This document provides a business plan for Steadman Hospital created by a student group. It includes sections on the hospital's location, financial plan, medical services, demand forecasting, e-commerce strategy, equipment needs, supply chain management, human resources, revenues, and a three-year financial plan. The group developed a strategy of splitting the hospital into a "Growth" hospital and a "Base" hospital. Creating a comprehensive operations plan for a hypothetical hospital provided the group valuable experience in strategic planning and considering the many interconnected factors involved in running a successful healthcare business.

1. 1
STEADMAN
HOSPITAL
OPIM
Final
Project:
Matt
Kahl,
Kendra
Otis,
Brook
Rice,
Karlyn
Seidner
Matthew
Kahl:
matthew.kahl@colorado.edu
Kendra
Otis:
Kendra.otis@colorado.edu
Brooke
Rice:
brook.rice@colorado.edu
Karlyn
Seidner:
karlyn.seidner@colorado.edu

2. 2
Table
of
Contents
I. Executive
Summary
3
II. Introduction
5
III. Overview
of
Data
analysis
8
IV. Physical
Location
and
Financial
Plan
18
V. Medical
Service
Plan
25
VI. Demand
Forecast
30
VII. E-­‐Commerce
&
E-­‐Business
Plan
34
VIII. Equipment
Plan
41
IX. Supply
Chain
&
Inventory
Management
Plan
48
X. Human
Resources
Staffing
Plan
and
Cost
Analysis
57
XI. Revenue
analysis
73
XII. Simple
Three
year
financial
plan
74
XIII. Process
Maps
80
XIV. Final
Summaries
93
XV. References
105

3. 3
(III)
Executive
Summary:
Given
this
project
to
be
worked
on
for
one
semester
has
allowed
our
team,
Steadman
Hospital,
to
skim
the
surface
of
what
a
realistic
operations
system
of
any
business
may
be.
To
be
assigned
a
hospital
and
starting
from
the
absolute
beginning
proved
to
be
a
challenge
yet
purposeful
project
when
developing
functional
knowledge
for
the
subject
of
operations.
Our
group
began
where
any
business
associate
should
begin
–
develop
the
first
set
of
goals
that
we
would
like
to
achieve.
Being
said,
the
overall
objective
was
to
create
a
hypothetical,
yet
operational
hospital
that
is
also
profitable.
At
the
very
beginning
of
the
semester,
all
members
within
our
group
had
very
little
knowledge
on
how
a
general
hospital
functions,
which
does
not
even
include
how
said
hospital
could
make
any
sort
of
profit.
Therefore,
we
searched
for
a
mentor
who
could
give
us
the
initial
spark
of
this
project.
After
a
long
back
and
forth
meeting,
our
mentor
(NAME)
and
various
sourced
doctors
helped
us
generate
the
unique
idea
of
splitting
our
hospital
into
a
Growth
hospital
and
a
Base
hospital
–
which
will
be
discussed
later
in
this
document.
Having
this
idea
always
running
through
our
minds,
we
continued
developing
the
basics
of
the
hospital
such
as
location
and
facility.
Once
the
location
and
building
was
chosen
and
our
intellectual
strategy
of
Base
versus
Growth
was
decided
on,
all
details
pertaining
to
the
remainder
of
the
project
fell
into
place.
In
the
development
of
Steadman
Hospital,
we
found
that
successful
organizations
are
not
simply
drawn
out
and
put
into
action.
Instead,
to
generate
a
profitable
business
requires
immense
planning
and
detail
of
how
the
organization

4. 4
will
correlate
with
the
business
owners’
goals.
This
posed
as
an
initial
problem
with
generating
a
hospital
because
hospitals
have
immense
expenses
with
an
even
larger
initial
expense.
Of
course,
the
purpose
of
the
project
was
to
convince
an
investor
or
several
investors
as
to
why
Steadman
Hospital
would
be
the
most
effective
hospital
to
invest
in.
Though,
asking
an
investor
for
the
initial
several
hundred
million
dollars
to
fund
the
creation
of
a
newly
improved
hospital
proved
to
be
an
unrealistic
plan
that
was
not
in
the
best
interest
of
any
investor.
Because
of
this,
our
group
found
that
just
because
there
is
a
simple
way
of
doing
something
does
not
make
it
the
most
ideal
decision.
This
initial
hurdle
demonstrated
to
our
group
that
organizations
must
think
outside
of
the
box
when
making
certain
important
decisions.
This
newly
found
knowledge
allowed
our
group
to
form
a
successful
business
plan
for
the
operations
of
Steadman
Hospital.
Possibly
the
most
important
thing
we
learned
when
generating
the
operations
for
Steadman
Hospital
was
that
we
are
developing
a
business
–
not
just
a
product.
Some
companies
have
realized
that
when
creating
a
new
product,
they
must
start
specific
and
move
towards
the
basics
of
their
organization.
Though,
because
we
had
a
more
directed
focus
on
the
business
and
not
the
service
itself,
we
found
it
easiest
and
most
successful
to
start
with
the
fundamentals
and
move
towards
specific.
Therefore,
as
mentioned
before,
we
started
with
the
idea,
chose
a
facility
(located
in
Los
Gatos,
California),
and
then
went
deeper
into
definite
categories
such
as
medical
service
demands
and
human
resource
management.
By
starting
with
these
basic
stages
of
development
and
moving
to
more
targeted
stages,

5. 5
it
allowed
our
team
to
fully
understand
each
operation
running
within
Steadman
Hospital.
As
a
whole,
we
found
that
hospitals,
like
all
other
businesses,
are
changing
with
the
modern
world.
New
ideas
and
operations
are
no
exception
to
this
change,
which
accounted
for
a
whole
remodeling
of
the
operations
that
flow
within
Steadman
Hospital.
As
a
result,
we
chose
our
location,
developed
a
medical
service
plan
and
demand
forecast,
equipment
plan,
supply
chain
and
inventory
management
plan,
human
resources
staffing
plan,
and
developed
a
financial
forecast,
which
all
related
to
the
changes
American
is
currently
facing.
With
that,
we
found
that,
to
be
a
successful
business
in
modern-­‐day
America,
the
company
must
be
able
to
adapt
to
attract
and
retain
continuous
consumer
support.
Throughout
the
process
of
this
project,
we
found
that
the
subject
of
operations
management
is
a
complex
yet
important
field
when
generating
a
profitable
business.
In
fact,
we
found
that
every
aspect
of
a
business
must
undergo
some
form
of
operations
for
any
specific
department
to
exist.
With
that,
this
project
allowed
an
enhanced
insight
on
the
world
of
business,
specifically
how
businesses
operate
on
a
day-­‐to-­‐day
level.
(IV)
General
introduction:
As
a
group
we
are
working
on
developing
a
detailed
and
efficient
business
proposal
of
a
hospital
we
would
like
to
create.
We
have
decided
to
purchase
an
existing
hospital
located
in
Los
Gatos,
California
called
Steadman
Hospital.
Our
hospital
will
be
a
branch
of
one
of
the
most
prestigious
and
well-­‐known
hospitals
in

6. 6
the
world
identified
as
The
Steadman
Clinic,
located
in
Vail,
Colorado.
Although
we
associate
ourselves
with
Steadman
Clinic,
we
operate
as
a
full
serviced
hospital
instead
of
just
a
specialized
clinic.
As
a
result,
Steadman
Hospital
uses
the
Steadman
name
to
distinguish
the
difference
between
our
hospital
and
Vail’s
clinic
all
while
maintaining
the
prestigious
name.
The
hospital
contains
143
total
beds,
has
about
255,000
square
feet,
and
consists
of
three
different
buildings.
The
following
business
and
strategic
decisions
made
to
create
this
newly
functional
hospital,
such
as
the
different
departments
and
how
much
space
is
required
for
each
section,
is
based
on
Steadman’s
higher
goals
of
efficiency,
importance,
accessibility
and
affectivity.
The main goal of the project is to develop an intelligent and functional
business plan of which will cause a desire for investors to invest in Steadman Hospital.
In order to focus on a specific target market and differentiate ourselves from other
hospitals, Steadman Hospital has created an intricate hybrid between business and
hospital that does not just function as a prestigious hospital. With that, the hospital is
going to be split into two diverse segments. The first segment will be hereby considered
as the ‘Base’ hospital, which will consist of typical functions within a general hospital.
The next section is what Steadman Hospital named the ‘Growth’ hospital, which is where
we will focus on separating ourselves from the other competition. As an alternative of
concentrating on one main section to specialize in, the “Growth” hospital will focus on
multiple highly profitable segments. Within this “Growth” hospital we will acquire
customers from all around America, and hopefully the world, whereas the Base hospital
will serve as a primary hospital for those within Los Gatos, California. As a result,
Steadman Hospital will have a high focus on the human resource department and having

7. 7
the best doctors to function as an efficient and effective, and mostly, an attractive
hospital.
To be able to make a proficient and resourceful hospital we will display a detailed
service menu of the requirements for each of our different services Steadman has to offer,
which are listed below. In the detail given, we will first distinguish all various types of
equipment that each operational department will need for them to function as successful
as possible. This will begin at clarifying the proper equipment needed to provide comfort
in the lobby, such as: coaches, tables etc., to identifying specific tools and machines
needed in the Emergency Room. Likewise, we will purchase anything from operating
tables to MRI machines and CT scans. With that, we will provide an inventory
management strategy to make sure Steadman Hospital always have the correct amount of
tools to be able to offer the most quality services. To do this, our hospital will connect
with highly reliable manufacturers who will be able to maintain a set delivery schedule
for all the implementations needed.
Another important aspect of constructing our Steadman Hospital, and one of our
main priorities, is the elaborate human resource program. We will provide a specified
staffing plan along with a detailed cost analysis that focuses on each occupation within
the hospital. Further more, outside of having exceptional specified and general
professionals we will have physician assistants, nurses, customer representatives,
administrative support, faculty maintenance, and a strong management team. To help
maintain a successful and profitable hospital, Steadman’s primary goal is to keep our
employees happy because, like any other business, Steadman Hospital is only as good as
those working behind it.

8. 8
Lastly, a central feature of our hospitals success is making sure we have accurate
financials. Having intelligent and precise numbers along with someone who fully
understand how to manage and disperse Steadman’s financials is vital to achieving our
goals. With that, we will make sure that all related employees are understanding of
Steadman Hospital’s financial structure. Steadman Hospital will be very transparent with
our financial information so there will be no secrets. In order to do this our hospital will
keep an up to date revenue analysis along with a detailed financial analysis. This will
enable us to recognize where the hospital stands as a business and what we can do to
change or improve on to eventually be California’s number one hospital.
Chosen
approach
to
the
market:
Choosing
a
specific
market
for
a
hospital
was
first
thought
to
be
simply
the
area
surrounding
the
city
of
which
the
hospital
was
located
within.
Though
that
works
with
smaller,
non-­‐profit
hospitals,
it
would
seem
that
this
strategy
is
too
narrow
of
a
market
when
looking
to
make
any
profit.
So,
to
expand
our
target
market,
we
did
the
following:
hypothetically
‘separate’
the
hospital
into
two
major
sections,
which
will
have
separate
operating
functions
within
each
section.
To
understand
the
two
segments
of
the
hospital,
it
is
easier
to
have
a
name
for
each
major
faction.
The
first
division
is
what
is
called
the
“Base”
hospital.
The
base
hospital
of
Steadman
Hospital
operates
very
similarly
to
any
general
hospital
found
throughout
the
country,
and
is
designed
to
help
the
community
in
non-­‐
specialized
departments
of
medical
aid.
Therefore,
the
following
markets
would
be
primarily
targeted:

9. 9
• Walk-­‐ins
• Emergencies
• Outpatient
• Non-­‐reconstructive
surgeries
(surgical
services)
• Infant/newborn
&
child
services
• Woman’s
health
• Men’s
health
• Pediatrics
• Senior
Services
• Imaging
Center
• Radiology
• Cardiovascular
treatment
• Cardiovascular
Research
• Physical
therapy
• Rehabilitation
The
previously
listed
operations
are
designed
to
aid
the
population
of
Los
Gatos
in
an
efficient,
effective
and
ordinary
fashion.
The
targeted
population
for
this
Base
section
of
the
hospital
is
primarily
within
city
limits
because
hospitals
across
the
globe
function
very
similarly
to
each
other,
given
the
listed
services.
And
because
of
this,
individuals
across
the
country
will
not
choose
to
travel
the
distance
for
simple
procedures
and
medical
attention.
Also,
within
the
list
of
services,
it
is
clear
that
very
few
of
them
can
produce
any
significant
revenue
or
profit.
This
is
because
they
are
rather
high-­‐expense,
low-­‐income
fields
to
simply
provide
service

