Shouldice Hospital Case

The case of Hall versus Hilbun is a case in which an exploratory surgery was conducted to try to locate a possible blockage in the small bowel to alleviate abdominal pain. Mrs. Hall went into the hospital complaining of abdominal pain, upon being seen by doctors she was treated by a general surgeon by the name of Dr. Hilbun who stated he thought the pain was due to a blockage in the small bowel and thought an exploratory surgery was deemed appropriate for treatment. Mrs Hall consented to the surgery and at

Richard Veller, the new CFO for Union Medical Center, began to change the operations of their management. Richard Veller looked to change UMC to an industrial system, which meant that the hospital would view cases as products. Just like any ordinary business, these products would have cost objects and would require an accounting system. In order to allocate costs appropriately, UMC was required to organize their cases into Diagnosis Related Groups to create a functional management control system. These changes brought certain internal issues into the spotlight. If solutions are not found, the hospital will not be able to implement their plans.

Middleboro Community Hospital is a non-profit hospital founded in 1890 with state licensure, The Joint Commission accreditation, and American College of Surgeons approval. Over 120+ year history, Middleboro has grown to be a respectable facility in the eyes of the medical community as well as its immediate population of patients in Middleboro. Still, Middleboro must continue to fight to remain relevant and up-to-date with the latest medical technology and changing patient demographics and needs. In order to this, Middleboro Community Hospital has set these three goals as part of their corporate strategy:

Professor Clayton M. Christensen prepared this case as the basis for class discussion rather than to illustrate either effective

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

Since 1945, Canada based Shouldice Hospital has gained a reputation around the world for their primary performed surgeries and services in hernia repair. Shouldice’s main objective is to take the inconvenience of being diagnosed with a hernia and turn it into a quick and even enjoyable experience for their patients. This is all possible through Shouldice’s service delivery system, consisting of selecting patients that do not hold an overly complicated hernia in order to perform a superior surgical technique established by Dr. Shouldice. The patients endure an active stay to ensure a proper, speedy recovery, and a quaint estate resembling a country club accompanied with a pleasant staff and encouraged socializing with other patients that give them a unique experience. After the patient's stay, Shouldice Hospital invites them back for a yearly gala Hernia Reunion dinner to follow up and provide a complimentary hernia inspection. The lifelong bond that Shouldice has been able to establish and maintain display the above and beyond service they’ve given their clientele for decades.

1.) Describe the method or methods you would use to determine priorities for both existing and potential services that the Lakeview Medical Center might offer.

and Dr. James Dowling et al. was presented to a medical review board, then ultimately in the Louisiana Court of Appeals, 4th District demonstrating the importance and necessity of informed consent. Between 1963 and 1973, Mr. Milton Lugenbuhl experienced three inguinal hernias and unsuccessful surgeries, ultimately receiving a successful mesh surgery in 1974. Ten years later, Mr. Lugenbuhl experienced another hernia following open-heart surgery, seeking the expertise of Dr. Dowling and requesting a surgery involving mesh to repair the defect. Dr. Dowling performed the hernia repair without using mesh, professing the mesh was not worth the risk of infection and the size of the hernia did not require a mesh closure. Subsequently, the plaintiff, Mr. Milton Lugenbuhl filed an action against Dr. John Dowling, specifically for not using a surgical mesh, requested by the patient, Lugenbuhl, to repair the hernia, seeking damages incurred from additional surgeries due to additional hernias (Lugenbuhl v Dowling). According to court documents, the trial judge rendered a directed verdict to the jury to return a favorable verdict for Dr. Dowling on the medical malpractice, as there was not enough evidence. Next, the jury awarded $300,000 in favor of the plaintiff finding Dr. Dowling liable for medical malpractice and failure to obtain informed

3. Yes, it would be morally justified for a surgeon to have provided the hernia surgery because who knows Roberta W. can survive the surgery. If there is no other option to helping Roberta W. hernia the surgeon should try their best and do the surgery. This option is way better than for Roberta W. to just sit there and refusing hydration at least the surgeon tried to help her. If we look at the teleological theory it says “denotes even if the act was wrong but the outcome turned out good then it is considered good.” So I think if surgeon don’t have any more option to help Roberta W.’s hernia they should just do the surgery because in the outcome who knows it can come out good. In case that this surgeon doesn’t do the surgery, there is millions of surgeon who would gladly do the surgery for Roberta W., it is 50/50 chance that she could die or

Shouldice Hospital is one where only external abdominal hernias are operated. The hospital has a unique “technique” for this which was developed by Dr.Earle Shouldice, the founder of the hospital. The hospital with its low cost solution, properly routine tasks, facilities for the patients and their visitors, high quality service, and best in industry doctors and staff had a competitive edge. The Shouldice Hospital in itself is not just a curing centre but a holistic experience for its patients, doctors, nurses and supporting staff alike.

Shouldice Hospital focus on hernia repair surgery which is mostly performed on males. Shouldice operation strategy

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

Unique and pioneering surgical technique for Hernia operation which reduced the suffering of the patients and led to rapid

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

A Canadian hospital specializing in hernia operations is considering whether and how to expand the reach of its seraices,