MEMO To: Alan O’Dell – Hospital Administrator Date: 18 September 2013 Subject: Sustainable Growth Strategy As consultants for Shouldice Hospital Limited‚ we see that the major problems confronting the hospital are capacity management while maintaining quality‚ technique being copied by other doctors and succession planning. Although the hospital has good reputation and quality service‚ it is not able to service customers due to lack of capacity as well as conflicts among
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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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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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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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1. How well is the hospital currently utilizing its beds? (60+90+90+90+60+30+30)/ (90*7) =450/630=71.4% The hospital is currently utilizing 71.4% its beds 2. Develop a similar table to show the effects of adding operations on Saturday. (Assume that 30 operations would still be performed each day.) How would this affect the utilization of the bed capacity? Is this capacity sufficient for the additional patients? Check-in Day Monday Tuesday Wednesday Thursday Friday Saturday Sunday Monday 30 30 30
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Case study report – Shouldice Hospital or Food fight Swathi Mall Sullivan University Operations Strategy April 26‚ 2014 Abstract: Shouldice hospital has been the best service provider for treating hernias and been in demand since a long time. However‚ due to the limited capacity of 89 beds the hospital is not able to meet the market demand which is causing it to lose its market share and success. The main constraints mentioned in this case study are the number of beds in the
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Procesdiagram 2 3 Actorendiagram 4 5 Actorendiagram (2) 6 7 Questions 1. Patient goes to the GP. GP examines the patient and in some cases the GP will refer the patient to the hospital. In the hospital the person will be examined by a doctor and maybe there’s a surgery. After the surgery he needs to go to the local pharmacist for his medicines. The pharmacist sends him a bill. The payment of this bill will be arranged between the patient and the health insurer. 5. Four external factors that influence
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The Shouldice Method Two young medical students were standing on a street corner observing people as they passed and discussing any abnormalities with each other that they may have seen in passers-by. They saw this old man walking sort of duck waddling down the street at a slow pace. The two students introduced themselves to the gentleman and told him that they didn’t agree with each other’s diagnosis of the old man’s problem. One says‚ “My friend thinks you have a bad case of hemorrhoids‚ and
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Submitted To Dr.Devender.K.Punia | Submitted By Kirti Misra053020 | An Ecommerce and Data Security in International Environment Project Report Read Crisp‚ Know More! BREVITY | Brevity: An Abridged Online eBook Store | Contents Acknowledgement 3 Introduction 4 Value Proposition 5 Value Chain 6 Procuring raw Material: 6 Strategic Alliance: 7 Firm: 7 Customer: 7 Revenue Model 7 Advertising Revenue Model: 7 Sales Revenue Model: 8 Market Opportunity 8 Competitive
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1. *How does Shouldice compete? Identify at least three characteristics of Shouldice’s operations that contribute* to its competitiveness. Shouldice Hospital Limited seems to be a well organized Hospital with a unique technique to operate hernias. In this hospital only external hernias were operated. This is the mayor fact for their success. The doctor´s‚ the nurse´s and even the design of the facility is only targeted of the patient’s needs that have or had a hernia surgery. To reduce
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