10. 10
within
the
community.
These
services
are
projected
to
not
bleed
a
loss
for
the
hospital,
and
are
functional
at
a
break-­‐even
or
small
profit
margins.
This
will
keep
the
Hospital
at
a
functional
level
to
help
support
the
next
major
section.
The
second
primary
section
of
the
hospital
is
what
is
called
the
“Growth”
hospital.
Within
this
segment,
the
hospital
focuses
on
very
specific
and
specialized
sections
of
hospital
procedures,
which
are
globally
known
to
be
costly
and
require
enhanced
expertise.
The
following
sections
will
be
highly
focused
and
specialized
within
the
Growth
hospital:
• Specialized/reconstructive
surgeries
• Cancer
treatment
• Cancer
Research
o Though,
because
of
Steadman
Hospital’s
location
and
highly
contracted
cancers,
the
primary
focus
of
us
will
be
breast
and
skin
cancer
• Pharmaceuticals
• Drug
research
and
development
Unlike
the
Base
section
of
the
hospital,
this
Growth
section
is
specifically
targeted
towards
individuals
within
all
of
America
who
are
in
need
of
qspecialized
and
highly
experienced
procedures.
As
mentioned
before,
these
fields
are
rather
costly
and
require
close
attention
by
experienced
doctors.
Because
of
the
intended
doctors
Steadman
Hospital
will
use,
who
are
widely
known
for
their
practices,
there
is
realistically
no
limit
to
any
specific
market.
This
opens
up
a
very
large
range
of

11. 11
opportunities
for
Steadman
Hospital
to
become
widely
known
through
out
the
country,
targeting
anyone
who
has
any
need
of
specialized
medical
attention.
Competitive
advantages/differentiators:
A
struggling
concern
for
all
businesses
would
be
how
to
effectively
separate
your
business
from
all
similar
companies.
A
hospital
is
no
different
than
a
company
in
this
way.
To
begin
separating
the
hospital,
it
is
easiest
to
look
at
the
most
obvious
ways
to
differentiate
yourself,
and
move
to
more
complicated
differentiations.
Therefore,
the
first,
most
obvious
way
to
segment
Steadman
Hospital
away
from
other
hospitals
is
to
hire
highly
talented,
trained
and
experienced
doctors
to
initially
work
for
the
hospital.
This
will
capture
the
attention
of
people
across
the
country,
which
will
understand
the
quality
of
work
done
at
Steadman
Hospital.
Though,
having
these
doctors
to
directly
fix
and
help
patients
is
not
their
only
intended
use
at
the
hospital.
Stanford
University,
a
prestigious
school
located
only
a
few
miles
away
from
Los
Gatos,
has
a
surplus
of
students
striving
to
learn
by
professionals.
By
having
the
University
neighbor
Steadman
Hospital,
it
targets
the
students
to
become
interns
and
young
employees
looking
for
experience,
to
work
for
Steadman
Hospital.
This
opens
an
opportunity
for
young
adults
to
be
trained
by
the
best
doctors
known
which
will
create
the
next
generation
of
the
best
doctors.
Creating
the
future
of
medical
staff
is
only
the
beginning
of
how
our
hospital
is
different
and
considerably
better
than
other
hospitals
within
the
country.
The
next
factor
consists
of
Steadman
Hospital
focusing
much
of
its
attention
towards
human
resources
management.
To
begin,
the
only
way
to
retain
doctors
and
early

12. 12
interns
is
to
have
them
want
to
stay.
Given
this,
doctors
and
other
staff
will
receive
benefits
related
to
their
status
of
employment.
Many
of
these
benefits
are
found
within
successful
companies
across
America.
Some
of
these
benefits
include:
• 401k
retirement
plan
• Stock
options
• Various
insurance
plans
• Significant
Wages
• Publication
benefits
• Grant
Benefits
(research
studies)
A
very
unusual
benefit
listed
above,
for
a
hospital,
is
stock
options.
This
is
another
section
where
Steadman
Hospital
differentiates
itself.
The
strategy,
which
will
be
explained
in
more
detail
later,
is
rather
simple.
The
hospital
has
a
large
drug
and
cancer
research
and
development
section
within
the
hospital.
This
is
projected
to
not
only
increase
retention,
but
also
heighten
participation
of
experienced
doctors.
This
development
of
drugs
and
treatments
is
essentially
another
company
within
the
hospital
itself
–
though
under
the
same
staff.
This
not
only
helps
bring
in
a
rather
significant
amount
of
research,
but
it
also
helps
increase
profits
through
being
a
public
company
within
the
stock
market
and
even
increase
retention
within
the
hospital.
These
factors
are
all
part
of
the
bigger
picture
on
how
Steadman
Hospital
is
different
than
other
hospitals
within
Los
Gatos
or
the
rest
of
the
country.
This
‘bigger
picture’
is
understood
that,
Steadman
Hospital
is
applying
good
business
practices
within
the
hospital.
This
is
somewhat
uncommon
for
most
hospitals,
for

13. 13
they
typically
only
know
how
to
run
a
hospital
as
a
hospital.
By
integrating
intelligent
business
systems
and
operations
within
the
hospital,
we
hold
an
advantage
within
many
sections
of
a
business.
Some
of
these
advantages
would
include:
• Increased
efficiency
and
effectiveness
• Faster
communication
• Higher
Retention
• Happier
employees
• Cost-­‐effective
operations
• Best
doctors
and
educated
interns
• Top
internship
programs
These
advantages
will
help
put
Steadman
Hospital
above
others
within
similar
specializations
with
the
understanding
that
other
hospitals
do
not
necessarily
know
how
to
function
as
anything
beyond
a
hospital.
Therefore,
with
the
collaboration
between
hospital
and
business,
Steadman
Hospital
is
superior
to
the
majority
of
hospitals
throughout
the
country.
The
next
major
differentiating
factor
that
Steadman
Hospital
has
over
other
hospitals,
especially
within
the
Northern
California
region,
is
that:
our
hospital
is
associated
with
the
name
“Steadman”.
As
mentioned
before,
the
Steadman
name
is
highly
valued
for
specialized
procedures
taken
place
within
Vail,
Colorado.
By
connecting
the
Steadman
name
to
our
hospital,
we
immediately
obtain
a
comparable
value
of
the
Clinic
in
Vail.
This
added
value
will
attract
customers
to
our
location
who
would
typically
look
for
other
prestige
medical
services.
As
a
result,

14. 14
Steadman
Hospital
will
have
a
heightened
advantage
over
other
hospitals,
particularly
hospitals
that
are
recently
operational.
After
noting
the
several
important
differentiating
factors
that
Steadman
Hospital
obtains,
it
would
be
best
to
understand
our
hospital’s
direct
competition
and
opportunities
for
partnership.
Therefore,
the
following
information
suggests
just
that:
1.
Los
Gatos
Surgical
Center:
Los
Gatos
Surgical
Center
is
located
in
the
heart
of
Los
Gatos,
California
approximately
2.4
miles
south
of
The
Steadman
Hospital.
The
Los
Gatos
Surgical
Center
is
a
facility
designed
strictly
for
outpatient
surgeries.
They
focus
much
of
their
treatment
towards
family
care
and
provide
an
excessive
amount
of
their
attention
towards
the
individual
patient.
The
surgical
center
does
not
specialize
in
one
specific
surgery,
rather
they
have
a
large
variety
of
different
services
such
as:
gynecology,
vascular,
ophthalmology,
gastroenterology,
and
plastic
surgeries.
Based
off
research
and
the
general
sizes
of
hospitals
and
centers
in
the
surrounding
area,
Los
Gatos
Surgical
Center
is
not
an
extremely
large
center.
Even
though
this
is
a
surgical
center,
what
differentiates
The
Steadman
Hospital
from
Los
Gatos
Surgical
center
is
not
only
the
fact
the
reconstructive
surgery
is
something
we
specialize
in
but
also
since
we
are
linked
with
the
Steadman
Clinic
out
of
Vail,
Colorado
we
automatically
have
that
competitive
edge
over
other
hospitals
surrounding
us.
This
is
due
to
the
simple
reason
that
the
Steadman
Clinic
is
one
of
the
most
famous
and
well-­‐known
hospitals
in
the
world
and
being
linked
with

15. 15
them
allows
us
to
have
the
top
doctors
treat
our
patients.
In
addition,
The
Steadman
Hospital
has
its
own
physical
therapy
clinic
right
on
campus,
which
allows
our
patients
to
get
all
the
treatment
they
need
in
one
place.
Having
the
reconstructive
surgeries
being
apart
of
our
‘growth’
business
proves
to
patients
that
we
are
attracting
a
high
range
of
patients
due
to
our
extraordinary
service.
2. Stonebrook
Health
and
Rehabilitation:
Stonebrook
Health
and
Rehabilitation
is
located
in
Los
Gatos,
California
about
3.2
miles
south
of
The
Steadman
Hospital.
The
center
focuses
on
helping
individuals
recover
from
surgeries,
injuries
or
serious
illnesses.
The
main
segment
that
Stonebrook
targets
is
more
of
the
older
generation,
as
they
provide
nursing
and
social
services
to
these
patients.
The
clinic
is
made
up
of
about
73
beds
and
believes
in
helping
individuals
thrive.
Stonebrook
Health
and
Rehabilitation
center
focuses
on
different
aspects
of
health
services
then
The
Steadman
Hospital
does.
Stonebrook
is
concentrated
on
providing
a
nurturing
facility
for
the
elder
generation
that
contains
various
types
of
therapy.
The
Steadman
Hospital
does
not
target
the
older
population
as
highly
as
we
target
the
more
active
generation.
Although,
having
Stonebrook
so
close
to
The
Steadman
Hospital
could
lead
to
us
having
more
patients
from
the
ages
of
70
and
above.
Since
Stonebrook
Health
and
Rehabilitation
does
not
provide
surgical
procedures
that
could
be
somewhere
where
we
come
in
which
would
give
The
Steadman
Hospital
a
competitive
advantage
over
the
Stonebrook
Center.

