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
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RESEARCH Proposing a carpal tunnel treatment centre: The Shouldice model revisited Hazim Sadideen, Faddy Sadideen ABSTRACT The Shouldice Hospital prides itself with excellent hernia repair outcomes. The Shouldice concept exhibits a unique, successful business model, and is a clear example of the concept of a highly innovative value proposition. Exploring Shouldice's fundamental principles and extrapolating them to other settings might help healthcare professionals offer improvements to patient
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Do you think Shouldice Hospital should expand off-site? If so, Where and why? Yes I believe there is a great potential for the Hospital to expand internationally. The US is the obvious choice, since as the case states 42% of their patients come from the United States, so this might be the obvious choice. However, this statistics are from 1982, when the US dollar was a lot stronger than the Canadian dollar ($1US : $0.80CND), which in itself represented a 20% discount from the beginning. Nevertheless
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Answer to question 2: A) Shouldice Other Hospitals 1- Cost of typical operation ( ($ 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
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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, to the management of relationships with partners and customers. We begin with
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terms of the depth and breadth of their product lines: A solo-practice 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
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terms of the depth and breadth of their product lines: A solo-practice 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
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Professional Services Fall 2007 I. POSITIONING AND ALIGNMENT a) Developing and Implementing Strategy: Wachtell Lipton Wachtell Why has Wachtell been so successful? - Niche o M&A, hostile takeovers o General counsels, CEOs come to Wachtell when they have a problem - Size: small o 1 office (140 attorneys in 1995, 193 today); organic growth (no mergers/acquisition of other firms & only 2 lateral partners in entire history) o Benefits = control
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TermPaperWarehouse.com - Free Term Papers, Essays and Research Documents The Research Paper Factory JoinSearchBrowseSaved Papers Home Page » Business and Management Operations and Supply Chain Case Studies In: Business and Management Operations and Supply Chain Case Studies Operations and Supply Chain Case Studies In today’s environment of global shopping where the demand for products is as wide as the number of firms offering them, orders can be placed in advance or at
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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
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