...Shouldice Hospital Limited Group Project: Summer 2012 Operations Management BUSI-411 D02 Ashley Edwards, Yvette Dennis, Andrew Evans, and Rachel Gillespie Respectfully submitted to Dr. Raja Selladurai Liberty University 8/13/12 Facility The facility of Shouldice Hospital took many years to design and was designed to help aid in the recovery of the patients (Hesket, 2005). Everything was designed around helping the patient to be comfortable, yet encourage movement and socializing of the patients. The design encourages postoperative ambulation, which Shouldice believed aided in recovery (Bendavid, 2003). The building is also efficient in its housekeeping and cafeteria services to help minimize costs. The facility is located in one building that has three floors, with the two lower floors opening out to ground level (Hesket, 2005). This design minimized the need for steps, which can cause discomfort for those who just had surgery. The top two floors contained open lounge areas which creates an environment for socializing. The Florida room is an all glass window room that allows plenty of sunlight to come through, allowing a view of the 130 acre estate. According to Franklin (2012), gazing at scenery such as a gardens or mountains can help speed healing from surgery. The recreational area contains pool tables and exercise equipment. These activities require movement. Shouldice believed that movement and socializing would speed up recovery of patients (Bendavid...
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...ISOM2700 Introductions to Operations Management Instructor: Dr. Cui Zhijian, Email: zhijianc@ust.hk, Office: Rm 4079, Tel: 34692127 TA: Ms Jia Jing, imjing@ust.hk Brief Outline The course content is divided into two components. In the first part, Business Process Analysis and Improvement, we study tools and cases that allow us to analyze, improve and design internal firm activities. In the second part, Supply Chain Management, we turn our attention to entities external to the firm and examine the activities of sourcing raw materials and delivering goods to consumers. The components are detailed below: Part I: Business Process Analysis and Improvement. We begin our study of business processes by first playing the “Lego” game. Through this exercise, we will have an overview of a simple assembly line as well as the fundamental concepts in process management, such as capacity, bottleneck, etc. Then, we study how to analyze the operational process using the case “Kristen´s Cookie Company” and further evaluate the financial value of operational improvement. In the following sessions, we will introduce Toyota production system as well as it implication in service context. We will also study the tools of quality management. We finally study the operations strategy and the product-process matrix using “Shouldice” case. Part II: Supply Chain Management: In this part, we turn our attention to the interfaces between an organization and its external environment, more specifically...
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...www.hbr.org Extensive study of the world’s best service companies reveals the principles on which they’re built. The Four Things a Service Business Must Get Right by Frances X. Frei Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 The Four Things a Service Business Must Get Right 13 Further Reading A list of related materials, with annotations to guide further exploration of the article’s ideas and applications Reprint R0804D This article is made available to you with compliments of Frances X. Frei. Further posting, copying or distributing is copyright infringement. To order more copies go to www.hbr.org. The Four Things a Service Business Must Get Right The Idea in Brief The Idea in Practice All successful firms must design a compelling offering and manage the workforce to deliver it at an attractive price. But service firms must do even more: deal with the frustrating fact that their customers can wreak havoc on service quality and costs. To consistently deliver service excellence, ensure that each of these four elements reinforces the others: For example, a customer dithering at a fastfood counter slows things down for everyone else waiting in line. An architect’s client struggling to clarify how a new facility will be used drags out the design process. To tackle this challenge, Frei advises aligning four key elements...
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...Essays on Service Improvisation Competence: Empirical Evidence from The Hospitality Industry A Dissertation Presented to the Graduate School of Clemson University In Partial Fulfillment of the Requirements for the Degree Doctor of Philosophy Management by Enrico Secchi August 2012 Accepted by: Dr. Aleda V. Roth, Committee Chair Dr. Thomas A. Mroz Dr. Gulru Ozkan Dr. Rohit Verma Abstract This dissertation explores the service design antecedents and the performance outcomes of Service Improvisation Competence (Serv–IC)—the ability of service employees to deviate from established processes and routines in order to timely respond to unexpected events, using available resources. Service operations and strategy research have strongly highlighted the importance of possessing flexibility in order to face the uncertainty derived from the interaction with the external environment (Tansik and Chase 1988, Eisenhardt and Tabrizi 1995, Brown and Eisenhardt 1998, Frei et al. 1999, Menor et al. 2001, Frei 2006). An important component of the ability of service firms to adapt to customer requests, expectations, and needs rests in the systemic ability of frontline employees to creatively adapt to the challenges posed by the constant struggle to satisfy customers. This dissertation is composed of three essays. In Essay 1, we build the theoretical framework necessary to advance a theory of Service Improvisation Competence, and we propose a nomological network that links service delivery...
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...P A R T I Discovering Momentum 1 1 The Power of Momentum Where’s the Impetus? Momentum. Most businesses get it at some point: the impression that everything they undertake succeeds effortlessly, as if they’re being carried along by a tailwind that increases their efficiency and propels them on to exceptional growth.1 Some hold on to it. Most don’t. Slowly, imperceptibly, the tailwind turns around and the momentum disappears, without anyone quite realizing what has happened. The company is still growing, but not as strongly as before, not as efficiently. Everyone’s maxing out, but it seems like there’s molasses in the works. Sound familiar? Sooner or later, it hits you in the face. Imagine you are meeting up with a senior analyst whose opinion counts with some of your company’s biggest investors. You think you’re on safe ground—after all, your company is doing better than the competition. But the analyst is in full gimlet-eyed, illusion-killing mode. “That’s nothing to crow about,” she says. “Yeah, you’ve got reasonable growth, but it’s nothing exceptional. You’re a safe bet, nothing more. Okay, I might tell my mom to buy, but 3 The Momentum Effect then she’s happy with inflation plus one. The way we see it, you’re really grinding it out. We reckon the strain’s getting harder, too. There’s no impetus—no momentum.” Words like that can really take the gloss off a day. The next time you gather your team, you don’t congratulate them on beating their targets—you...
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...Customer Relationship Management VSF This book is dedicated to my children Emma and Lewis of whom I am enormously proud. Customer Relationship Management Concepts and Technologies Second edition Francis Buttle AMSTERDAM • BOSTON • HEIDELBERG • LONDON • NEW YORK • OXFORD PARIS • SAN DIEGO • SAN FRANCISCO • SINGAPORE • SYDNEY • TOKYO Butterworth-Heinemann is an imprint of Elsevier Butterworth-Heinemann is an imprint of Elsevier Linacre House, Jordan Hill, Oxford OX2 8DP 30 Corporate Drive, Suite 400, Burlington, MA 01803, USA First edition 2009 Copyright © 2009, Francis Buttle Published by Elsevier Ltd. All rights reserved. The right of Francis Buttle to be identified as the author of this work has been asserted in accordance with the Copyright, Designs and Patents Act 1988 No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means electronic, mechanical, photocopying, recording or otherwise without the prior written permission of the publisher. Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone ( 44) (0) 1865 843830; fax: ( 44) (0) 1865 853333; email: permissions@elsevier.com. Alternatively you can submit your request online by visiting the Elsevier web site at http://elsevier.com/locate/ permissions, and selecting Obtaining permission to use Elsevier material. Notice No responsibility is assumed by the publisher for any injury and/or damage...
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