16. 16
3. Stanford
Hospital
and
Clinics:
Stanford
Hospitals
and
Clinics
is
the
main
hospital
that
surrounds
The
Steadman
Hospital.
It
is
a
huge
organization
located
mainly
in
Palo
Alto,
California
but
is
also
spread
around
various
parts
of
Northern
California.
Stanford
Hospitals
is
approximately
20
miles
north
of
The
Steadman
Hospital
and
provides
our
hospital
with
many
opportunities.
The
Stanford
Hospital
has
over
fifty
different
complex
services
along
with
twenty
separate
buildings.
This
gives
The
Steadman
Hospital
a
slight
advantage
because
all
of
our
services
take
place
in
three
buildings
that
are
just
steps
away
from
one
another.
We
also
designed
the
buildings
so
that
similar
patient
needs
can
be
accessed
within
the
same
structure.
Going
to
a
large
hospital
can
be
over
whelming
and
the
size
of
our
hospital
gives
our
doctors
and
employees
the
opportunity
to
be
able
to
really
connect
with
each
patient
and
give
them
a
memorable
experience.
Even
though
Stanford
Hospital
does
specialize
in
many
different
services,
one
they
do
concentrate
more
on
is
organ
transplants,
which
The
Steadman
Hospital
does
not
do.
We
specialize
in
other
reconstructive
surgeries
and
because
we
dedicate
ourselves
to
fewer
‘growth’
services
it
allows
our
doctors
to
really
excel
in
them.
In
addition,
Stanford
does
have
a
very
prominent
research
center
and
intern
program.
Instead
of
seeing
this
as
a
threat
The
Steadman
Hospital
looks
at
is
as
an
opportunity
because
we
are
also
conjoined
with
Stanford.
Our
goal
is
to
bring
in
the
medical
students
from
University
of
Stanford
to
help
our
doctors
with
their
research,
while
gaining
experience
from
some
of
the
best
around.
It
is
merely
impossibly
for
the
Stanford
Hospital
to
accept

17. 17
every
medical
student
looking
for
an
intern
ship.
Therefore,
being
correlated
with
Stanford
allows
us
to
work
with
them
and
distinguish,
which
interns
will
work
where
based
on
what
they
want
to
specialize
in
and
experience.
One
aspect
of
research
we
focus
on
that
Stanford
does
not
is
pharmaceutical
research.
Likewise,
besides
having
the
greatest
minds
behind
our
drug
research,
those
interns
who
want
to
excel
in
the
pharmaceutical
field
will
come
to
The
Steadman
Hospital
in
order
to
give
them
the
best
shot
at
succeeding
and
outshining
others.
Also,
even
though
Stanford
Hospital
and
Clinics
is
very
well
known
throughout
Northern
California,
the
“Steadman
name”
is
famous
throughout
the
whole
world.
4. El
Camino
Hospital
Mountain
View:
El
Camino
Hospital
Mountain
view
is
located
in
Mountain
View,
California
about
twelve
miles
north
of
The
Steadman
Hospital.
This
hospital
contains
395
beds
and
is
a
non-­‐profit
organization
promoting
more
freedom
with
their
patients.
The
El
Camino
hospital
is
more
of
a
general
based
hospital
providing
services
such
as
surgeries
to
daily
care.
They
also
have
a
wide
range
or
programs
such
as
psychiatric
aid,
eating
disorder
programs,
and
sleep
disorder
programs.
Even
though
El
Camino
offers
a
few
similar
services
The
Steadman
Hospital
does,
we
still
have
a
great
advantage
because
of
the
fact
we
are
associating
ourselves
with
the
Steadman
Clinic
out
of
Vail.
This
allows
us
to
have
the
best
doctors,
which
will
have
a
positive
impact
on
our
patients.
The
Steadman
Hospital
also
has
a
very
efficient
and
well-­‐rounded
research
program,
which
El
Camino
Hospital
does
not
have.
This
will
help
our
doctors
become
more

18. 18
educated
along
with
them
being
able
to
publish
studies
to
assist
other
hospitals
throughout
the
world.
By
showing
that
we
are
distributing
a
large
amount
of
informative
studies
it
will
show
the
knowledge
and
professionalism
that
goes
in
behind
our
work.
Once
again,
The
Steadman
Hospital
is
slightly
smaller
then
El
Camino
Hospital
which
leads
to
better
patient
to
physician
connection
and
easier
access
to
our
various
facilities.
Our
greatest
advantage
over
El
Camino
Hospital
will
be
the
fact
that
we
specialize
in
reconstructive
surgeries,
cancer
treatment,
cancer
research,
pharmaceuticals,
and
drug
research
and
development.
Also,
being
affiliated
with
Stanford
gives
us
a
competitive
benefit
considering
the
elite
level
of
education
of
the
university.
Through
the
given
information,
Steadman
Hospital
proves
to
be
at
a
rather
high
advantage
compared
to
other
hospitals
within
the
Los
Gatos
area.
With
that,
along
with
Steadman
Hospital
being
associated
with
Steadman
Clinic,
we
assume
successful
business
projections
within
the
near
future.
(V)
Overview
of
Data
Used
in
Analysis
Overview
of
Data
Used:
In
order
to
provide
the
most
accurate
and
reliable
business
plan
possible,
our
group
was
very
careful
about
differentiating
what
data
sources
to
use
in
our
proposal.
It
is
vitally
important
that
Steadman
Hospital
West
has
the
most
dependable
and
precise
data
to
be
able
to
prove
why
the
hospital
is
striving
to
be

19. 19
one
of
the
best
in
the
world.
All
of
our
information
presented
was
found
through
trustworthy
sources
and
numerous
hours
of
concise
and
effective
research.
Websites:
A
majority
of
our
data
sources
came
from
informative
online
websites.
The
group
would
thoroughly
research
each
resource
we
came
across,
making
sure
it
was
the
best
and
most
knowledgeable
source
we
were
able
to
find.
We
based
Steadman
Hospital
West
off
an
existing
hospital
in
Los
Gatos,
California
named
El
Camino
Hospital
Los
Gatos.
Based
off
of
this,
a
majority
of
our
generalized
facts
about
the
hospital
campus
came
from
their
website.
We
were
able
to
develop
a
well
organized
campus
for
Steadman
Hospital
West
due
to
the
layout
on
El
Camino’s
website.
El
Camino’s
website
was
one
of
our
most
prominent
resources
towards
the
beginning
of
the
project
because
it
gave
us
the
opportunity
to
evaluate
a
current
hospital
and
learn
what
we
could
apply
when
constructing
our
business
plan.
This
was
also
the
reason
we
decided
to
buy
out
an
existing
hospital
because
we
were
aware
that
the
information
about
El
Camino
would
help
us
in
gaining
ideas
for
Steadman
Hospital
West.
Another
main
data
source
for
us
was
using
salary.com
and
indeed.com.
These
websites
were
extremely
resourceful
when
it
came
to
our
human
resource
staffing
plan.
More
specifically,
we
were
able
to
accurately
define
key
employee
salaries
by
finding
the
average
pay
rate
within
the
San
Jose,
California
area.
We
decided
to
use
these
websites
because
they
allowed
us
to
get
as
precise
as
possible
when
it
came
to
generating
the
salaries
because
of
the
ability
for
us
to
choose
the
geographic
area.
In
addition,
our
group
utilized
a
number
of
collegiate
website
that
supplied

20. 20
professionally
written
journals.
These
journals
were
mainly
based
off
a
study
that
had
been
conducted
at
a
prestigious
university.
The
section
where
the
periodicals
were
most
helpful
was
within
our
e-­‐commerce
segment.
We
came
to
a
conclusion
to
use
the
sources
we
did
due
to
the
simple
fact
that
the
research
presented
was
based
on
e-­‐commerce
role
in
the
medical
sector.
By
doing
this,
we
were
able
to
support
our
information
with
very
accurate
evidence
because
of
the
experiments
that
were
done
which
were
shown
in
the
journals.
Lastly,
the
rest
of
our
websites
were
found
from
various
sources
in
which
we
felt
were
the
most
correct
and
reflective
of
our
hospital.
Our
group
did
not
just
use
the
first
website
we
came
across
on
when
finding
certain
information.
Rather,
we
found
a
significant
number
of
sources
for
each
piece
of
data
we
had
to
find
and
then
filtered
the
sites
out
as
we
went
from
general
to
specific.
Also,
we
would
compare
each
website
with
another
in
similar
categories
to
make
sure
major
ideas
and
facts
were
the
same
throughout
multiple
sources.
Interviews:
For
our
project
we
were
able
to
connect
and
interview
four
different
people
who
each
assisted
us
in
their
own
way.
First
was
Mike
Stears
whom
we
found
through
the
mentor
program.
Mike
did
not
have
any
experience
working
in
the
healthcare
industry
but
he
did
have
a
vital
amount
of
knowledge
when
it
came
to
operations
management.
Mike
helped
us
excessively
at
the
very
start
of
the
project.
Within
our
group
none
of
us
were
familiar
with
hospitals,
which
is
why
we
decided
to
talk
with
someone
who
had
a
strong
familiarity
in
the
business
world.
We
found

21. 21
that
it
really
helped
to
converse
with
someone
because
we
were
able
to
bounce
ideas
off
of
me
and
gain
his
insight.
Mike
gave
us
great
assistance
in
where
we
should
being
our
project
and
what
we
should
mainly
concentrate
on
from
the
start,
which
we
came
to
a
conclusion
was
our
competitive
advantage.
The
main
reason
we
decided
to
talk
with
Mike
was
because
of
the
advice
we
had
received
in
class
about
meeting
with
a
mentor.
In
the
end,
we
are
very
happy
we
met
with
Mike
because
he
really
gave
us
a
starting
edge
on
our
project.
The
next
person
we
contacted
was
Kathy
Stevens.
Kathy
is
one
of
our
group
member’s,
Kendra
Otis,
aunt
who
works
in
the
hospital
El
Camino
Hospital
Mountain
View.
This
was
the
sister
hospital
to
the
existing
we
bought
out
called
El
Camino
Hospital
Los
Gatos.
Kathy
was
able
to
provide
us
with
general
information
such
as
what
the
hospital
specialized
in
and
key
facts.
Kathy
worked
with
us
throughout
the
entire
project
and
when
we
came
to
a
question
that
we
were
unable
to
find
about
the
existing
hospital
we
were
able
to
communicate
with
her
very
easily.
One
are
where
Kathy
really
helped
us
was
in
the
financial
analysis
segment.
Even
though
we
gain
a
ton
of
knowledge
about
hospitals,
Kathy
was
able
to
supply
us
with
a
more
detailed
idea
of
how
and
why
we
should
price
Steadman
Hospital
West.
She
also
helped
us
in
conducting
our
income
statement
and
balance
sheet
by
giving
us
data,
which
she
thought
would
be
useful.
We
decided
to
work
with
Kathy
because
she
has
experience
and
currently
works
in
a
hospital,
and
better
yet
she
works
in
a
very
similar
hospital
that
we
bought.
Thirdly,
we
were
able
to
interview
and
ask
questions
to
Doctor
Robert
LaPrade.
Robert
LaPrade
currently
works
in
the
Steadman
Clinic
located
in
Vail,

22. 22
Colorado.
He
is
known
as
one
of
the
best
knee
surgeons
in
the
world
and
professional
athletes
from
across
the
globe
will
travel
to
Vail
to
be
treated
by
him.
Our
group
member,
Brooke
Rice,
was
fortunate
enough
to
gain
a
close
relationship
with
Dr.
LaPrade
when
she
underwent
an
ACL/LCL
surgery
and
received
her
surgery
from
him.
Dr.
LaPrade
helped
us
with
many
of
the
equipment
questions,
such
as
if
certain
tools
come
in
bulk.
He
was
also
very
useful
with
staffing
hours
and
during
what
times
of
year
certain
departments
were
busier.
Those
were
the
main
sections
Robert
LaPrade
assisted
us
in,
but
we
were
aware
that
if
we
had
any
further
needs
he
would
respond
to
us
within
two
days.
We
decided
to
contact
Dr.
LaPrade
because
we
are
basing
our
hospital
off
of
the
Steadman
Clinic
in
Vail
so
we
figured
it
would
be
the
most
resourceful
to
talk
to
one
of
the
most
prestigious
doctors.
The
last
person
we
were
able
to
gain
insight
from
was
Brolin
Mawejje.
Brolin
is
currently
a
pre-­‐med
major
at
Westminster
College
in
Salt
Lake
City,
Utah.
He
has
spent
his
last
four
summer
working
at
The
Massachusetts
General
Hospital
in
Boston,
Massachusetts
working
as
an
intern
for
one
of
the
top
doctors
in
the
world,
Fred
Hochburg.
Brolin
is
in
the
process
of
studying
for
the
MCATS
and
having
worked
in
one
of
the
best
hospitals
we
were
able
to
ask
him
for
advice
throughout
the
project.
Brolin
assisted
us
in
defining
our
specialty
and
most
profitable
sector
of
Steadman
Hospital
West
along
with
answering
general
questions
about
hospitals.
Brolin
also
was
able
to
look
over
our
interim’s
to
see
if
he
had
any
further
suggestions
for
them.
We
decided
to
seek
Brolin’s
help
because
he
was
easily
accessible,
due
to
the
fact
of
being
a
close
friend,
and
have
been
studying
this
field

