Shouldice Hospital is a privately owned surgical hospital which specializes in external abdominal wall hernia repair with holistic recovery services. The Shouldice facility located near Toronto, Canada, was founded by Dr. Earle Shouldice in 1945 and is the world’s leading center of excellence in abdominal hernia repair. Shouldice Hospital employs nearly 160 employees with an average tenure of 10 years. Shouldice Hospital, with an 80% referral rate, conducts more than 7,000 hernia surgical repairs annually with a 99.5% lifetime success rate. According to the company website, the 89 bed hospital “offers its patients a complete and holistic recovery program that promotes health and a rapid return to normal activities” (Shouldice, 2014). The following is a compilation of Group 4’s team collaboration of key operations management concepts identified within the Shouldice Hospital Case Study along with our alternative recommendations for improvement.
Concept #1 Defining Services: Include page numbers where the concepts may be found, a brief description of major issues needing attention or things that the firm could do to improve and a brief description of possible solutions to each situation needing attention or improvement, based on concepts covered in the course and outside research.
Concept # 2: New Service Development:
Quality service is imperative when working with the public. Quality service, especially in a hospital, is equally important. William J. Stevenson defines service as, “something that is done to or for a customer” (Stevenson, 2012, p.160). Patients that are going to the hospital for treatment, such as surgery, desire to receive quality service. That may ease the nerves of patients that have never gone under before. The Shouldice Hospital is a well-known hospital in Canada that performs hernia surgery with excellence. With providing quality services, the hospital has a service delivery system. Stevenson defines it as “the facilities, processes, and skills needed to provide a service” (Stevenson, 2012, p.160). James Heskett describes the patient experience in the study. There are routine processes that each patient must go through before the procedure. Patients were to complete a questionnaire that was given to them prior to their arrival. Once he or she arrives at the hospital, a brief examination is done by one of the surgeons, health insurance is checked by personnel, and nurses check the patient’s blood and urine. “At this point, about an hour after arriving at the hospital, a patient was directed to the room number shown on his or her wristband. Throughout the process, patients were asked to keep their luggage (usually light and containing only a few items suggested by the hospital) with them” (Heskett, 2003, p.4). Afterwards, an orientation was given to let the patients know what to expect, and what needed to be done after the surgery. Heskett then goes into detail about moments prior to the surgery, and moments after. “Upon the completion of the operation, during which a few patients were ‘chatty’ and fully aware of what was going on, patients were invited to get off the operating table and walk to the post-operating room with the help of their surgeons” (Heskett, 2003, p.4). The surgeons created a great personal experience with their patients by interacting with them. The nurses encourage the patients to walk around, get a little exercise, and make friends. The whole experience that the patients have is so positive that some do not want to leave. Heskett provided in great detail the service delivery system. He goes into depth the processes in the facility, and the skills that were utilized to create a great patient experience. To provide great service and to ensure incredible patient experience, “always, always, make sure patients are treated with courtesy and respect. Treating patients has become simply a job for many healthcare professionals. They manifest...
References: Elimam, A., A., Interaminense, E., & Ozluk, O. (2010). Optimum service capacity and demand management with price incentives. European Journal of Operational Research (204)2, 316. Retrieved from http://www.sciencedirect.com.ezproxy.liberty.edu:2048/science/article/pii/S0377221709007498
Hajek, J. (2009). Whaddaya Mean I Gotta Be Lean? Mill Creek, WA: Velaction Continuous Improvement, LLC.
Heskett, J. (2003). Shouldice Hospital Limited. Boston MA: Harvard Business School Publishing
Lauer, C. (2010, December 20). 10 Strategies to Provide Patients with Superior Customer Service. Retrieved from: http://www.beckershospitalreview.com/hospital-management-administration/10-strategies-to-provide-patients-with-superior-customer-service.html
Precious, D. S. (2011). Continuous quality improvement. Oral Surgery, Oral Medicine, Oral Pathology, Oral Radiology, and Endodontology (112)4, 413. Retrieved from http://www.sciencedirect.com.ezproxy.liberty.edu:2048/science/article/pii/S1079210411004288
Shouldice, (2014). Shouldice at a Glance. Retrieved on 2/25/14 from: http://www.shouldice.com/at-a-glance.htm
Stevenson, W.J. (2012). Operations Management (11th ed.). New York, New York: McGraw-Hill Companies.
Please join StudyMode to read the full document