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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Case Summary of Shouldice Hospital Ltd. Shouldice Hospital is a “focused factory:” a hospital with a specific area of expertise that gives it competitive strength resulting in lower cost‚ higher quality service for its patients‚ and better pay for and loyalty from its employees. Specializing in external abdominal
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Shouldice’s services‚ 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
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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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Shouldice Hospital – A Cut Above 1.) How well is the hospital currently utilizing its beds? The hospital stay cycles have been provided: | Mon Beds | Tue Beds | Wed Beds | Thu Beds | Fri Beds | Sat Beds | Sun Beds | Available Beds | 90 | 90 | 90 | 90 | 90 | 90 | 90 | Monday Admission | 30 | 30 | 30 | | | | | Tuesday Admission | | 30 | 30 | 30 | | | | Wednesday Admission | | | 30 | 30 | 30 | | | Thursday Admission | | | | 30 | 30 | 30 | | Friday Admission | |
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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 serving customers well‚ whether with products or with services‚ is having
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customer service. Our group chose this company to blueprint because it has a very elaborate customer service process. This company focuses heavily on providing the customer with a great shopping experience by following a series of “critical actions” that must be delivered to one hundred percent of the customers during their journey in the store. In addition‚ one of our group members works in this company and therefore‚ it would be easier to grasp an in depth understanding of the service process and
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What is service blueprint? As the name suggests it is concerned with the service process and described as the tool for operational planning giving guidance on following aspects such as how it will be provided‚ staff actions‚ physical evidence and most importantly how it is needed to be delivered to its channels. In other words it is describing and developing the service process. Let the blue print be in any form‚ Flow Charts or Graphics it should convey the different modes or channels via which
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save the Queen! Photo by Bachir MKTG-380 Services Marketing Lecturer: Alkis Thrassou Section 01 May‚ 12 2008 Zehra Fattah Anastasia Kondratenko Federico Lovat 2 1. 3 2. 3 3. 7 4. 8 5. 10 6. 15 7. 19 CONTENTS Corporate overview The augmented service Breaking down the process Flowchart Blueprint Improvement of service delivery Bibliography Can I get you anything
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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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