23. 23
for
many
years.
He
has
also
conducted
a
large
amount
of
research
for
Massachusetts
General
Hospital
and
has
experience
working
with
some
of
the
top
surgeons.
Hospital
Book:
One
of
our
final
and
most
essential
resources
was
the
Hospital
Book
that
we
were
provided.
We
used
the
hospital
book
throughout
the
entire
project
to
help
us
with
sectional
information
along
with
confirming
ideas
and
thoughts
that
we
had.
This
book
was
extremely
helpful
in
our
human
resource
staffing
plan
along
with
giving
us
ideas
for
different
departments
such
as
the
emergency
room.
The
book
is
filled
with
a
ton
of
information,
but
we
knew
what
facts
we
were
looking
for
and
were
able
to
narrow
it
down
based
on
that.
Basically,
the
hospital
book
was
a
consecutive
resource
for
us
throughout
the
project
that
we
referred
to
because
of
its
availability
to
our
group.
Data
Analysis
The
data
Steadman
Hospital
used
to
develop
our
accurate
forecasting
plan
was
collected
through
multiple
strategies,
depending
on
what
subject
or
field
was
being
looked
at.
To
begin,
the
first
stage
of
collecting
our
data
was
based
on
the
physical
location
needed
to
develop
a
profitable
hospital.
Because
there
are
so
many
regions
within
the
United
States
that
are
applicable
for
starting
a
good
hospital,
we
decided
to
start
with
a
strategy
similar
to
the
‘slice-­‐and-­‐dice’
or
multidimensional
strategy.
Using
this
strategy,
we
began
looking
at
all
profitable
hospitals
within
the
United
States.
We
then
reevaluated
those
specific
hospitals
to
find
one
located
in
a
wealthier
region.
Finally,
we
arrived
at
our
specific
location,
Los
Gatos,
California,
by

24. 24
singling
out
the
hospital
with
the
most
potential
of
opportunity
and
growth.
Therefore,
our
cubical
analysis
was
divided
among
the
following:
Region,
profitability
and
opportunity
for
growth.
By
using
this
strategy
of
data
collection,
we
were
able
to
find
a
building
that
has
a
very
large
opportunity
for
immense
profits
and
growth.
Our
means
of
data
collection
is
hard
to
be
classified
solely
as
‘drill-­‐down’
or
‘roll-­‐up’
because
we
managed
to
use
both
strategies
in
the
development
of
Steadman
Hospital.
Because
we
started
off
looking
at
all
hospitals
and
narrowing
down
our
data
to
find
the
single
best
location,
that
stage
could
be
classified
as
‘drill-­‐
down’.
But
then
we
reversed
our
means
of
collecting
data
when
looking
at
what
facilities
would
be
useful
at
Steadman’s
campus.
To
do
this,
we
sought
out
the
most
profitable
procedures
hospitals
do,
and
then
compared
that
to
our
competition.
This
allowed
us
to
incorporate
as
many
low-­‐cost
and
high-­‐profit
operations
to
generate
the
most
profit.
Similarly
to
the
previous
example,
Steadman
Hospital
used
several
forms
of
both
quantitative
and
qualitative
data
to
generate
successful
information,
which
translated
to
proper
operations.
To
do
this,
it
was
mentioned
earlier
that
we
were
in
contact
with
several
doctors
and
a
mentor
to
help
arrive
at
useful
data.
These
people
acted
in
a
way
a
business
‘sage’
would
act
for
training
a
new
manager
how
to
run
a
store.
To
gain
insider
knowledge
from
these
doctors,
we
set
up
a
questionnaire
that
was
related
to
each
individual
doctor.
This
allowed
us
to
gain
further
data
on
certain
hospital
procedures
and
potential
profitability,
along
with
consumer
congestion

25. 25
during
specific
seasons.
By
asking
a
sage
such
as
an
experienced
doctor,
we
were
able
to
come
to
specific
conclusions
that
related
to
our
specific
hospital.
When
looking
at
operational
and
overhead
costs
to
operate
Steadman
hospital,
we
chose
to
look
at
quantitative
data.
In
this,
we
observed
historical
costs
and
other
expenses
related
to
the
current
hospital’s
location
to
help
gauge
approximate
expenses
Steadman
Hospital
will
experience.
Generally,
all
quantitative
data
used
for
Steadman
hospital
was
for
future
forecasts
of
expenses
and
revenues.
This
is
primarily
because
most
of
the
data
collected
on
how
to
operate
the
physical
building
is
best
collected
through
personal
sources.
With
that,
the
primary
use
for
quantitative
data
collection
methods
was
for
financial
reports
and
forecasts.
(VI)
Physical
Location
and
Financial
Plan:
The chosen destination that Steadman Hospital is to be located in is Los Gatos,
California. Los Gatos is within the Northern region of California, and is recognized as
one of the wealthier cities of America. We chose this location because we understand
that, like many companies, the only way to make a significant profit with a stationary
‘brick’ company, is to have a target market that can afford the products. Because
specialized medical care is rather costly for patients, so to be located within a wealthy
section of the country is a priority for Steadman Hospital. With that, we hope that our
specialized services and doctors, combined with our location, will be highly attractive for
individuals with a need for medical attention. This will result in the value of the
Steadman name to increase, and further, for profits to dramatically increase. But to begin

26. 26
making a profit, we must first examine the initial expenses required to buy the currently
standing building within Los Gatos that we will soon transform into Steadman Hospital.
The building chosen to be developed into Steadman Hospital is currently named
“El Camino Los Gatos”. This building was chosen because this location within Los Gatos
is a highly valued piece of property. With that, we found that the following financial
information:
• As a result of purchasing the physically standing structure that is already laid out
and functioning as an existing hospital known as El Camino, we are asking for
$8,797,500 from you as a primary investor to help fund this developmental
hospital. Assuming monthly payments of $58,700 would be included, the average
revenue of a hospital is approximately $100,000,000 per year. This, over time,
will balance out the initial payments towards Steadman Hospital. Additionally, to
rent or lease this physical building, it would cost a total of $652,800 per month (or
$7,833,600 per year). The standard thirty-year mortgage for this hospital is
estimated to be valued at $235,008,000 for the entire campus, which would not
include supplies needed for standard operations. These calculations were based
off of an average $230 per square footage cost within Northern California.
Finally, to maintain the Steadman name, we agreed to include a yearly expense
(based off profits) to the Steadman Corporation. As a result, Steadman Hospital
will provide 9% of its yearly profits to the Steadman Company in allowance for
us to become a franchise under the Steadman name.
• How we determined the asking investment price we suggest earlier followed this
guideline: you as an investor will automatically buy into 15% of the total cost to

27. 27
build Steadman Hospital. For this investment, you will receive, in turn, a total of
30% of the organization plus a royalty of 3% (of profits) yearly. The remaining
amount needed to build Steadman Hospital will be achieved through various other
reliable investments.
One
campus
–
255,000
square
feet
3
Buildings
–
143
beds
1st
building
–
100-­‐110
beds
2nd
building
–
30+
beds
3rd
building
–
±5
beds
Three
buildings
1. Main
Hospital
–
100,000
square
feet
Basement
–
3,000
square
feet
• Storage
3,000
square
feet
The
basement
for
now
is
going
to
be
a
place
for
storage
and
backup
equipment
and
supplies.
This
also
can
be
a
place
for
employees
to
be
while
off
the
clock.
1st
floor
–
40,000
square
feet
• Lobby
1,500
square
feet
• Cafeteria
1,500
square
feet
• Gift
Shop
1,000
square
feet
• ER
10,000
square
feet
• Intensive
Care
6,000
square
feet
• Pediatrics
10,000
square
feet

28. 28
• Pharmaceuticals
10,000
square
feet
The
first
floor
is
typically
the
place
of
entrance
for
patients
and
visitors.
The
lobby,
cafeteria,
and
gift
shop
make
the
most
sense
to
be
on
the
first
floor
where
visitors
can
eat
and
buy
gifts,
while
patients
check-­‐in
in
the
lobby.
The
ER,
Intensive
Care,
Pediatrics,
and
Pharmacy
are
also
located
on
the
first
floor.
Emergency
rooms
on
the
first
floor
make
the
most
logical
sense
as
patients
are
arriving
from
ambulances
or
other
forms
of
transportation
and
need
to
be
quickly
attended
to.
Intensive
care
being
much
associated
with
emergency
needs
to
be
located
on
the
first
floor
so
that
it
is
easy
and
convenient
to
transport
patients
directly
there
or
even
from
the
ER.
Pediatrics
should
also
be
located
on
the
first
floor
for
easy
access
for
children
and
their
guardians.
Finally,
the
Pharmacy
will
be
on
the
first
floor
because
of
the
ease
of
accessibility
and
as
it
is
considered
a
quicker
process
of
getting
a
customer
in
an
out
of
the
facility.
Each
wing
and
department
of
the
first
floor
will
have
its
respective
overnight
rooms
and
rooms
for
outpatients,
which
will
total
to
about
85-­‐90
beds.
2nd
floor
–
40,000
square
feet
• Radiology
10,000
square
feet
• Specialized/Reconstructive
Surgeries
10,000
square
feet
• Cardiovascular
10,000
square
feet
• Cancer
Treatment
10,000
square
feet
The
second
floor
is
mainly
consisting
of
more
intense,
yet
planned
operations.
Surgeries
of
the
reconstructive
and
specialized
type
are
planned

29. 29
and
can
be
kept
out
of
the
way
of
the
first
floor
emergencies.
The
same
goes
for
cardiovascular
operations,
radiology,
and
cancer
treatment.
Although
these
conditions
could
be
serious,
they
typically
come
with
planning
and
preparation
and
could
be
separated
from
sudden
operations
or
traumas
located
on
the
first
floor.
The
second
floor
will
also
have
its
respective
beds
necessary
for
any
outpatients
or
overnight
patients,
which
will
total
to
about
25-­‐30
beds.
Fewer
beds
are
needed
on
the
second
floor
than
on
the
first
floor
because
the
operations
held
on
the
second
floor
can
be
controlled
and
prepared
for,
while
the
need
for
first
floor
beds
is
inconsistent,
unknown,
and
unplanned.
PARKING
LOT–
17,000
square
feet
TOTAL
of
Main
Hospital
=
100,000
square
feet
2. Rehabilitation
and
Physical
Performance
Institute
–
6,000-­‐7,000
square
feet
• Physical
Therapy
• Rehabilitation
–
30
beds
• Psychiatric
aid
We
have
a
second
building
for
Rehabilitation,
Physical
Therapy,
and
Psychiatric
Aid,
which
is
completely
separate
and
typically
is
needed
following
any
operations
that
take
place
in
the
main
hospital.
This
building
has
one
floor,
and
is
not
a
far
distance
from
the
main
hospital,
so
transportation
is
easy.
PARKING
LOT
–
10,000
square
feet
TOTAL
of
Rehab/Physical
Performance
Institute
=
17,000
square
feet
3. Cancer
&
Other
Research
Centers
–
3,000
square
feet

30. 30
• Cancer
Research
• Cardiovascular
Research
• Drug
research
and
development
Our
third
building
is
mainly
dedicated
to
research
and
development
of
a
variety
of
fields
that
our
hospital
of
El
Camino
Los
Gatos
specializes
in.
We
would
like
to
further
our
knowledge
and
use
this
building
as
a
source
for
our
growth
as
a
successful
business
of
operations.
PARKING
LOT
–
2,000
square
feet
TOTAL
of
Research
center
–
5,000
square
feet
4. Parking
Structure,
Campus
Area
–
50,000
square
feet
FINAL
TOTAL
OF
EL
CAMINO
LOS
GATOS
HOSPITAL
=
172,000
square
feet
83,000
square
feet
to
spare
(VII)
Medical
Service
Plan:
Every
functioning
moment
at
Steadman
Hospital
requires
crucial
planning
on
what
supplies
and
inventory
is
required
for
each
process
and
service
provided
by
our
hospital.
We
recognized
that
every
step
from
when
a
patient
walks
into
the
door
until
they
leave
involves
very
specific
set
of
tools
and
people
to
help
them
through
safely
and
successfully.
Therefore,
we
have
developed
a
intricate
system
of
understanding
exactly
what
supplies
will
be
needed
for
every
movement
happening
on
Steadman’s
campus.
The
organizational
map
of
customer
movement
can
be
referred
to
in
the
Appendix,
Image
7.1.
To
fully
understand
Steadman
Hospital’s
systems,
it
is
best
to
visualize
they
processes
of
how
a
patient
moves
within
campus.

