Group #8 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
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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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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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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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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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MEMO To: Dr. Byrnes Shouldice‚ Alan O’Dell From: An MBA Student Date: May 09‚ 2006 ------------------------------------------------- Subject: Problems and Plans - Operational Assessment of the Shouldice Hospital Thank you for the opportunity to consult on your Shouldice Hospital operational assessment. I understand that you have implemented a well developed focus strategy (market focus and internal focus) successfully and Shouldice achieves outstanding results by maximizing
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➢ Company Overview: 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
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Section 2 PROCESSES 3. Strategic Capacity Management 4. Manufacturing Processes 5. Services Processes 6. Six-Sigma Quality PROCESSES The second section of Operations and Supply Management: The Core is centered on the design and analysis of business processes. Maybe becoming an efficiency expert is not your dream‚ but it is important to learn the fundamentals. Have you ever wondered why you always have to wait in line at one store but another one seems to be on top of the crowds? The key to
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CONTRIBUTE TO CHILDREN AND YOUNG PEOPLES HEALTH AND SAFETY EXPLAIN THE PREPARATION AND SUPERVISION OF CHILDREN IN OFF SITE VISITS. Safety is our top priority even the shortest visits need to be thoroughly planned and requires its own risk assessment. All are off site visits for this age group (2yrs-3yrs old) are local. All visits our thoroughly planned and a risk assessment is carried out. A visit is made to all new places/venues. The risk assessment includes details
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