OPER 1027 Term 1 Assessment Case study 1-Capacity Planning in Zara Zara is one of the famous brands of the Spanish retail group. It sells up-to-the-minute ’fashionability’ at low prices‚ in stores that are clearly focused on one particular market. (Slack‚ Chambers‚ Betts‚ & Johnson‚ 2006) The first store opened almost by accident in 1975 due to a large pyjamas order cancellation. But now‚ the holdings group included Zara and the other branded chains Pull and Bear and Massimo Dutti‚ which have over
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Case Study: Shouldice Hospital Shouldice Hospital Ltd. is a unique clinic located in Toronto Canada that specializes in external abdominal hernias. Open since 1945‚ the clinic that is more like a country club uses a method developed by Dr. Earle Shouldice that encourages a different procedure than used by most hospitals. The Shouldice Method reinforces the abdomen walls and requires only a sleeping pill with a local anesthetic which results in immediate patient ambulation and
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Issues/BackgroundShouldice Hospital limited was started in 1940 by Dr. Earle Shouldice for treating Hernia. The method of surgery adopted by Shouldice Hospital was unique in a sense that it introduced the concept of flow shop in carrying out surgeries alongwith simplicity in surgery. Because of this uniqueness and simplicity‚ the demand for surgeries at Shouldice increased and Shouldice has reached a point where it has to increase its capacity to reduce the wait times being faced by the patients
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A General Strategic Capacity Planning Model under Demand Uncertainty Woonghee Tim Huh‚1 Robin O. Roundy‚2 Metin Çakanyildirim3 1 Department of Industrial Engineering and Operations Research‚ Columbia University‚ New York‚ New York 10027 2 School of Operations Research and Industrial Engineering‚ Cornell University‚ Ithaca‚ New York 14853 3 School of Management‚ University of Texas at Dallas‚ Richardson‚ Texas 75083 Received 29 October 2003; revised 24 August 2005; accepted 30 September
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Southwestern University: Capacity Planning Case Prepared by: Jalotjot‚ Reyes‚ Subang Central Issue: How to guarantee that the various support activities generate revenue? Areas of Consideration: * Marketing/Finance/Human Resource * Items Available/Pricing/Variable Cost/Revenue Distribution Item | Price/Unit | Variable Cost | Revenue | Soft Drink | $1.50 | $0.75 | 25% | Coffee | $2.00 | $0.50 | 25% | Hotdogs | $2.00 | $0.80 | 20% | Hamburgers | $2.50 | $1.00 | 20% | Misc
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Operations Discussion of Shouldice Hospital Limited Case Assignment #2: Questions for Shouldice Hospital Limited 1. How Successful is the Shouldice Hospital? 2. How do you account for the success of the hospital? 3. What is the strategic service concept of Shoudice Hospital? How are the elements in the service systems designed and managed to support the strategic service concept? 4. As Dr. Shouldice‚ what actions‚ if any‚ would you take to expand the hospital’s capacity? 5. How would you implement
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Capacity Planning & Aggregate Production Planning Capacity Planning • Long term strategic decision • determines overall level of resources • affects product lead times‚ customer responsiveness & operating costs Capacity Planning Three Basic Strategies for Timing Capacity • Capacity Lead Strategy – capacity is expanded in anticipation of demand – aggressive and used to lure away customers from competitors already constrained Capacity Planning Three Basic Strategies for Timing Capacity • Capacity
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Case Study 1: Shouldice Hospital Limited 1. What has the leadership of Shouldice been excellent at? Shouldice leadership has been able to develop one of its surgical service lines‚ inguinal hernia repair‚ to an “internationally-recognized” brand. This has allowed Shouldice to dominate the market share and create a demand for its specialized services resulting in financial stability. The creation of this brand also has a strong influence with how the organization functions and how it is perceived
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1. Model Shouldice Hospital as a processing operation with products‚ attributes‚ and resources. A. Process Structure: a. Input: Approved patient entering the clinic the day before operation b. Output: Successful patient leaving the facility c. Flow Unit: The patient going through the surgery process d. Network of activities and buffers (not sure?): The whole process with its wait times. Waiting room (20min wait time)‚ examination (15-20min)‚ waiting room for accounting office (5-15min)‚ accounting
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Hospital Planning & Designing Planning & Designing Team - Architects - Interior Designers - Structural Consultants - MEP consultants - Kitchen & Laundry Experts - Landscape Consultants - Project Managers - Bio-Medical Engineers - Hospital Administrators - Doctors Chitkara Hospital Planning: Presentation flow • Functional Programming • Space Programming • Basic Concepts of Designing • Planning of Specialized Areas Chitkara Principles: Functional Programming • • • • •
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