31. 31
The
map
is
segmented
by
number
into
each
individual
segment,
which
involves
the
movement
or
actions
towards
a
patient.
Given
each
number,
the
tools
used
by
each
department
are
identifiable
by
looking
at
the
Appendix,
Chart
7.1.
To
read
the
map
accurately,
correspond
the
Blue
numbers
from
Image
7.1
onto
Chart
7.1.
In
image
7.1,
you
can
identify
that
Steadman
Hospital
has
broken
down
the
processes
into
a
readable
diagram.
As
mentioned
before,
this
diagram
represents
the
movement
and
tools
used
for
each
movement
for
our
hospital
to
run
effectively.
To
fully
grasp
the
idea
of
how
Steadman
Operates,
you
should
first
understand
how
admitted
patients
arrive
at
the
hospital.
There
are
three
forms
of
admitted
patients:
Emergency,
Appointment
and
(some)
Walk-­‐ins.
Patients
of
appointment
and
walk-­‐in
arrive
through
the
main
entrance
to
be
greeted
by
a
receptionist.
These
patients
will
then
sign
in
through
a
kiosk
system
and
be
asked
to
wait
within
the
Reception
Room
until
called
upon
by
a
nurse.
Emergency
patients,
such
as
critical
injuries
or
laboring
mothers,
will
be
admitted
once
within
a
treatment
center,
which
will
act
on
the
situation
based
on
a
scale
of
intensity.
This
first
step
of
Steadman
Hospital’s
operations
requires
minimal
equipment
for
walk-­‐in
and
appointment-­‐made
patients.
For
Emergency
patients,
some
of
the
equipment
required
by
each
patient
may
include
an
ambulance,
wheelchair
or
stretcher
(depending
on
the
situation).
You
can
observe
some
of
the
general
equipment
required
by
this
department
located
in
the
Appendix
under
Step
1
of
Chart
7.1.
Step
two
is
where
non-­‐critical
patients
are
asked
to
wait
within
the
Reception
room.
Because
of
the
non-­‐crucial
moments
happening
within
this
stage
of

32. 32
hospital
operations,
the
primary
equipment
used
within
this
section
includes
items
like
couches,
magazines,
televisions,
etc.
Step
three
is
dedicated
to
mothers
either
in
or
going
into
labor.
This
stage
of
operations
requires
quick
movements
between
departments
for
the
mother
to
get
the
medical
attention
required
within
a
short
amount
of
time.
Because
of
this,
there
will
always
be
equipment
such
as
wheelchairs,
labor
gowns
and
health
monitors
readily
available
both
within
close
proximity
of
the
main
entrance
and
within
the
labor
rooms
of
the
Steadman
Hospital.
As
mentioned
before,
more
equipment
for
this
operation
and
all
other
operations
occurring
at
Steadman
Hospital
can
be
found
within
the
Appendix,
Chart
7.1.
Step
four
is
a
very
crucial
stage
for
the
people
of
Los
Gatos.
Emergency
surgeries
and
operations
must
be
quickly
moving
and
precise
to
avoid
undesired
results.
As
a
result,
this
department
is
located
within
another
section
of
Steadman
Hospital,
which
avoids
immediate
admittance.
There
is
an
extensive
list
of
equipment
used
within
this
department,
which
will
later
be
discussed
under
the
“Equipment
Plan”
section
of
this
document.
Though,
to
simplify
things
currently,
some
of
the
equipment
used
to
transport
emergency
patients
from
the
unloading
zone
too
the
emergency
operations
department
would
include:
stretchers,
portable
beds,
and
emergency
supply
kits.
Though
this
is
not
limiting,
these
are
three
essential
items
to
get
a
patient
from
one
location
to
another
with
as
little
risk
as
possible.
Step
four
also
requires
patients
to
have
the
ability
to
stay
the
night
within
the
hospital
for
extended
care.
This
will
require
all
equipment
that
can
be
found
within

33. 33
a
typical
hospital
bedroom,
along
with
emergency
medication
and
several
forms
of
transportation
devices.
This
is
a
less
intensive
moment
for
the
operations
running
within
Steadman
Hospital,
therefore
it
will
require
less
emergency
items
and
more
general,
overnight
equipment.
Moving
forward,
patients
that
have
been
waiting
for
a
short
time
within
the
Reception
Room
are
then
taken
by
a
nurse
to
their
needed
department.
Because
of
the
low
level
of
intensity,
there
will
be
fewer
modes
of
transportation
from
one
department
to
the
next.
It
should
also
be
noted
that
specific
sections
of
the
hospital
might
be
located
within
different
buildings
on
campus.
Therefore,
each
building
will
have
a
separate
admittance
office
and
reception
room.
Located
on
Image
7.1,
this
process
is
identified
by
separate
departments
labeled
five
until
eleven.
After
a
patient
arrives
at
their
required
destination,
the
equipment
that
is
located
within
each
room
is
department-­‐specific.
That
is,
the
equipment
used
for
surgeries
(10)
will
differentiate
from
equipment
used
in
rehabilitation
(9).
For
a
department
specific
list
of
equipment,
you
can
look
at
Chart
7.1.
Outpatient
simply
falls
under
the
category
of
Walk-­‐in
patients,
though
they
do
not
follow
the
exact
guidelines.
They
may
skip
the
admissions
section
of
the
hospital
depending
on
their
condition
and
do
not
spend
the
night
within
the
hospital.
Therefore,
because
the
patients
do
not
spend
the
night
and
are
classified
as
a
walk-­‐in
patient,
they
use
the
same
equipment
and
operations
that
the
previously
listed
sections
use,
above.
Steadman
Hospital
is
dedicated
on
getting
patients
the
quality
service
they
need
and
deserve.
And
the
only
way
to
achieve
this
is
to
have
an
efficient
mode
of

34. 34
transportation
between
departments
along
with
all
of
the
necessary
equipment
found
within
each
department.
To
do
this,
our
hospital
has
separated
each
individual
path
a
patient
could
take
and
will
make
it
clear
to
management
exactly
what
is
necessary
to
have
for
successful
operations.
With
that,
Steadman
Hospital
will
prove
to
be
quick
and
tentative
to
each
patient’s
needs
within
any
given
situation.
(VIII)
Demand
Forecast:
Walk-­ins:
Walk-­‐in
services
will
be
continuous
–
in
that
it
will
be
twenty-­‐four
hours
a
day,
seven
days
a
week.
Though,
because
it
is
clear
that
people
typically
do
not
require
too
much
medical
assistance
during
the
middle
of
the
night,
Steadman
Hospital
will
operate
accordingly.
This
section
of
the
hospital
is
forecasted
to
have
a
rather
consistent
congestion
of
patients
through
out
the
year,
suggesting
that
Steadman
Hospital
does
not
change
any
operating
procedures
throughout
the
year
according
to
month
or
season.
Though,
through
various
sources
of
information,
it
is
evident
that
the
flu
season,
which
occurs
typically
in
early
January
until
late
February,
that
walk-­‐in
patients
somewhat
increase.
Although
this
is,
California
has
lower
rates
of
the
flu
compared
to
those
of
other
states.
As
a
result,
Steadman
Hospital
will
react
accordingly
by
hiring
slightly
more
nurses
to
administer
the
flu
shot
and,
by
a
small
margin,
increase
the
amount
of
pediatric
doctors
to
compensate
for
additional
walk-­‐in
patients.
Other
than
that,
this
department
is,
as
stated
before,
very
consistent
throughout
the
year.
Therefore,
the
slight
addition
during
these

35. 35
months
is
relatively
insignificant,
considering
the
minimal
turnover
rate
from
patient-­‐to-­‐patient
receiving
the
flu
shot.
Emergencies
and
Outpatient:
Similar
to
Walk-­‐ins,
Steadman
Hospital’s
emergency
department
will
operate
around-­‐the-­‐clock,
through
out
the
year.
Through
given
research,
there
does
not
appear
to
be
any
direct
correlation
between
emergency
and
day
of
the
week.
Though,
during
the
day,
research
shows
that
during
rush
hour
(3pm-­‐9pm),
there
are
the
most
non-­‐fatal
emergencies
as
a
result
of
vehicular
accidents.
And
from
9pm-­‐12am
there
are
the
most
fatal
emergencies
related
to
alcohol.
Therefore,
the
emergency
department
will
function
at
consistent
level
throughout
the
week,
though
during
the
time
frames
listed
above,
it
will
be
most
highly
demanded
during
the
most
curial
times
of
day.
Because
of
Steadman
Hospital’s
location,
within
Los
Gatos,
California,
there
are
minimal
changes
in
quantity
of
emergency
patients
and
outpatient
services
due
to
weather.
Therefore,
the
services
provided
within
these
sections
of
the
hospital
will
have
little
change
throughout
the
year
as
a
result
of
an
unchanging
demand.
Non-­reconstructive
surgeries
(surgical
services):
General
surgical
services
will
be
held
during
surgeon’s
work
hours.
A
surgeon’s
typical
workday
for
Steadman
Hospital
is
from
7am
until
5pm.
Depending
on
the
doctor,
scheduled
surgeries
will
occur
Monday
through
Saturday
throughout
the
year.
Noted,
emergency
surgeries
are
part
of
the
emergency
department,
which
will
be
functional
during
the
times
given
above.
There
does
not
appear
to
be
any
significant
change
of
general
surgical
procedures
based
on
the
month
or
season.
Given
that,
a

36. 36
surgeon’s
workday
will
not
typically
change
throughout
the
year
to
comply
with
seasonal
changes.
Infant/Newborn
and
Child
Services:
Infant
and
Newborn
Services
are
relatively
random
compared
to
other
services
provided
by
Steadman
Hospital.
There
does
not
seem
to
be
any
connection
between
hour
of
the
day
and
baby
births,
though
according
to
the
US
Census,
babies
are
most
likely
to
be
born
on
a
Tuesday,
with
Wednesday,
Thursday,
and
Friday
not
too
far
behind.
The
same
article
also
explained
that:
the
summer
months
of
the
year,
July
and
August,
seem
to
be
the
most
popular
birth
month,
with
October,
November
and
December
being
the
least
popular
months
for
births.
Given
this,
doctors
and
nurses
within
this
field
will
have
schedules
which
correlate
to
these
highly
or
hardly
demanded
months
and
days.
Men’s/Women’s
Health
&
Pediatrics:
This
department
of
Steadman
Hospital
is
specifically
by
appoint
only,
with
certain
functioning
hours
of
the
day.
Given
that,
the
typical
hours
for
this
field
range
from
7am
until
4pm,
which
will
be
directly
connected
to
doctor’s
work
hours.
Studies
show
that
the
most
congested
times
of
year
for
this
department
is
during
early-­‐year
months
(January
until
March).
As
a
result,
there
will
be
more
doctors
working
during
these
months,
to
respond
to
the
increased
demand.
During
the
week,
Steadman
Hospital
will
provide
these
services
Monday
through
Saturday.
Senior
Services:
Senior
services
will
be
functional
twenty-­‐four
hours
a
day,
seven
days
a
week
to
comply
with
senior’s
health
conditions.
With
that,
there
will
always
be
attentive
nurses
to
help
with
these
patients.
During
winter
months,
there
is
a
rather
drastic
increase
for
the
amount
of
elderly
patients
that
require
assistance.

