Capacity & Facilities Planning Shouldice Hospital Limited

inflation and other factors. The idea here is to see if the clinic can "inflate" its way to profitability

The economic cost for the clinic due to waiting times rise. By taking more time to process the patients, the clinic cannot reach its potential of seeing 108 patients. This of course results in less revenue. Currently the clinic operates at 74% capacity, resulting in a loss of 26% revenue.

After analyzing this information and reading through the case thoroughly, it would be quite difficult for Shouldice to perform 45 operations a day. They have limitations due to their operating rooms and the number of surgeons at their facility. According to the case, they have 12 full-time surgeons and only 5 operating rooms. Each surgeon operates on 4 patients per day so at most, the 12 surgeons can perform 48 total operations on a daily basis. Additionally, each operation takes 1 hour and since they only have 5 operating rooms, the maximum number of operations they can perform is 5 operations per hour. Operation time

Currently the clinic sees about 45 patients per day and they have capacity to handle 85. If they continue how they are operating the clinic is looking at a loss of $3,173. At this rate the clinic will not be able to make a profit in spite of inflation over the next couple years.

There are many components to a hospital or medical facility. All of them are necessary to have a properly functioning environment. The emergency department of a hospital is a fast paced world. You have to be constantly on your toes and prepared for whatever may come through the doors. There are many people that work in an emergency room to make it run smoothly. Techs, nurses, CNA’s, LVN’s, and doctors all work side by side to help those who are critically injured. Without all these people it would be complete chaos.

As a health care administrator/manager it will be imperative for you to work with the

On the other hand, clinical labor costs account for the majority of the clinic’s expenses; during the high season they run up to $150,000 a month, however it drops to $120,000 a month during the remainder of the year. The clinic must pay for other monthly expenses, such as fixed general and administrative expenses including clerical labor ($30,000/month), lease obligations ($12,000/month) and miscellaneous expenses ($10,000/month) as well as maintain a minimum cash balance of $50,000 at First Bank because of compensating balance requirements on its term loan. This amount, but no more, is expected to be on hand on January 1, 2010.

Analyses used to collect the data were the profitability, break-even and utilization/volume. A dashboard analysis was also used. To analyze the profit of the organization over the next five years, profitability analysis was used with considering inflation rates for each item. Break-even analysis was used to compare the amount of additional visits per day if the clinic operated as-is to operating with the expansion of the new marketing program. The break-even analysis was also used to recognize the volume required to cover the costs of the marketing program. The dashboard analysis was then used to summarize all analyses used.

Exhibit 3 (in the case) tells us that the patients are extremely satisfied with the operation procedure, physician care and nursing care of Shouldice Hospital. Nearly 86% felt that the Hospital cared for them and 58% felt that Shouldice hardly felt like a hospital.

We offer you Ebook Hardy Hospital Case Study Answers PDF in PDF format so you can read and

Dr. David Torchiana (Cardiac Surgeon) and Dr. Richard Bohmer (Quality Improvement Administrator) want to improve the process in the hospital by

Dr. Edward Earle Shouldice graduated from the University of Toronto in 1916 and at the time of World War II, he was requested to provide his services on the Medical Examining Board. Dr. Shouldice, who was appointed as a major in the army realized that many young men were unable to serve the county because of their poor medical condition and these men needed surgical treatment to repair their hernias before they could be pronounced physically fit for military training. Due to the lack of surgeons for such

These include relationships with the director of nursing, senior nursing staff, newer nursing staff, patient care assistants, physicians, and administrators. We will explore some of these relationships and the problems and issues associated with them, followed by recommendations and a plan of action that Barbara can implement to achieve her goals.

It is there for imperative to have separate specialist for general administrative and human resource functions in hospitals. Secondly with the tremendous expansion in health service it has become essential to have specialists or experts not only in two fields but also in other fields of hospital administration so the maximum efficiency can be achieved at the maximum cost. Hence the need for better planning, organizing, staffing, & coordinating hospitals can overemphasized. Hospitals administration can no longer be left to change in the hands of a person who is “jack- of all traders and master of –

including expansion into other specialty areas. Various proposals haae been adaanced to increase the capacity of the hospital