operationalized by using the product-process matrix (section 2.5) to emphasize the fact that different process architectures provide strategic fit for different customer needs. We bring up the idea that focus is easier to define in the context of a firm like Shouldice where all customers (patients) have exactly the same set of needs. The Wriston manufacturing case is a good discussion of how strategic fit can be achived when a firm is trying to serve customers with varying (and potentially conflicting) needs
Words: 1782 - Pages: 8
Shouldice Hospital: Operations Assessment 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
Words: 2383 - Pages: 10
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
Words: 3946 - Pages: 16
1. Shouldice can be thought of as being successful but this is dependent on how one defines it. Some indicators of success are seen through their high employee satisfaction, low turnover rate, hours of operation, and great scheduling and availability of doctors. Aside from this, another major indicator is the increase in demand for the facility in such high volumes. There is a waiting list for nurses while most hospitals are understaffed meaning that it is also attractive for employees and patients
Words: 919 - Pages: 4
The Shouldice Method Abstract Dr. Earle Shouldice and his method of hernia operations and recovery methods are discussed. The discussion includes techniques pioneered by Dr. Shouldice, and the founding and operation of a facility bearing his name and utilizing his methods. Keywords: Earle Shouldice, Shouldice Hospital, Shouldice Method, hernia The Shouldice Method The Shouldice Hospital Limited case consists of the story of an Ontario farm boy who grew up to significantly impact the lives
Words: 3358 - Pages: 14
Case Study 2: Shouldice Hospital Kenneth Snell, David Drummond 1. How successful is the Shouldice Hospital? a. Perform a comparison of the cost to patients at Shouldice vs other Hospitals The cost to a patient at Shouldice is based on an average 3.5 day stay: ($320.00/day x 3.5 days) = $1120.00 $650.00 surgical fee $300 anesthesia fee (20% of the patients) = 300 x .2 = $60.00 Average cost to patient is $1120.00 + $650.00 + $60
Words: 2308 - Pages: 10
Solution for Q1: Shouldice hospital is a leader in treating patients who suffer from Hernia. Shouldice achieved outstanding performance and reputation through its distinguished services to customers in terms of cost, quality, delivery and flexibility Cost: At Shouldice, Operating cost is not the only cost factor that attract customers. Besides, typical operation cost (including the patients stay at hospital) ranges from only $954 to $1029 compared to a total of $2,000 to $4,000 elsewhere. Even
Words: 1171 - Pages: 5
Answer to question 2: A) Shouldice Other Hospitals 1- Cost of typical operation ( ($ 111x4) + $ 60 + $ 450)= $ 954 $ 2,000 - $ 4,000 2- Transportation $ 200 - $ 600 $ 0 3- Value of time lost to employer • Time lost from work while at hospital Time lost from work while recovering 4 days 5 days 5 days 10 days Assume the value of time lost to employer ranged between $ 80 – 200 per day $ 720 - $ 1,800 $ 1,200 - $ 3,000 4- Subtotal before
Words: 501 - Pages: 3
School of Management Production and Operations Management I Dr. Cecile Santiago Capacity Planning at Shouldice Hospital Submitted by: Caneja, Andrea Nichole Canicosa, Shirly Palma, Nerissa Sajise, Rina Vidallon, Allen TITLE : Capacity Planning at Shouldice Hospital VIEWPOINT : The Hospital Administrator TIME CONTEXT : At Present I. PROBLEM STATEMENT Deciding on ways to meet the unsatisfied demand by
Words: 645 - Pages: 3
Healing Hospital: A Daring Paradigm Healing Hospital: A Daring Paradigm When I think of care giving I think of support, compassion, and making a positive difference in the health and lives of individuals. My philosophy of care giving involves passion for patient care. What I mean by passion for patient care is being passionate about providing high-quality, accessible, value-driven care that encompasses the whole person from body, mind, and spirit, as well as being committed to meeting the physical
Words: 451 - Pages: 2