37. 37
This
is
resulted
from
seniors
within
the
Midwest
and
Northern
states
who
move
out
to
warmer
states,
such
as
California,
to
escape
the
cold
and
unstable
weather.
During
the
week,
there
are
no
differentiating
factors
that
suggest
a
busier
time.
Therefore,
the
staff
provided
will
not
change
throughout
the
week.
Though,
on
an
hourly
basis,
it
is
apparent
that
the
elderly
require
more
assistance
during
the
day,
compared
to
the
night.
This
change
in
demand
will
allow
for
a
specific
schedule
for
each
nurse
and
assistant.
Robotic
Surgeries,
Imaging
Center,
and
Radiology:
These
segments
within
Steadman
Hospital
are
part
of
the
electronic
services,
which
have
specific
functional
hours
during
the
day.
These
hours
range
from
7am
until
3pm,
and
are
appointment
only.
The
procedures
will
occur
Monday
through
Saturday
throughout
the
year.
There
are
no
factors,
which
suggest
a
change
in
demand
throughout
the
year,
week
or
days
that
these
fields
are
required
by
patients.
Though
for
robotic
surgeries,
the
most
typical
day
of
operation
occurs
on
Friday,
specifically
for
the
patient
to
recover
on
hospital
grounds
until
the
following
Monday.
Cardiovascular
Treatment:
Cardiovascular
treatment
will
occur
Monday
until
Saturday
from
7am
until
4pm,
similarly
to
Men’s
and
Woman’s
heath.
This
field
has
little
correlation
between
time
of
month
and
day
and
services
required;
therefore
there
will
be
little
change
in
schedules
between
cardiovascular
doctors
throughout
the
year.
Physical
Therapy
&
Rehabilitation:
These
sections
will
occur
during
similar
hours
compared
to
that
of
General
Surgeries
and
Specialized
Surgeries.
This
is
because
patients
typically
require
physical
therapy
and
rehabilitation
directly
after
(no
more

38. 38
than
a
day
after)
surgical
procedures.
Therefore,
the
operation
hours
of
these
segments
within
Steadman
Hospital
will
happen
from
7am
until
5pm,
Monday
through
Saturday.
The
most
demanded
time
of
year
for
Physical
Therapy
and
Rehabilitation
are
during
the
late
summer,
early
fall
months,
being
August
until
October.
As
a
result,
our
staffing
plan
will
correlate
to
these
months,
without
changing
the
hours
of
operation.
The
Growth
section
of
Steadman
Hospital
will
run
within
a
similar
time
and
staffing
fluctuation
that
was
listed
within
the
previous
Base
section.
In
doing
this,
hospital
staff
will
have
a
rather
unchanging
schedule
depending
on
the
areas
on
campus
that
require
their
attention.
Though
these
sections
are
considered
specialized
categories
of
Steadman
Hospital,
and
may
take
more
time
per
procedure,
the
intention
is
to
have
them
operate
at
a
similar
frequency
because
they
are
the
high-­‐grossing
profit
procedures.
Therefore,
the
hours
that
these
specialized
procedures
are
run
at
will
not
be
any
less
than
that
of
the
base
section.
Given
this,
the
following
medical
demand
forecast
for
the
Growth
section
will
be
the
following:
Specialized/Reconstructive
Surgeries:
These
procedures
will
occur
during
the
same
time
frame
of
General
Surgery
procedures.
That
is,
Monday
through
Saturday,
from
7am
until
5pm.
The
demand
for
specialized
surgeries
does
have
a
relation
between
month
and
injury,
which
is
very
similar
to
that
of
physical
therapy
and
rehabilitation.
Because
of
this,
the
highest
population
of
patients
will
occur
between
August
and
October
as
a
result
of
highly
physical
sports
injuries.
Each

39. 39
doctor
within
specialized
surgeries
will
have
specific
days
to
operate
on
certain
procedures.
Though,
that
will
be
discussed
in
a
later
section
under
“Staffing
Plan”.
Cancer
Treatment:
Cancer
Treatment
is
a
very
random
and
difficult
field
to
forecast
because
there
has
been
no
historical
research
to
suggest
when
an
individual
is
most
likely
to
develop
any
form
of
cancer.
As
a
result,
Steadman
Hospital
will
have
a
rather
steady
and
unchanging
schedule
for
what
and
when
specific
cancers
will
be
treated.
Though,
to
help
increase
efficiency
and
effectiveness
of
the
hospital,
there
will
be
certain
cancer
treatments
operating
during
specific
days
of
the
week;
meaning
one
type
of
cancer
will
be
treated,
for
example,
on
Monday,
Wednesday,
and
Thursday
–
where
as
other
cancers
will
be
treated
on
other
days.
The
most
common
hours
of
operation
for
cancer
treatments
is
during
the
hours
of
8am
until
5pm,
Monday
through
Friday.
This
will
remain
a
steady
schedule
for
this
procedure
until
Steadman
Hospital
can
publish
a
correlating
graph
on
time
of
year
and
cancer
developments.
Pharmaceuticals:
Pharmaceuticals
is
a
never
fluctuating
operation
because
it
applies
to
nearly
all
segments
within
hospitals.
Though
this
is,
there
may
be
slightly
more
sales
during
the
flu
season
as
a
result
of
medication
prescribed
by
doctors.
Therefore,
Steadman
Hospital
will
simply
staff
the
pharmaceuticals
department
from
8am
until
5pm,
all
days
of
the
week.
This
is
compared
to
a
pharmacy
similar
to
that
of
a
Walgreens,
which
will
help
keep
Steadman
Hospital
at
a
competitive
advantage.
Because
people
and
the
hospital
are
always
functioning
throughout
the
year,
pharmaceuticals
will
have
no
change
in
quantity
of
people
who

40. 40
need
drugs
when
compared
to
time
of
year.
Therefore,
Pharmaceuticals
will
run
at
a
very
consistent
and
predictable
schedule.
All
Research
&
Development:
Research
and
Development
is
mostly
operational
during
the
summer
months
within
the
US.
This
is
primarily
because
many
college
medical
students
(such
as
those
attending
Stanford
University)
have
time
over
the
summer
to
intern
for
desirable
hospitals,
such
as
Steadman
Hospital.
Because
Research
and
Development
is
highly
related
to
the
business
field
within
the
hospital,
the
time
of
research
and
development
will
occur
during
regular
business
hours.
That
is,
Monday
through
Friday
from
7am
until
5pm.
This
time
frame
attracts
college
students,
while
still
allowing
professionals
to
take
time
from
their
week
to
participate
within
this
field.
Once
again,
R&D
is
always
occurring,
therefore,
the
facility
will
be
functional
throughout
the
year,
though
with
a
higher
density
of
researchers
during
the
late
summer
months.
Visiting
hours:
Visiting
hours
are
entirely
important
for
the
sake
of
overnight
patient’s
families
and
friends.
The
emotional
support
for
the
patient
allows
for
customers
to
see
Steadman
Hospital
as
not
just
business
oriented
but
also
tied
with
family
relations.
A
typical
day
of
visiting
hours
runs
from
10am
until
8pm
for
adult
patients
and
anytime
for
children.
Although
these
hours
are
in
writing,
they
are
not
entirely
limiting.
By
that,
Steadman
Hospital
allows
for
after-­‐hour
visitations
by
family
that
can
be
made
by
appointment
through
phone
or
Internet.
By
doing
this,
Steadman
hopes
to
make
families
comfortable
with
our
processes
and
be
highly
active
with
patients
that
require
extensive
care.

41. 41
Steadman
Hospital
strives
to
operate
on
a
consistent
schedule
that
works
in
tandem
with
patient’s
needs
and
desires.
The
previous
plan
listed
is
designed
to
satisfy
both
doctor’s
and
patient’s
working
schedule,
which
will
attract
more
customers
and
allow
for
happier
employees.
The
demand
forecast
above
is
based
off
of
previous
information,
which
allows
for
accurate
forecasting
of
future
demand
and,
as
a
result,
supply
that
Steadman
Hospital
will
provide
to
the
people
of
Los
Gatos
and
across
America.
(XIV)
E-­Commerce
&
E-­Business
Plan:
Technology
and
web
access
is
thriving
in
the
evolving
world
we
currently
exist
in.
To
benefit
Steadman
Hospital
West
as
a
business
and
a
hospital,
we
will
apply
this
knowledge
to
obtain
technology
-­‐
which
will
better
our
relations,
effectiveness
and
efficiency
with
those
that
we
associate
ourselves
with.
To
better
understand
how
Steadman
Hospital
will
operate
with
these
technologies
and
strategies,
it
is
best
to
separate
the
physical
hospital
from
the
online
services.
With
that,
Steadman
Hospital’s
physical
hospital
(main
campus)
will
have
some
of,
but
not
limited
to
the
following
technology
advancements:
Automated,
Self
Check-­in
Kiosk:
This
is
primarily
for
the
use
of
walk
in
patients
and
those
who
have
scheduled
appointments.
By
having
a
self-­‐serviced
device,
it
allows
for
a
quicker
and
effective
check-­‐in
system,
and
also
reducing
the
cost
of
employment
by
eliminating
the
need
for
several
secretaries.
This
is
projected
to
increase
customer
transaction

42. 42
time,
which
has
a
potential
of
doubling
the
numbers
of
customers
processed
per
hour.
By
this,
patients
no
long
will
feel
the
stress
of
waiting
in
line
to
be
processed
and
serviced.
Though
this
system
will
be
very
efficient,
Steadman
Hospital
will
still
provide
several
administrators
to
help
patient’s
check-­‐in
or
those
who
do
not
feel
comfortable
using
the
technology.
This
allows
for
employees
at
Steadman
Hospital
to
no
longer
function
as
a
simple
utility
for
“punching
in
information
into
a
computer
all
day”
and
instead
be
a
revenue
producing
employee.
This
is
because
these
employees
will
now
offer
personalized
services
instead
of
simply
checking
people
in.
The
operating
cost
of
a
single
standard
kiosk
is
relatively
minimal
compared
to
other
ways
of
checking-­‐in
patients.
The
initial
cost
of
the
kiosk
desk
would
pose
as
the
largest
expense
towards
this
new
system
of
automated
check-­‐ins.
That
being
said,
all
operating
costs
past
the
initial
purchase
would
be
tied
within
the
manufacturing
overhead
costs
of
the
entire
hospital
itself.
This
eliminates
the
need
for
excess
receptionists,
which
would
further
cut
costs
in
operating
Steadman
Hospital.
Based
off
research,
a
single
Kiosk
would
cost
around
$5000
dollars.
We
will
most
likely
buy
a
total
of
three
kiosks
to
allow
for
shorter
wait
time.
Knowing
this,
the
purchase
of
three
kiosks
from
the
company
Kiosks
will
cost
about
$15,000
dollars.
This
cost
balances
out
due
to
the
advantage
and
customer
satisfaction
it
will
bring
to
our
hospital.
Ipad
and
Device
communication:

43. 43
By
having
each
employee
who
is
required
to
assist
several
patients
obtain
an
increasingly
efficient
mode
of
communication,
it
allows
Steadman
Hospital
to
best
service
each
individual
patient.
These
systems
of
communication
will
all
be
connected
through
a
web
database,
which
allows
for
employees
to
access
medical
records,
up-­‐to-­‐date
clinical
information
before
and
during
clinical
consultations,
and
better
schedule
and
locate
each
employee.
These
certain
devices
allow
for
instant
notifications
and
information,
which
will
be
critical
to
each
specific
employee.
Another
aspect
of
the
new
technology
is
the
quantity
of
applications
that
are
capable
of
being
downloaded
on
the
device.
This
allows
for
an
efficient
system
of
communication
between
not
only
employee
too
employee
but
also
patient
too
employee.
This
will
further
advance
the
accuracy
of
information
needed
for
physicians
to
diagnose
patients.
These
technologies
will
also
lower
the
operating
costs
for
the
hospital
communication
by
eliminating
slower,
less
efficient
means
of
communication
that
currently
exists
in
most
hospitals
today.
By
having
instant,
technological
communication
between
faculties
at
Steadman
Hospital,
it
improves
their
efficiency
and
reduces
time
wasted
through
slower
means
of
communication.
As
a
result,
this
will
improve
internal
efficiency
by
increasing
sales,
cost
savings
and
reducing
wasted
–
all
of
which
follow
the
modern
view
of
corporate
social
responsibility.
For
a
simply
analogy,
for
every
ten
pounds
of
paper
needed
to
be
printed,
information
is
as
easy
as
a
simple
touch
of
the
finger
away.
These
new
systems
would
attract
new
customers
and
patients
by
doctors
having
the
ability
to
gain
a
greater
understanding
of
beneficial
information
related

