Brief review of Shouldice hospital operations management SHOULDICE HOSPITAL 1. In your view, what are the most important elements of the Shouldice system? Shouldice method Specialize in hernia repair – a niche market with substantial size Based on an innovative idea: Preliminary selection Early ambulation Procedure technique Comfortable environment reducing anxiety and encouraging quick recovery Focus on maximum value: perceived quality/value of the service provided to patients
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family practitioner who does not deliver babies A multi-specialty group practice that provides primary care at five (5) satellite locations An academic medical center Shouldice Hospital in Toronto, which specializes in short-stay surgery for hernia repair According to our text, breadth "refers to the number of different product lines in the mix." (Berkowitz, 2011, pg 263) and depth "refers to the nimber of product items within each product line." (Berkowitz, 2011, pg 263) For a solo-practice
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known hospital in Ontario, Canada for its extraordinary service and care of hernia repair. The hospital is famous for lots of notable features in its service delivery system - superior surgery technique, effective recovery methods and comfortable and friendly environment with gregarious staff and service. Shouldice Hospital is a small 90-bed hospital with averaged 7,000 operations annually. However, the demand on the hernia operation is much grater than the Hospital’s current capacity. The management
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Executive Summary Shouldice Hospital is the world’s leading centre of excellence in abdominal wall hernia repair . Shouldice’s reputation has been built on an exterior quality service and a high rate of successful hernia repair operation. A 99% success rate in hernia surgery has long been the benchmark for medical professionals internationally. Shouldice has averaged 7,000 operations annually, while last year it performed 7,500 operations. The patient number increased a lot in recent years. The
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for this service? How successful is Shouldice Hospital? What makes Shouldice Hospital’s market unique is its limited to external (versus internal) abdominal hernias. Shouldice also focuses on quick recovery usually first-time repairs “primaries” are straightforward requiring 45 minutes to 90 minutes if the doctors experience a difficult hernia and within 4-days patients can resume normal activities. In addition, a high portion of their operations was on males, estimating over 1,000,000 operations
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Shouldice method which is a hernia surgery designed to reduce recovery time and improve surgical results. The method was in response to men who couldn’t enlist in the military due to complications and it would quickly restore their physical fitness for military training. Due to high demand and scarce hospital space, Dr. Shouldice decided to open up his own hospital specializing in his unique hernia repair method. At the Shouldice hospital, only external types of hernias were performed creating a
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statistics are from 1982, when the US dollar was a lot stronger than the Canadian dollar ($1US : $0.80CND), which in itself represented a 20% discount from the beginning. Nevertheless, again as the case states that in 1980 it is estimated that 600,000 hernia operations performed in the US alone”. Comparing the 6850 surgeries done by Shouldice Hospital and taking into account that no marketing nor advertising is done to attract any more clients, it should be safe to assume that, tackling the US as an
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Question 1 Model Shouldice Hospital as a processing operation with products, attributes and resources. Model Shouldice Hospital as a Processing Operations unit can be viewed as having the following Process structure. Input: The patients entering the Clinic after getting the confirmation on the date of the operation. Output: The output in this case is the number of successfully operated patients who underwent the entire process. Flow Unit: This is one patient that go through the process. The
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Shouldice Hospital: Operations Assessment [pic] Shouldice Hospital has been devoted to repairing hernias for over half a century. Although the Shouldice system has led to great competitive positioning, the hospital is falling victim to its own success. Demand for Shouldice services is so much higher than its current capacity of 89 beds that it is in a constant state of operations backlog, which grows by 100 patients every 6 months. Thus, Shouldice needs to find a solution to its single
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Day 4 Steady state scenario Monday Tuesday Wednesday Thursday Friday Saturday Sunday Monday 30 30 30 30 30 30 30 30 30 30 30 30 30 30 30 29 29 29 29 Table 1 Shouldice hospital is currently only focussed on hernia operations. Their USP is their focus on early ambulation. They also put more emphasis on post-operative care for 2-3 days offering accommodation. Other hospitals do not focus on early ambulation or accommodation after operation. This gives Shouldice
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