Fallan Faulkner - Krystle Grogan - Mia Hughes - Jeanie Neumeyer - Amie Sistad - Paul Thompson

Group Case Analysis – Spring 2012Management of Business Processes & Operations

Wednesday, March 21, 2012

Shouldice Hospital

Current Situation

Current Process Flow Chart

Check-in on first afternoon

Surgery and first

full day at Shouldice

day #2:Rest &

Recovery

day #3:Rest &

Recovery

day #4:Checkout

Current Pre-Surgery / Pre-Patient

Current Arrival: First Afternoon

Current Surgery: Full Day #1

Full Day #2 Full Day #3 Check-out

Current Process

Key Factors for Success

Key Issues/Problems

Quality

Quality

Goals & Objectives

Recommendations

Current Bed Capacity Patient Intake and Surgeries Performed (as stated in the case)

Bed Capacity - Current

Inputs

Ops Per Day 33

# of Beds 89

Length of Stay/Nights 4

Saturday Surgery No

Sunday Monday Tuesday Wednesday Thursday Friday Saturday

Sunday 33 33 33 33

Monday 33 33 33 33

Tuesday 23 23 23 23

Wednesday 0 0 0 0

Thursday 33 33 33 33

Friday

Saturday

               Total Number in Hospital 66 66 89 89 89 56 33

Total Number of Surgeries 33 33 23 0 33

Total122

surgeries

Improved Bed Capacity

Bed Capacity Inputs

Ops Per Day 40

# of Beds 89

Length of Stay/Nights 3

Saturday Surgery No

Sunday Monday Tuesday Wednesday Thursday Friday Saturday

Sunday 40 40 40

Monday 40 40 40

Tuesday 9 9 9

Wednesday 40 40 40

Thursday 40 40 40

Friday

Saturday

               

Total Number in Hospital 40 80 89 89 89 80 40Total Number of Surgeries 40 40 9 40 40

Total Surgeries 169

Increase 39%

CURRENT: Daily Operating Schedule

7:30 AM 7:45 AM

7:45 AM 8:00 AM 1 2 3 4 5

8:00 AM 8:15 AM

8:15 AM 8:30 AM

8:30 AM 8:45 AM

8:45 AM 9:00 AM 6 7 8 9 10

9:00 AM 9:15 AM

9:15 AM 9:30 AM

9:30 AM 9:45 AM Coffee Break

9:45 AM 10:00 AM

10:00 AM 10:15 AM

10:15 AM 10:30 AM 11 12 13 14 15

10:30 AM 10:45 AM

10:45 AM 11:00 AM

11:00 AM 11:15 AM

11:15 AM 11:30 AM 16 17 18 19 20

11:30 AM 11:45 AM

11:45 AM 12:00 PM

12:00 PM 12:15 PM

12:15 PM 12:30 PM

Lunch12:30 PM 12:45 PM

12:45 PM 1:00 PM

1:00 PM 1:15 PM

1:15 PM 1:30 PM

1:30 PM 1:45 PM 21 22 23 24 25

1:45 PM 2:00 PM

2:00 PM 2:15 PM

2:15 PM 2:30 PM

2:30 PM 2:45 PM 26 27 28 29 30

2:45 PM 3:00 PM

3:00 PM 3:15 PM

3:15 PM 3:30 PM

3:30 PM 3:45 PM 31 32 33 34 35

3:45 PM 4:00 PM

IMPROVED: Mon, Tues, Thurs, Fri Operating Schedule (standard hernia surgeries)

IMPROVED: Wednesday Operating Schedule (Recurrence/Complex hernia surgeries)

Improved Process Flow Chart

Arrival: first

afternoon

Surgery: Full Day 1

Rest/Recovery: Full Day 2

Check out

Improved Pre-Surgery / Pre-Patient

Results / Outcomes

Conclusion

Questions?

Works Cited:

• 1. Private Hospitals Act (1990, January 1). http://www.canlil.org/en/on/laws/stat/rso-1990-c-p24/latest/rso-1990-c-p24.html. Retrieved Month 3, 2012, from www.canlil.org: http://www.canlil.org/en/on/laws/stat/rso-1990-c-p24/latest/rso-1990-c-p24.html

• 2. Eckhert, D. (2012, March 1). Shouldice Hospital Administrator. (K. Groga, Interviewer)• 3. F. Robert Jacobs, R. B. (2011). Operations and Supply Chain Management (Vol. 13th). New

York, New York: McGraw-Hill/Irwin.• 4. Hallowell, J. H. (2005, January 21). Shouldice Hospital Limited (Abridged). Harvard Business

School Case . Ontario, Ontario, Canada: Harvard Business Reveiw Publishing.• 5. Hospital, S. (1996, January 1). Retrieved March 10, 2012, from www.Shouldice.com:

www.shouldice.com• 6. Inman, R. A. (2012, January 1). Reference for Business. Retrieved March 3, 2012, from

Reference for Business Encyclopedia of Business, 2nd ed.: http://www.referenceforbusiness.com/management/A-Bud/Aggregate-Planning.html#b

• 7. Jones, D. W. (2011, September 29). Hernia Surgery Not Always Needed. Windsor Star, Body and Health; Doctor Game , p. C5.

• 8. Levy, A., Sobolev, B., Hayden, R., Kiely, M., FitzGerald, J., & Schechter, M. (2005). Time on wait lists for coronary bypass surgery in British Columbia, Canada, 1991-2000. BMC Health Services Research, 522-10. doi:10.1186/1472-6963-5-22