additional capacity to meet market need may upset the existing work force and lower quality of operations.
Failing to meet market requirements may cause competition that would lead hospital to loss market share.
I make a SWOT analysis for better understanding of the case:
1)Unique surgical techniques.
3)Educated and experienced stuff.
4)Excellent service and nursery.
5)Huge demand for operations.
1) Limited number of beds.
2)Their techniques aren't patented.
3)Insignificant shortcomings (lack of TV & phones, etc)
1)Related diversification of surgery operation services.
2)Open days can be Saturday or even Sunday.
3)Introducing of new location (inside Canada and in another countries).
4)Increasing of a number of patients.
1)To stay at a present level and continue to do as they are currently doing.
2)To add additional day by operating on Sundays.
3)To increase number of beds.
4)To meet unmet market demand with external capacity.
-Evaluation of alternatives:
1)Their reputation and existing system...
...How successful is the ShouldiceHospital ?
ShouldiceHospital Limited is an 89 bed healthcare facility located in the suburbs of Toronto, Canada. The 17,000 square foot facility is housed on a sprawling 130 acre estate and specializes in repairing external abdominal hernias. Currently, 7,600 surgeries are performed each year on patients from all across the United States and Canada. Founded by Dr. Earle Shouldice circa 1940, the organization enjoys a reputation for effectively using a unique surgical technique to repair hernias that is considered superior to all others. The procedure includes early ambulation following surgery for rapid and effective recovery. The organization takes great pride in its “patient as boss” philosophy of service.
ShouldiceHospital is very successful primarily due to its unique service delivered by motivated and empowered staff in a friendly, comfortable environment. Patients are viewed as the boss, so the patient experience is positive. Staff and physicians are treated well so turnover is low. The demand for the Shouldice technique continues to increase, so the future can bring much opportunity if Shouldice management chooses to expand. Issues of expanding operations & generational differences are manageable. The organization is run well but continued success is hinged on the upcoming change in leadership....
09. November 2011
1. How does Shouldice compete? Identify at least three characteristics of Shouldice´s
operations that contribute to its competitiveness.
The four most important influences on competiveness in a company are cost, time (speed),
flexibility and quality. Cost and time should be held as small as possible, flexibility and quality as
high as possible. In the Shouldicecase we added another category: customer service. For the
categories cost, quality, time and service we found several characteristic operations that
contribute to Shouldice’s success.
ShouldiceHospital Limited operates at low costs compared to other hospitals. Because of
their method and that the patients do not need bed pans they do not need this much
nursery stuff. Moreover they have low administrative and equipment costs because of the
one type of operation they do not need as much equipment as in a general hospital. That is
why Shouldice can offer the operation for costs in the range of $954 to $1029 compared to
$2000-$4000 at other hospitals.
The low recurrence rate of 0.8% compared to approx. 10% in other hospitals makes it
obvious that the operations in Shouldice are performed at a high quality...