Case Shouldice

After having a very successful performance and getting second place on the first Littlefield simulation game we knew what we needed to do to win the second simulation game. We were very eager to outperform our competition and we almost did so, but ended up in second place again with a cash balance of $2,660,393.

Before making an important decision, it is very important to set up clear goals of the decision. In the prompt, the town of Surette must decide whether to convert the abandoned building into a private office space or a new community center. The town has developed two distinct goals they want to accomplish through the decision. One of the goals is to gain revenue from the conversion of the building. The other goal is to increase the standard of living for the citizens of Surette. This is a very difficult decision because each option has its strengths and weaknesses. Nevertheless, we can simplify this decision by employing the rational decision making model discussed in our textbook. In order to reach a rational decision, I will review the information provided in the

Without expanding the facilities and increasing the number of employees, this higher capacity is likely to be insufficient for additional patients.

These three areas, patient satisfaction, staffing, and medical errors would be the big ones that I would have to focus on in order to improve the overall quality of service provided by the hospital. I think that better or more efficient staffing and increased patient safety via the reduction of medical errors would greatly help to resolve some of the existing patient satisfaction issues. Adequate staffing is a very important part in promoting positive patient experiences and outcomes. According to Sultz and Young (2010), “there is increasing evidence that nurse staffing is related to patient outcomes in both medical and surgical cases. Studies indicate a direct link between the number of registered nurses and the time they spend with patients and the number of serious complications and patient deaths”(Sec 3.16, Quality of Hospital Care). I would suggest that the hospital work closely with its existing nursing staff to ensure that there are enough nurses and that they have enough time for their patients.

Typical long-term goals for hospitals could be expansion, offering more services, and quality management and assurance. Short-term goals to reach the long term goals could be funding, more medical equipment, and surveys. A hospital would need funding for new equipment, expansions, or services, so a look over the financial situation of the hospital would be needed. Finding areas to add funding, cut funding, or do fundraising could then be approached. Furthermore, quality assurance and management, there are several short-term goals such as questionnaires, quality and risk management (Wasik, M. 2006).

Throughout this course I have learned about the various challenges that impede productivity and efficiency at today’s hospitals. These issues facing the modern healthcare organization come in varying forms from technological, staffing, and financial to name a few. There are no limits to what hospitals can face in these modern technologically savvy times. Below are the major issues that today’s hospitals are facing, though there are many facets to these topics it will be described as best as possible to meet overall challenges:

The FASB Codification provides guidance on how developing animals and animals available and held for sale are to be valued. Section 905-330-35-2 states that developing animals are to be valued at the lower of cost or market. Section 05-330-32-3 states that animals available and held for sale are to be valued:

If it is due to the lack of beds for the increasing amount of people coming into the Emergency Room then I would seek to expand the Emergency Room department and add the amount of beds that are allowed by the state and government. The staffing will have to be a top priority and make sure that we have enough staff to cover and have the backup staff to cover people when they are calling in sick. I would also concentrate on the admissions process of the patients and the triage time and accuracy of these patients. Each step and specific need of the Emergency Room patient intake and follow up may need a special worker to make sure that their stay at the Emergency Room is fast and efficient. This would start with the first people to see you, which is triage. The nurses must have a special room to take down the information and why the patients are at the Emergency Room. These nurses also need to see how critical the visit is to the Emergency Room and address them accordingly. For example if you have someone with a broken arm you want to get their vitals and into the exam room as fast as possible. If you have a patient who is coming in for a headache and is just seeking some medication then they would not be as critical as the person who has a severe cut, heart attack, broken limb, etc. Then you have the Registration personnel come and take care of the necessary paperwork and see if someone else is able to do it for the

Patients who are uninsured or underinsured definitely benefit because they can potentially avoid crippling medical bills for the care they need. Insurance companies may also benefit due to not having to pay such large amounts for domestic

Every patients main concern when going to a hospital is to get a surgery to fix a problem that they have, or to receive prescriptions for illnesses and diseases. But a factor most probably are not worried about when they go to a hospital is how they are being treated. Doctors already have a difficult task to perform, but overcrowding the hospitals will cause them to be busy and possibly conduct their job with out the amount of care that is required. Giving out prescriptions in a hospital could also be effected. Patients vital medicine could be mixed up with someone else’s and cause even more harm.

Hospitals need to measure performance in key areas that affect patient flow and capacity, and identify the drivers of capacity constraints and key opportunities for performance improvement.2 “Identifying real drivers of capacity constraints and key opportunities for performance improvement can be achieved by: Monitoring how many cases are being diverted from the hospital, understanding how systems and tools are functioning for patient admission, discharge, and transfer, determining the efficiency of activities such as bed tracking and control, patient transportation, housekeeping, and care delivery.3”

(CITE) Despite its success the Canadian health care system has some concerns associated with it and It is important for policy makers, and the health management sector to address these issues and provide solutions for them. Health management is a complex social goal, and a major initiative in Canada, which is heavily relied on the public sector. One of the major issues the health care system is currently facing the over crowded emergency departments and extremely long waiting times. . In this paper I will discuss the issue of overcrowded hospitals as a results of the rising population of the elderly. Many of our hospitals are over crowned, there are long waiting time, and the elderly are not provided with sufficient care. Overcrowding will place an increasing amount of burden on the hospital by delaying testing and diagnosis times, creating a shortage of nurses and doctors, and it may also have a negative impact on the financial state of the hospital.

This assignment will be a good review of the following: Choose a company or an industry in which you have worked or would like to work. It could be a hospital or a physician practice. Identify all the important stakeholders for the entity. Determine the primary aims/objectives of each stakeholder. Assess the power of each stakeholder to affect the company’s strategic plans, and how it may apply that power. Explain how the company might respond to the possible actions of each stakeholder. Recommend tradeoffs that company managers could make to accommodate the stakeholders in a way that optimizes the company’s own performance.

Their existing system and reputation have already set them apart as a market leader and has proven to be a profitable setup. However, there is still an unmet demand. Option 1 to add 50% more beds may not be beneficial if we don't also increase operation. Increasing the number of bed by 50% would not be advisable unless they would add more surgeons and operating rooms because the existing operating

Managing demand and capacity: MGH could forecast the demand and research the bottlenecks in each area of process flow diagram (Exhibit 8) such as surgery room, Ellison 8 rooms, SICU floor bed, and other hospital beds. Based on the research, they can increase or decrease the resources such as staff or beds or even expand the facility. They need the data to forecast and manage the capacity. Without the data, it is impossible to manage the capacity. So MGH need to start collecting data to better manage the demand and available capacity. However, this would not help solve the current immediate problem in hand to improve the process and reduce costs.