Essay on Shouldice Hospital Operations Management

The cost of Medical equipment plays a significant role in the delivery of health care. The clinical engineering at Victoria Hospital is an important branch of the hospital team management that are working to strategies ways to improve quality of service and lower cost repairs of equipments. The team members from Biomedical and maintenance engineering’s roles are to ensure utilization of quality equipments such as endoscope and minimize length of repair time. All these issues are a major influence in the hospital’s project cost. For example, Victory hospital, which is located in Canada, is in the process of evaluating different options to decrease cost of its endoscope repair. This equipment is use in the endoscopy department for

Surgeons rely on technology, from diathermy to the operating room lights, assistance and team work. The conscientious staff should always ensure that the equipment is functioning and reliable. Hospital acquired conditions are medical complications that has a negative impact on patients during their hospital stay. Medicaid or additional services are not reliable to pay the hospital for any conditions that were developing while in the hospital. Based on surveys through several studies, expertise shows that medical conditions and errors are preventable. The beginning process of surgery usually starts with the patients preparations. Healthcare providers will remove hair that is on the body to be operated on. Patients who are diabetics must have their blood sugar monitor. Before any surgical procedure, healthcare nurses must interview the patient if they are scheduled to have surgery. The steps are getting blood withdrawn for lab work, receiving and E.K.G and information on past medical history. This type of process is to make sure the patient is healthier enough to undergo surgery. The preoperative phase which is the first stage used to perform tests; however the results of testing may come out wrong due to a malfunction in the machine. This can lead to a surgical infections and errors during prep and procedures. The goal of perioperative care is to provide

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

Operations management is the organizing and controlling of the fundamental business activity of providing goods and services to customers (Encarta, 2005). In the healthcare industry, operations management generally focuses on providing a service of healthcare to patients. An organization has three basic functional areas, and theses are: finance, marketing, and operations (Operations Management, 2004, p.4). Since operations is one of the three basic functions of an organization it holds a strong significance in the healthcare industry. The contents of this paper will explain what operations management means to the writer, and why is operations management important to a healthcare organization.

This service was provided during the postoperative period for a previous related procedure conducted by the same surgeon.

Please use this template to answer the questions below in essay format. The minimum word count for the three questions of Part 1 is 300 words total (or 100 words per question). A reference citation is required.

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.

Reassign the number of exam rooms to better optimize utilization and fulfill demand; MD cycle time is 19.4 minutes and NP cycle time is 32.8 minutes. Redirecting exam rooms to MD’s would also reduce the wait time for next available appointment thus improving patient satisfaction with wait time. For example,

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

Shouldice method of operation and quick recovery at relatively low cost are its USPs and thus enjoys overfull demand, with 1200 backlog patients.

Shouldice Hospital follows the business model of focus on a single standardized service for a narrow target of consumers, rather than to provide customized solution (as in a general clinic or hospital). It focuses on providing quick, convenient, and reliable cure for external types of abdominal hernias. The Hospital uses its own technique, called the Shouldice Method and claims to provide relatively short post-operative recovery period.

Services are provided by highly qualified, cooperating with each other, mutually respectful and stable staff,

You are an IT Director at a medium-sized urban hospital with 160 beds and 1,500 associates. You are a full-service hospital with a typical list of departments to include multiple ICUs, mother & baby, emergency services, radiology, oncology, surgery, etc. You are considering a new EMR application because the vendor of your current EMR has lost market share, failed to pass meaningful use attestation, and is losing market share with unpredictable future stability state. You are considering a cloud solution as the potential network architecture & strategy.

The problem at Memorial Hospital is the focus on costs instead of health care. When a health care provider does not take the primary business as the core value of the operation and make strategic and tactical decisions based primary on costs, it decreases the consumers’ (patients) satisfaction in long run. As consumers reduce or stop purchasing goods and services from the hospital, hospital may make more cost oriented decisions and falls into a negative cycle. Eventually the hospital may face the fate of loosing business to competitors and the possibility of closing the door.

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