44. 44
to
each,
individual
patient,
which
will
result
in
more
patients
getting
the
care
that
they
need.
Based
off
research
we
realize
that
a
single
mini
Ipad
cost
about
$300
dollar.
Although,
we
will
be
receiving
the
Ipads
in
bulk
from
Apple
so
each
one
would
cost
approximately
$150
dollars
due
to
the
fact
that
all
of
our
information
will
be
transferred
onto
Icloud.
By
looking
at
the
number
of
doctors,
physician
assistants,
and
nurses
we
will
have
employed,
Steadman
Hospital
West
will
need
around
200
Ipads.
This
would
conclude
to
a
total
cost
of
$30,000
dollars.
In
addition,
the
software
that
the
hospital
will
be
using
for
the
tablets
is
known
as,
Electronic
Health
Software
(EHR).
This
is
very
common
software
used
in
hospitals
around
the
world.
The
first
type
of
EHR
software
we
will
be
using
is
able
to
manage
cases
of
disease
management.
Likewise,
the
software
will
allow
doctors
and
nurses
to
be
able
to
organize
all
their
patients
within
their
tablet,
which
will
allow
for
quick
and
easy
access
to
patient
information.
We
have
the
option
to
either
rent
or
purchase
the
software.
Our
hospital
has
decide
to
rent
the
EHR
software
due
to
the
fact
of
how
often
software
can
change.
This
will
result
in
having
a
fixed
monthly
fee
that
we
pay
the
company
of
around
$400.
Within
our
Ipads
we
will
also
be
able
to
conduct
electronic
billing
to
allow
for
a
more
efficient
and
convenient
billing
process.
Steadman
Hospital
West
will
use
another
type
of
EHR
software
that
focuses
more
on
billing.
This
segment
of
HER
allows
for
patients
to
be
imported
into
the
software,
which
will
then
organize
and
keep
track
of
all
the
patients’
bills.
It
can
also
connect
to
every
area
of
the
hospital
just
in
case
the
patient
ends
of
needing
a
variety
of
services.
The
main
benefit
of

45. 45
having
electronic
billing
is
that
it
will
keep
all
the
patients
records
very
organized
and
is
so
effective
that
it
can
result
in
doctors
having
more
time
with
each
patient.
Skype
&
Video:
Skype
is
an
effective
tool
of
face-­‐to-­‐face
communication,
even
when
not
directly
face-­‐to-­‐face.
This
system
will
be
used
at
Steadman
Hospital
as
a
means
of
sharing
knowledge
and
information
between
doctors,
interns,
nurses
and
other
attendants,
and
lastly,
patients
too
friends
and
family.
Possibly
the
largest
use
for
video
and
Skype
would
be
the
ability
for
a
single
doctor
to
communicate
his
or
her
knowledge
on
a
situation
to
a
large
group
of
people
-­‐
all
from
either
their
office
space
or
even
during
a
procedure.
This
is
resourceful
for
Steadman
Hospital
because
it
helps
educate
other
employees
and
possible
interns
that
are
all
affiliated
with
our
hospital.
We
consider
this
to
have
heightened
importance,
for
the
fact
that
our
hospital
is
constantly
improving
and
training
the
future
best
doctors.
Video
surveillance
also
allows
for
nurses
to
check
on
patients
throughout
the
hospital
without
physically
going
to
each
individual
room.
This
not
only
saves
time
for
the
nurse,
but
it
also
proves
to
have
a
quicker
response
time
for
nurses
to
potentially
save
a
patient.
Within
each
room
there
is
the
ability
for
patients
to
virtually
and
visually
communicate
with
their
friends
and
families.
This
will
add
a
sense
of
comfort
during
a
patients
stay
at
Steadman
Hospital.
To
operate
video
surveillance
and
Skype,
there
will
be,
once
again,
minimal
costs
past
the
initial
purchases
of
the
devices.
This
will
overall
save
time
and
money
for
Steadman
Hospital,
which
will
improve
efficiency
and
effectiveness
within
the
hospital.

46. 46
Advanced,
Easy-­to-­use
Website:
Websites
and
online
databases
have
become
the
easiest
means
of
obtaining
information
from
business
to
customer.
Because
of
this,
Steadman
Hospital
will
provide
a
very
detailed
and
organized
website
to
function
as
a
primary
utility
for
the
hospital.
Some
of
the
functions
that
our
website
will
provide
include
the
following:
Pharmaceutical
purchases:
By
giving
patients
the
ability
to
order
and
price
out
their
prescriptions
online
through
instant
processes,
the
first
benefit
that
will
occur
is
that
Steadman
Hospital’s
costs
and
expenses
will
decline.
This
is
a
result
from
immediate
ordering
and
processing
without
the
interference
of
human
error
and
sluggishness.
Scheduling
appointments:
The
scheduling
system
through
our
hospital’s
website
will
be
organized
through
department,
preferred
doctor,
time
frame
and
specific
illness
or
injury.
By
having
a
straightforward
and
quick
system
for
scheduling
appointments,
customers
will
have
and
easier
and
more
efficient
time
making
these
appointments.
Similarly
to
the
pharmaceutical
department
within
the
website,
by
having
this
system
of
making
appointments,
Steadman
Hospital
is
cutting
costs
and
expenses
through
increasing
efficiency.
Paperwork
submission:
Steadman
Hospital
is
striving
to
advance
with
the
modern
world
and
what
people
really
want.
To
make
this
possible,
we
found
that
many
people
rather
not
print
paperwork
at
their
house
to
have
it
filed
within
the
hospital
facility.
Instead,
Steadman
Hospital
has
virtualized
all
paperwork
for
patients
to
fill
out
at
their
house,
which
can
then
be
instantly
accessed
by
any

47. 47
necessary
doctor
or
nurse
through
an
online
database.
This
system
will
save
time
for
the
customer
and
hospital
operations
by
eliminating
the
need
for
physical
paper
files.
This
in
turn,
like
all
previous
sections,
will
further
increase
efficiency
to
help
Steadman
Hospital
be
a
successful
and
desirable
hospital.
Steadman
Hospital
has
several
priorities,
including
patient
health,
emotional
wellbeing,
family
relations,
employee
relations
and
profitability.
Through
the
course
of
E-­‐commerce
and
E-­‐business,
our
hospital
is
capable
of
succeeding
in
all
of
these
factors.
We
will
have
educated
staff,
new
and
impressive
technologies,
along
with
an
easy-­‐to-­‐use,
elaborate
website
designed
for
customers
and
patients
to
help
orient
themselves
through
Steadman
Hospital.
Finally,
by
having
these
listed
systems,
Steadman
Hospital
will
rise
to
be
a
successful,
profitable
and
highly
valued
hospital
within
Los
Gatos
and
throughout
America
as
a
whole.
(X)
Equipment
Plan:
Steadman
Hospital
is
aware
that
each
practice
that
we
operate
requires
a
specific
set
of
tools
and
equipment
to
have
it
go
successfully.
To
help
indicate
everything
our
hospital
will
use
in
our
procedures,
you
can
refer
to
the
Appendix,
Image
X.1.
In
this
list,
we
identified
exactly
what
equipment
could
be
used
within
each
department
of
Steadman
Hospital
and
provided
the
estimated
price
for
each.
This
not
only
helps
employees
and
interns
who
need
to
understand
exactly
what
materials
are
accessible
on
campus,
but
it
also
helps
management
working
for
Steadman
Hospital
project
a
precise
financial
plan
related
to
hospital
operations.

48. 48
For
Steadman
Hospital’s
equipment
plan,
we
decided
to
rent
most
of
our
equipment
from
Henry
Schein
Medical
for
the
first
few
years
of
operation
because
of
the
initial
cost
of
buying
our
hospital.
Henry
Schein
Medical
is
a
company
that
offers
wholesale
medical
supplies,
equipment,
and
products.
This
company
is
affordable
and
known
worldwide
for
their
excellent
services
that
they
offer.
Henry
Schein
Medical
is
the
best
option
for
a
supplier
and
distributor
because
of
the
high
quality
products
they
provide,
the
vast
amounts
of
distribution
centers
they
have,
and
the
impressive
contacts
and
relationships
they
hold
throughout
the
industry.
Once
we
start
making
a
profit
and
hitting
our
target
revenue,
we
plan
on
buying
this
equipment
when
it
is
in
our
budget.
That
is
why
our
equipment
expense
of
$660,794
is
on
the
lower
side
of
what
hospitals
usually
spend.
We
included
the
minimum
amount
of
equipment
we
would
need
to
run
an
efficient
and
successful
hospital.
With
the
equipment
that
is
not
reusable,
we
are
expecting
that
this
minimum
number
calculated
would
last
us
two
weeks
and
would
be
reordered
once
our
numbers
ran
low.
We
included
all
the
necessary
appliances
in
the
kitchen
to
store,
cook,
and
serve
the
food
to
our
patients
and
guests.
We
included
furniture
that
is
needed
in
each
department
and
separate
buildings,
our
lobby,
overnight
rooms,
and
bathrooms.
The
operating
rooms,
emergency
room,
and
outpatient
services
all
have
the
proper
equipment
needed
for
different
surgeries
we
might
face
and
the
equipment
needed
afterwards
to
care
for
our
patients.
We
found
and
calculated
this
information
by
talking
to
our
personal
communication
source
that
currently
works
at
the
El
Camino
Mountain
View
Hospital.
We
found
these
prices
from
our
source
and
also
by
comparing
prices
to
online
stores
that
also
sell
this
equipment.
Once

49. 49
again,
the
representative
chart
on
the
equipment
is
located
within
the
Appendix
as
Image
X.1.
To
help
represent
the
approximate
percentage
of
costs
between
each
department
at
Steadman
Hospital,
you
can
refer
to
the
image
below.
The
chart
represents
each
department’s
role
in
cost
when
compared
to
each
other
to
help
define
the
planning
and
actions
that
will
occur
in
Steadman’s
operations.
(XI)
Supply
Chain
&
Inventory
Management
Plan
At
Steadman
Hospital,
we
are
very
focused
on
an
efficient
and
organized
means
of
getting
the
correct
supplies
to
individual
rooms
through
a
series
of
quick
and
easy
motions.
We
have
selected
local
suppliers
and
an
effective
schedule
of
how
and
when
to
receive
each
tool
used
on
Steadman’s
Hospital
grounds.
By
incorporating
these
easy-­‐to-­‐follow
strategies
of
equipment
management,
it
will
Operating
room
30%
Pharmacy
0%
Pediatrics
1%
Intensive
care
5%
Imaging
19%
Outpatient
6%
Furniture
39%
Department
Costs

50. 50
allow
Steadman
to
focus
less
of
our
time,
effort,
and
money
on
complicated
operations
and
more
time
on
the
customer
themselves.
To
begin
understanding
the
operations
Steadman
Hospital
uses,
it
is
easiest
to
first
distinguish
exactly
who
our
providers
will
be.
Because
Steadman
focuses
on
a
‘just-­‐in-­‐time’
supply
management
plan,
it
is
best
to
use
local
suppliers.
Within
the
grand
state
of
California
there
are
several
distributers
of
both
drugs
and
medical
equipment.
With
that,
we
directed
our
attention
to
two
of
the
highly
rated
manufacturers
within
each
section.
For
Steadman
to
obtain
all
varieties
of
medical
equipment
to
use
within
our
facilities,
we
determined
to
use
the
well-­‐known,
cost
effective
distributer
named,
“Device
Matters”,
located
within
Los
Gatos.
Device
Matters
provides
an
enormous
assortment
of
medical
equipment,
which
allows
Steadman
to
purchase
from
them
alone
as
a
distributer.
By
having
a
single
distributer,
it
allows
for
enhanced
company
relations
to
occur,
which
would
further
help
future
decision-­‐making.
Aside
from
future
decision-­‐making
processes,
the
relationship
generated
through
this
process
will
result
in
contracted
lower
prices
and
security
for
weekly
purchases
made
by
Steadman
Hospital.
The
drugs
provided
by
Steadman
Hospital’s
pharmacy
follows
a
similar
model
compared
to
the
processes
of
obtaining
our
medical
equipment.
With
that,
we
will
focus
on
a
single
supplier
to
provide
all
of
the
drugs,
which
will
eventually
be
purchased
by
Steadman’s
customers.
Multivitamin
Direct
is
a
distributor
located
within
Los
Angeles,
which
provides
drugs
throughout
the
state.
Once
again,
this
model
will
add
company
relations
between
Steadman
and
our
suppliers.

