Shouldice Hospital a Cut Above

As an NP I would choose to take care of 24-patients-per-day and have 141,887 left

Providing the best care to each patient starts with providing the proper amount of staff members to each unit. Looking at the needs of different units not only allows administration to see areas for improvement, but also areas that are being handled correctly. Utilizing the indicators provided by The Joint Commission, 4 East, a pediatric medical/surgical floor, has a high rate of falls and nosocomial pressure ulcers that appears to be related to the increase overtime nurses have been working for that floor (Nightingale, 2010). Research has shown increases in adverse events have been related to nurses working over 40 hours a week (Bae, 2012).

The operating room is well lit and is a sterile environment. The surgical tech can expect to be standing for long periods of time, depending on the surgery being performed. They usually work a minimum of forty hours a week and it can be either days or nights. They may be on call for emergency surgeries depending on the environment they chose to work in (AST, 2014, pp 3-26).

For 13 years, from 1968 to 1981General Hospital grew as a nonprofit hospital in their community by 100 beds, from 175 to 275 beds, and still maintained 90% occupancy. It was able to

Per week each surgeon should work 1200 minutes a week, a combined 2400 minutes, to have a 10% safety capacity, meaning that the two surgeons are really only going 15 minutes above the recommended time. If each surgeon works 1200 minutes a week that means there should be about two hours per surgeon for a safety capacity. The total available hours per surgeon with the safety capacity in effect is 1080 minutes per week, or 2160 minutes between them. So if the demand for the clinic is 2415 minutes, and each surgeon with the 10% safety capacity can work 1080 minutes per week, then the

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

Appropriate nurse staffing is a complex topic that has arisen as a nationwide healthcare issue within the profession of Registered Nurses (RN). To truly understand the concept of staffing one must understand that staffing and scheduling are often at times used interchangeably although Mensik (2014) noted a distinct difference between the two (p. 2). The American Nurse Association [ANA] (2012) has defined appropriate nurse staffing “as a match of registered nurse expertise with the needs of the recipient of nursing care services in the context of the practice setting and situation” (p. 6). Scheduling, in contrast, involves taking into account factors such as a unit’s historical census numbers along with anticipated surgical volumes

This hospital is a 65-bed rural hospital but it is the job of every hospital to give the best patient care possible. With a

The entire hospital holds a total of 90 beds, 5 operating rooms, 6 examination rooms, and a laboratory. Despite the size of the hospital, they average 150 operations per week and 7000 to 7500 operations annually. Also, it is important to note that there are only 12 full-time surgeons and 7 assistant part-time surgeons that handle all operations in 5 day a week period. The last thing to take into consideration is that each patient stays 3 days out of a week starting the day they arrive. Although Shouldice’s operations seems to be functioning just fine, there is a debate of effectiveness of whether or not they are fully utilizing their full potential in relation to surgeries performed and beds being

In terms of resources and finances, inpatient care is the most costly form of healthcare. It not only requires the medical supplies, but basic care supplies such as food, bedding, etc. It requires more practical resources in terms of electricity and other services, as well as more human resources, as the patients require round the clock care and availability. Hospitals and centers providing inpatient care therefore need a minimum of two shifts, and possibly three in order to avoid unnecessary and costly mistakes due to the workers’ exhaustion.

Moreover, the office visit length will be shortened due to the high demand of customers making it harder to provide good quality of care to patients as well . On the other hand, from the physician point of view it is predictable that doctors will change practice patterns from private offices to hospital services because the facilities pay salaries with less expectations in the number of patients seen per day. Furthermore, due to the elevated number of patients, time left for clinical documentation and record keeping will be nulle.

Rio Grande Medical Center is a full service not-for-profit acute care hospital with 325 beds. Most of the hospital’s facilities are devoted to inpatient care and emergency services, but a 100,000-square-foot section of the hospital is devoted to outpatient (OP) services. Of the 100,000-square-foot OP section, the OP Clinic uses 80%/80,000-square-feet, and the remaining 20%/20,000-square-feet are used by the Dialysis Center. Increased patient volume at the OP Clinic has created a need for 25% more space than it is currently assigned. Due to its large size and patients’ need to access other departments the decision has been made to move the Dialysis Center to another location, and allow the OP Clinic to

In the table below, surgery has been added on Saturday and the number of operations performed per day is 30, this implies the number of beds added will not be utilized, this is because the number of beds available on Saturday are still under the operating policies.

The hospital is currently utilizing 71.43% of their beds, this is actually an ideal operating point. To increase its rate of utilization might decrease the service quality.

“The Process Improvement in Stanford Hospital’s Operating Room” case has many issues when it comes to regards to its existing instrument provisioning process taking place within the Operating Room (OR) of Stanford’s Hospital. This process entails getting instruments ready for a surgery in the OR and the cleansing of these instruments afterwards; however, there are many problems that arise in this process.