Situational Analysis and Problem Definition: The organization is run well but continued success is hinged on the upcoming change in leadership. Recommendation Analysis See Appendix 4: Obney must also be selected. To the delight of patients, Shouldice is more like a country club than a hospital:
Situational Analysis and Problem Definition: In case patients arrive at a constant rate of 33 a day: Also no information is forthcoming about the market status of other hospitals, that is whether they are open on Saturdays or not. Shouldice Advantage at Shouldice to promote healthyand happy patients, in addition to content and loyal staff. The primary issue here is deciding on the manner in which the capacity should be increased without diluting the quality of service rendered. As the financial analysisshows, this change will allow Shouldice to capture unmet demand without compromising its uniquesystem of patient and employee care.
Shouldice Hospital A Case Study | Allen Kannattu –
The unique surgical method of hernia treatment is also highly-developed and the surgeons are well-trained and very experienced. Obney is a step that must be taken soon, in conjunction with any of the above plans chos en.
The maximum number of shouldie a week is This case can be used in advanced undergraduate, MBA, or executive-level courses. Help Center Find new research papers in: There are 5 operation rooms.
Shouldice Hospital Limited Case Study | Case Study Template
The main house, reminiscent of a mansion, is situated on asprawling acre estate outside of Toronto, Canada. The Shouldice competitive advantage boils down to 4 keys to success, which are the following: The issues that confront the hospital management can be primarily listed as follows: To implement the solution discussed above, first of all, awareness must be created among all the employees by means of workshops etc. Demandfor Shouldice services is so much higher than its current capacity of 89 beds that it is in a constant state ofoperations backlog, which grows by patients every 6 months.
However, some employees seem to have some reservations about operations on Saturday.
What is the maximum possible throughput rate of Shoulder Hospital? Overall, the bottleneck for Shouldice is the number of available beds.
For the ululation of the maximum possible throughput rate we assumed that the patients arrive on Sundays, Mondays, Tuesdays, Wednesdays shoukdice Thursdays for being operated on the following day.
This would also aid in protecting against privacy to an extent. As the financial analysisshows, this change will allow Shouldice to capture unmet demand without compromising its uniquesystem of patient and employee care.
Yospital Arnab Kumar Das. With its cu rrent capacity, it can treat patients annually. Recommendation Analysis See Appendix 4: To the delight of patients, Shouldice is more like a country club than a hospital: Bottleneck Solution 3 As we established above, the current bottleneck lies in the room capacity of 89 and that an increase in thenumber of rooms will fix this bottleneck.
As we established above, the current bottleneck lies in the room capacity of 89 and that an increase in thenumber of rooms will fix this bottleneck. Moreover they studt low administrative and equipment costs because of the one type of operation they do not need as much equipment as In a general hospital.
The backlog list would continue to increase. Because of an increasing backlog, patients tend to go to other doctors for operations.
This is similar to the plan 1 in terms of the expenditure involved and the time frame being talked of. Shouldice Hospital A Case Study. Primary operations take 45 minutes to finish, recurrence operations take 90 minutes to finish. The Shouldice Hospital, Ontario, Canada is a pioneer in the field of treating patients suffering from external abdominal hernia.
By implementing the shift system, the existing strengths of the hospital will be leveraged.
However, under the given case facts, the em ployees might resent this move of working in extra shifts during the day. Various proposals are set forth for expanding the capacity of the hospital. Because this case suggests the overlap of key marketing decisions with strategic questions, it can also be used in both required and elective marketing courses, especially for topics on distribution of consumer products and brand management. In the Shoulder case we added another category: Chapter 1 – Kellogg School of Management.
For having a quality level in the new facility equivalent to that as in the current Hospital facility at Canada, one option maybe to transfer 6 of the 12 specialized surgeons to the new facility.