OPERATIONS MANAGEMENT CASE 1 Shouldice Hospital Introduction Shouldice Hospital‚ set up in 1945 by Dr. Earl Shouldice‚ is located near Toronto. It follows the business model of focus on a single standardised service for a narrow target of consumers‚ rather than to provide customised solution (as in a general clinic or hospital). It focuses on providing quick‚ convenient‚ and reliable cure for external types of abdominal hernias. The Hospital uses its own technique‚ called the Shouldice
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How successful is the Shouldice Hospital ? Shouldice Hospital 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
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For the exclusive use of N. VAIDYA‚ 2015. IMB 425 SUHRUTA KULKARNI‚ KRIPA MAKHIJA AND U DINESH KUMAR APOLLO HOSPITALS: DIFFERENTIATION THROUGH HOSPITALITY The ‘‘wow’’ factor in service relies on constant innovation and demands continuous and sensitive focus on all issues that may affect the patient’s stay in a hospital. Every touch point of the hospital needs to be ‘‘alive’’ and the client must be able to feel the warmth offered. The culture of service is imperative in today’s scenario‚ where the
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Running head: HEALING HOSPITAL: A DARING PROGRAM Healing Hospital: A Daring Program Mary Manning Grand Canyon University Foundations of Spirituality in Health Care HLT 310V Patricia Mullen August 28‚ 2011 Healing Hospital: A Daring Program In today’s hospital environment‚ our main focus is placed on technology‚ medications and treating a diagnosis. Often patients are wheeled from one examination to another with little personal interaction received from their healthcare provider
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Problem Summary The Riverview Children’s Hospital is eight months behind schedule with the implementation of a new computerized financial system. Management wants the system to be in place by the end-of-year audit [April]‚ which is only six weeks away. However‚ management estimates that there is only a fifty percent chance that the system will function correctly if its implementation is rushed. While this makes a case for delaying the implementation‚ it also pushes the schedule into another
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Quiz 17: Fuller 1. Consider the following claim: "Many women are considering within themselves‚ what they need that they have not‚ and what they can have‚ if they find they need it. Many men are considering whether women are capable of being and having more than they are and have‚ and‚ whether‚ if so‚ it will be best to consent to improvement in their condition." Now consider the distinctions Fuller makes between men’s and women’s positions in these two sentences‚ and respond to the following:
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SEMINAR (Group ASSIGNMENT) Financial Ratios and Stock Return: Evidence on selected Plantation Companies in Malaysia NAME : VICTORIA AK JUTI 28578 VENOSHNI A/P MANOGARAN 28577 PHUA WEE WEE 27952 TEOH CHIEN NI 28513 LING LING 26752 GROUP : 1 PROGRAMME : FINANCE Financial Ratio and Stock Return: Evidence on selected Plantation Companies in Malaysia Abstract This paper is to investigate the predictive ability of several financial ratios for stock return in Malaysia
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CASE MEMORIAL HOSPITAL The nurses at Memorial Hospital work a regular schedule of four 10-hour days per week. The average regulartime pay across all nursing grades is $12.00 per hour. Overtime may be scheduled when necessary. However‚ because of the intensity of the demands placed on nurses‚ only a limited amount of overtime is permitted per week. Nurses may be scheduled for as many as 12 hours per day for a maximum of five days per week. Overtime is compensated at a rate of $18.00 per hour.
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1. How successful is the Shouldice Hospital? Generate a P&L statement using available information from the case. Treat each of the two operations—hospital and the surgery—separately. Hospital: Revenues (4 days X $111/day x 6‚850 patients/year) 3‚041‚400 Cost 2‚800‚000 Profit: 241‚400 Clinic: Revenues ((($450 + 60 + 75) X 0.20) X 6‚850 patients/year)) 3‚596‚250 Cost 2‚000‚000 Profit 1‚596‚250 Total Profit 1‚837‚650 2. How
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Healing Hospital: A Daring Paradigm Sandra Mays Grand Canyon University HLT310V Patricia Mullen September 12‚ 2010 Healing Hospital: A Daring Paradigm The spirituality in a healing hospital starts with the Chief Executive Officer and spirals downward toward management‚ and then the frontline employees. Healing hospitals must have a form of culture that serves the community. This includes the building‚ its contents‚ the CEO‚ the managers‚
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