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Fallan Faulkner - Krystle Grogan - Mia Hughes - Jeanie Neumeyer - Amie Sistad - Paul Thompson Group Case Analysis – Spring 2012 Management of Business.

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Presentation on theme: "Fallan Faulkner - Krystle Grogan - Mia Hughes - Jeanie Neumeyer - Amie Sistad - Paul Thompson Group Case Analysis – Spring 2012 Management of Business."— Presentation transcript:

1 Fallan Faulkner - Krystle Grogan - Mia Hughes - Jeanie Neumeyer - Amie Sistad - Paul Thompson Group Case Analysis – Spring 2012 Management of Business Processes & Operations Wednesday, March 21, 2012 Shouldice Hospital

2 Current Situation surgeries/day 10 Surgeons34 Nurses 5 Operating Rooms 6 Exam Rooms Surgery Monday – Friday 89 Beds

3 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

4 Current Pre-Surgery / Pre-Patient

5 Current Arrival: First Afternoon

6 Current Surgery: Full Day #1

7 Full Day #2 Full Day #3Check-out Current Process

8 Key Factors for Success Culture Expertise Unique Patient Experience

9 Key Issues/Problems Growing wait list Inviting competition Standard surgeries Complex surgeries Pre-patient screenings # of Beds # of operating rooms Govt Regulation CapacityEfficiency DemandScheduling

10 Quality PerformanceFeatures Reliability/ Durability ServiceabilityAesthetics Perceived Quality

11 Quality Quality Costs Appraisal Costs Medical Information Questionnaire Patients turned away Prevention Costs Scheduling by Dr. Degani Poka-yokes Mandatory follow-up Pre-Operation Exam Purchase and Implementation of Sophisticated Scheduling Software

12 Goals & Objectives Increase the number of surgeries by 20% Decrease throughput time Increase efficiency of screening process Maintain current culture

13 Recommendations Screening Efficiency Implement online submission of Medical Questionnaire Verification of Dx and weight loss from PCP Throughput Time Decrease patient throughput time by eliminating one nights stay Scheduling Standard hernia surgeries on Mon, Tues, Thurs, Fri (40 surgeries) Complex/Recurrence surgeries on Wed (9 surgeries)

14 Current Bed Capacity Patient Intake and Surgeries Performed (as stated in the case) Bed Capacity - Current Inputs Ops Per Day33 # of Beds89 Length of Stay/Nights4 Saturday SurgeryNo SundayMondayTuesdayWednesdayThursdayFridaySaturday Sunday33 Monday33 Tuesday23 Wednesday0000 Thursday33 Friday Saturday Total Number in Hospital Total Number of Surgeries Total 122 surgeries

15 Improved Bed Capacity Bed CapacityInputs Ops Per Day40 # of Beds89 Length of Stay/Nights3 Saturday SurgeryNo SundayMondayTuesdayWednesdayThursdayFridaySaturday Sunday40 Monday40 Tuesday999 Wednesday40 Thursday40 Friday Saturday Total Number in Hospital Total Number of Surgeries40 9 Total Surgeries169 Increase39%

16 CURRENT: Daily Operating Schedule 7:30 AM7:45 AM 8:00 AM :15 AM 8:30 AM 8:45 AM 9:00 AM :00 AM9:15 AM 9:30 AM 9:45 AM Coffee Break 9:45 AM10:00 AM 10:15 AM 10:30 AM :30 AM10:45 AM 11:00 AM 11:15 AM 11:30 AM :30 AM11:45 AM 12:00 PM 12:15 PM 12:30 PM Lunch 12:30 PM12:45 PM 1:00 PM 1:15 PM 1:30 PM 1:45 PM :45 PM2:00 PM 2:15 PM 2:30 PM 2:45 PM :45 PM3:00 PM 3:15 PM 3:30 PM 3:45 PM :45 PM4:00 PM

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

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

19 Improved Process Flow Chart Arrival: first afternoon Surgery: Full Day 1 Rest/Rec overy: Full Day 2 Check out

20 Improved Pre-Surgery / Pre-Patient

21 Results / Outcomes METRICS Productivity Linear Programming Process Performance Metrics Capacity Utilization Forecasting

22 Conclusion Recommendations: Decrease throughput time by eliminating one nights stay Increase number of surgeries by adjusting the surgery scheduling Increase the efficiency of the screening process Outcomes: Increase number of surgeries per week by 39% Maintain current culture & core competencies

23

24 Works Cited: 1. Private Hospitals Act (1990, January 1). p24/latest/rso-1990-c-p24.html. Retrieved Month 3, 2012, from 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 6. Inman, R. A. (2012, January 1). Reference for Business. Retrieved March 3, 2012, from Reference for Business Encyclopedia of Business, 2nd ed.: 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, BMC Health Services Research, doi: /


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