fallan faulkner - krystle grogan - mia hughes - jeanie neumeyer - amie sistad - paul thompson group...
TRANSCRIPT
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Fallan Faulkner - Krystle Grogan - Mia Hughes - Jeanie Neumeyer - Amie Sistad - Paul Thompson
Group Case Analysis – Spring 2012Management of Business Processes & Operations
Wednesday, March 21, 2012
Shouldice Hospital
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Current Situation
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Current Process Flow Chart
Check-in on first afternoon
Surgery and first
full day at Shouldice
day #2:Rest &
Recovery
day #3:Rest &
Recovery
day #4:Checkout
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Current Pre-Surgery / Pre-Patient
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Current Arrival: First Afternoon
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Current Surgery: Full Day #1
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Full Day #2 Full Day #3 Check-out
Current Process
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Key Factors for Success
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Key Issues/Problems
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Quality
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Quality
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Goals & Objectives
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Recommendations
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Current Bed Capacity Patient Intake and Surgeries Performed (as stated in the case)
Bed Capacity - Current
Inputs
Ops Per Day 33
# of Beds 89
Length of Stay/Nights 4
Saturday Surgery No
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
Sunday 33 33 33 33
Monday 33 33 33 33
Tuesday 23 23 23 23
Wednesday 0 0 0 0
Thursday 33 33 33 33
Friday
Saturday
Total Number in Hospital 66 66 89 89 89 56 33
Total Number of Surgeries 33 33 23 0 33
Total122
surgeries
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Improved Bed Capacity
Bed Capacity Inputs
Ops Per Day 40
# of Beds 89
Length of Stay/Nights 3
Saturday Surgery No
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
Sunday 40 40 40
Monday 40 40 40
Tuesday 9 9 9
Wednesday 40 40 40
Thursday 40 40 40
Friday
Saturday
Total Number in Hospital 40 80 89 89 89 80 40Total Number of Surgeries 40 40 9 40 40
Total Surgeries 169
Increase 39%
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CURRENT: Daily Operating Schedule
7:30 AM 7:45 AM
7:45 AM 8:00 AM 1 2 3 4 5
8:00 AM 8:15 AM
8:15 AM 8:30 AM
8:30 AM 8:45 AM
8:45 AM 9:00 AM 6 7 8 9 10
9:00 AM 9:15 AM
9:15 AM 9:30 AM
9:30 AM 9:45 AM Coffee Break
9:45 AM 10:00 AM
10:00 AM 10:15 AM
10:15 AM 10:30 AM 11 12 13 14 15
10:30 AM 10:45 AM
10:45 AM 11:00 AM
11:00 AM 11:15 AM
11:15 AM 11:30 AM 16 17 18 19 20
11:30 AM 11:45 AM
11:45 AM 12:00 PM
12:00 PM 12:15 PM
12:15 PM 12:30 PM
Lunch12:30 PM 12:45 PM
12:45 PM 1:00 PM
1:00 PM 1:15 PM
1:15 PM 1:30 PM
1:30 PM 1:45 PM 21 22 23 24 25
1:45 PM 2:00 PM
2:00 PM 2:15 PM
2:15 PM 2:30 PM
2:30 PM 2:45 PM 26 27 28 29 30
2:45 PM 3:00 PM
3:00 PM 3:15 PM
3:15 PM 3:30 PM
3:30 PM 3:45 PM 31 32 33 34 35
3:45 PM 4:00 PM
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IMPROVED: Mon, Tues, Thurs, Fri Operating Schedule (standard hernia surgeries)
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IMPROVED: Wednesday Operating Schedule (Recurrence/Complex hernia surgeries)
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Improved Process Flow Chart
Arrival: first
afternoon
Surgery: Full Day 1
Rest/Recovery: Full Day 2
Check out
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Improved Pre-Surgery / Pre-Patient
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Results / Outcomes
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Conclusion
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Questions?
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Works Cited:
• 1. Private Hospitals Act (1990, January 1). http://www.canlil.org/en/on/laws/stat/rso-1990-c-p24/latest/rso-1990-c-p24.html. Retrieved Month 3, 2012, from www.canlil.org: http://www.canlil.org/en/on/laws/stat/rso-1990-c-p24/latest/rso-1990-c-p24.html
• 2. Eckhert, D. (2012, March 1). Shouldice Hospital Administrator. (K. Groga, Interviewer)• 3. F. Robert Jacobs, R. B. (2011). Operations and Supply Chain Management (Vol. 13th). New
York, New York: McGraw-Hill/Irwin.• 4. Hallowell, J. H. (2005, January 21). Shouldice Hospital Limited (Abridged). Harvard Business
School Case . Ontario, Ontario, Canada: Harvard Business Reveiw Publishing.• 5. Hospital, S. (1996, January 1). Retrieved March 10, 2012, from www.Shouldice.com:
www.shouldice.com• 6. Inman, R. A. (2012, January 1). Reference for Business. Retrieved March 3, 2012, from
Reference for Business Encyclopedia of Business, 2nd ed.: http://www.referenceforbusiness.com/management/A-Bud/Aggregate-Planning.html#b
• 7. Jones, D. W. (2011, September 29). Hernia Surgery Not Always Needed. Windsor Star, Body and Health; Doctor Game , p. C5.
• 8. Levy, A., Sobolev, B., Hayden, R., Kiely, M., FitzGerald, J., & Schechter, M. (2005). Time on wait lists for coronary bypass surgery in British Columbia, Canada, 1991-2000. BMC Health Services Research, 522-10. doi:10.1186/1472-6963-5-22