51. 51
Steadman
Hospital
has
chosen
to
affiliate
ourselves
with
primarily
local
distributors
because
it
takes
less
time
and
is
more
cost
effective
through
shipping.
It
cannot
be
stressed
enough
that
Steadman
Hospital
is
not
simply
just
a
hospital,
but
also
a
business
altogether.
All
of
the
strategies
listed
before
and
later
are
designed
to
cut
expenses
and
increase
revenues
to
help
increase
profits
for
the
hospital.
As
mentioned
earlier,
Steadman
Hospital
will
focus
on
what
is
called
a
‘Just-­‐
in-­‐time’
strategy
of
supplying
our
hospital
and
facilities.
This
model
of
inventory
management
has
proven
to
be
the
most
efficient
and
cost-­‐effective
means
of
supplying
any
business.
This
is
because,
by
following
this
plan,
Steadman
will
never
have
an
oversupply
of
various
inventories,
and
we
will
always
have
just
enough
supplies
to
be
functional
until
the
next
shipment.
For
Steadman
Hospital
to
operate
this
way,
specific
managers
will
be
obligated
to
forecast
the
inflow
of
customers
for
months
in
advance.
To
do
this,
it
is
best
that
these
employees
focus
on
a
quantitative
forecasting
strategy.
This
would
not
normally
be
possible
for
a
newly
operating
hospital,
but
Steadman’s
strategy
of
buying
an
existing
hospital
allows
us
to
obtain
data
from
the
previous
hospital,
which
helps
forecast.
By
doing
this,
Steadman
will
have
accurate
predictions
about
the
exact
quantity
of
supplies
each
department
will
require
for
specific
times
of
the
year.
The
plan
for
Steadman
Hospital
to
obtain
all
of
the
proper
equipment
on
time,
and
to
follow
the
‘just-­‐in-­‐time’
model,
we
decided
to
have
a
very
specific
time
schedule
for
when
to
order
specific
tools
and
supplies.
This
leads
to
a
timeframe
for
when
each
department
is
able
to
efficiently
receive
their
needed
supplies.
To
do
this,
we
realized
that
all
shipments
should
not
be
received
within
the
same
day
and
time.

52. 52
Instead,
it
is
most
effective
for
large
shipments
of
department-­‐specific
supplies
to
be
delivered
on
separate,
low
volume
days.
That
being
said,
Steadman
has
chosen
the
following
days
to
receive
different
shipments:
Tuesdays:
(Biweekly
–
Medical
Supplies)
6:30am
-­‐
Main
hospital
operations
begin
(surgeries
&
consultations).
7:00am
–
Supply
management
coordinators
prepare
for
delivery.
7:30am
–
Device
matters
uses
ground
transportation
to
deliver
specified
supplies.
7:45am
–
Truck
fully
unloaded
and
products
sit
within
storage
facility.
8:00am
–
Supplies
are
taken
by
supply
management
employees
to
final
destinations.
Thursdays:
(Weekly
–
Drugs
and
Medication)
6:30am
-­‐
Main
hospital
operations
begin
(surgeries
&
consultations).
7:00am
–
Supply
management
coordinators
prepare
for
delivery.
7:30am
–
Multivitamin
Direct
uses
ground
transportation
to
deliver
specified
supplies
7:45am
–
Truck
fully
unloaded
and
products
sit
within
storage
facility
8:00am
–
supplies
are
delivered
to
pharmacy
storage
unit
8:30am
–
employees
separate
drugs
and
medication
into
selected
categories
to
be
relocated
onto
shelves.
9:00am
–
Shelves
fully
stocked.
Thursdays:
(Weekly
-­‐
Food)
6:00pm
-­‐
Main
hospital
operations
begin
(surgeries
&
consultations).

53. 53
6:30pm
–
Supply
management
coordinators
prepare
for
delivery.
7:00pm
–
(food
service)
delivers
food
to
storage
facility
7:15pm
–
Truck
fully
unloaded
7:30pm
–
Food
immediately
delivered
to
cooled
storage
and
checked
for
quality.
As
seen
above,
this
will
be
a
consistent
schedule
for
appropriate
deliveries
to
be
made
for
exactly
when
the
hospital
needs
them.
It
is
also
notable
that
on
Tuesdays,
when
Steadman
Hospital
is
scheduled
to
receive
its
medical
supplies
through
Device
Matters,
we
only
order
products
every
other
week.
Though,
on
Thursdays,
Steadman
Hospital
receives
its
shipments
for
drugs/medications
and
food
every
week.
This
is
because
medical
supplies
do
not
have
an
expiration
date
as
compared
to
medication
or
food.
Drugs
and
food
have
the
weekly
deliveries,
also
because
patients
and
customers
are
less
forecasted
for
when
they
need
certain
drugs
or
food.
Therefore,
it
is
harder
to
predict
when
and
how
much
each
customer
will
need.
Though
it
is
costly
to
have
a
delivery
made
every
week,
it
is
more
effective
and
efficient
in
the
long
run
to
supply
the
facilities
this
way.
To
have
the
most
efficient
means
of
obtaining
our
necessary
products,
Steadman’s
ordering
procedures
will
be
the
following:
Saturdays:
1. Operational
manager
per
department
will
go
through
item
inventory
of
medical
supplies
and
determine
quantity
of
supplies.
2. Make
list
(on
portable
electronic
device)
of
exactly
how
many
supplies
are
there

54. 54
3. Highlight
the
low
inventory
items
4. Upload
the
file
to
data
warehouse
to
make
a
collective
list
5. General
operations
manager
will
call
in
to
place
order
of
needed
supplies
for
the
next
two
weeks.
Monday:
1. Operational
manager
within
the
food
and
drug
department
will
go
through
inventory
to
determine
quantity
of
supply.
2. Make
a
list
(on
portable
electronic
device)
of
current
supply
and
what
is
necessary
to
buy.
3. Highlight
low
inventory
items
4. Upload
to
data
warehouse
(within
separate
department
of
medical
field)
to
make
a
collective
list
5. General
operations
manager
will
call
in
to
place
order
of
need
material
for
the
next
week.
As
noted,
these
lists
are
nearly
identical
to
each
other.
By
having
the
two
systems
processes
be
as
similar
as
they
are,
Steadman
will
follow
essentially
one
operational
plan
of
how
to
order
and
supply
the
hospital
in
a
very
business-­‐like
fashion.
This
also
helps
eliminate
any
unorganized
data
that
is
commonly
collected
through
the
process
of
gathering
this
quantity
of
information,
which
will
result
in
more
efficient
operations.
As
mentioned
previously,
Steadman
Hospital
is
dedicated
to
being
an
operational
business
beyond
being
a
general
hospital.
These
processes
will
further
help
Steadman
reduce
the
cost
of
inefficient
systems,
which,
in
the
end,
will
increase
profits.

55. 55
To
represent
this
process,
it
is
easiest
to
refer
to
the
Appendix,
Images
XI.1
through
XI.5.
These
diagrams
exhibit
the
standard
operations
needed
to
take
place
for
a
product
to
get
from
one
section
of
the
hospital,
to
another.
In
Image
XI.1,
it
shows
the
simple
process
of
getting
supplies
from
the
manufacturer
by
shipment,
until
its
stored
and
then
moved
to
its
specific
department.
Refer
to
this
image
when
observing
the
process
map
of
Images
XI.2
–
XI.5
by
the
indication
number
(1-­‐5)
listed
on
the
right-­‐hand
side
of
the
image.
The
following
images
identify,
in
a
more
specific
way,
how
products
get
from
hospital
grounds
to
different
departments.
This
is
important
for
Steadman
Hospital
to
follow
with
high
intensity
so
that
products
arrive
on
time
and
with
all
of
the
required
materials.
To
better
understand
this
system,
you
can
refer
to
Image
XI.6
within
the
Appendix
where
it
visually
examines
the
processes
of
which
Steadman
Hospital
follows.
This
reference
image
gives
a
simple
representation
of
the
process
and
flow
of
supplies
used
at
Steadman
Hospital.
To
begin,
the
step
in
between
the
general
employee
and
manger
will
be
referred
to
as
“A1”
and
the
next
step
will
be
“A2”
and
so
on.
During
step
A1,
an
employee
will
communicate
and
report
to
a
general
operations
manager
about
the
quantity
of
supply
remaining.
The
manager
will
then
take
note
of
the
supply
through
a
virtual
information
system
and
upload
that
to
a
specific
data
warehouse,
dependent
on
department.
Step
A2
will
be
the
communication
process
between
general
operations
manager
(by
department)
and
manufacturer
supply
manager.
This
is
where
the

56. 56
specific
department
within
Steadman
will
order
the
supplies
needed
for
the
week
(or
two
weeks
for
the
medical
department).
Step
A3
will
be
the
initial
delivery
process
initiated
by
the
manufacturing
company.
Quite
simply,
this
step
is
where
the
supplies
are
delivered
by
truck
to
the
hospital
campus.
Step
A4
is
where
all
of
the
supplies
are
stored
in
an
on-­‐campus
storage
facility.
Faculty
of
this
stage
will
process
the
supplies
received
and
check
that
everything
that
was
ordered
has
arrived.
The
managers
will
then
prepare
the
supplies
to
be
delivered
to
its
designated
department.
Step
B1,
which
is
specifically
related
to
food
deliveries
is
the
process
of
getting
each
food
supply
to
the
specific
destinations
where
it
is
needed.
This
stage
is
quick
moving
and
specific
because
food
products
are
easily
perishable.
Therefore,
Steadman
mangers
will
have
to
be
very
specific
on
the
destination
of
each
product.
Step
B2
is
the
when
the
food
finally
arrives
and
is
stored
at
each
designated
location.
Finally,
the
food
is
checked
for
quality
and
will
be
reported
on
the
total
supply
within
each
storage
unity.
This
will
allow
for
quicker
information
gathering
and
accuracy
for
the
next
ordering
process.
Step
C1
&
C2,
along
with
D1
&
D2
are
nearly
identical
to
the
processes
of
B1
and
B2,
for
similar
reasons.
Therefore,
to
understand
a
process
map
of
how
these
departments
receive
its
supply,
refer
to
the
processes
of
A
&
B.

57. 57
(XII)
Human
Resources
Staffing
Plan
and
Cost
Analysis:
At
Steadman
Hospital,
it
is
extremely
important
for
our
facility
to
employ
the
most
elite
medical
professionals
and
maintain
our
status
as
a
reputable
establishment.
Within
the
four
primary
functions
of
our
hospital
including
the
Emergency
Department,
Nursing
Unit,
Operating
Rooms,
and
Diagnostics
Facilities,
exist
our
wide
array
of
services
and
staff
that
ensure
the
smooth
operations
of
Steadman’s
Hospital.
Our
hospital’s
staffing
plan
centers
on
the
many
positions
within
each
department
and
function
that
consist
of
service
providers
for
our
patients,
customer
representatives,
management,
and
other
important
administration.
It
is
important
to
note
the
salaries
being
made
by
each
position,
even
further
demonstrating
the
quality
of
our
medical
professionals
and
their
essentiality
to
our
corporation.
The
cost
analysis
portion
of
our
Human
Resources
staffing
plan
primarily
consists
of
the
revenues
earned
by
each
service
provider
within
our
Hospital.
These
numbers
were
calculated
based
on
thorough
research
on
the
salary
made
by
an
employee
with
that
position,
and
it
was
specified
to
the
area
in
which
we
are
operating.
It
was
found
that
the
average
salary
made
in
our
location
of
operation
was
consistently
higher
than
in
other
areas
of
California
and
the
United
States.
We
think
this
is
because
a
medical
professional
employed
in
the
San
Jose,
California
area
is
of
higher
demand
and
quality
based
on
their
services
and
specialization.
In
addition,
Steadman’s
Hospital
being
of
a
prestigious
and
reputable
name
and
franchise,
will
only
employee
these
professionals
of
a
high
qualitative
nature.
These
Human
Resources
staffing
plans
and
cost
analysis
are
illustrated
below
with
detailed
descriptions
of
each
position,
the
numbers
of
each
employee

58. 58
required
for
our
hospital
to
function
properly,
and
the
costs
associated
with
each
Steadman
staff
member.
In
total,
the
average
number
of
employees
in
a
hospital
of
our
size
is
597
as
full-­‐time
staff
and
257
as
part-­‐time
staff,
however
we
concluded
our
hospital
would
employ
590
full-­‐time
staff
and
249
part-­‐time
staff.
The
values
in
red
indicate
the
number
of
employees
that
exist
in
that
position
and
include
our
full-­‐
and
part-­‐time
staff,
as
well
as
the
total
number
of
persons
needed
for
each
shift.
We
came
up
with
the
number
of
people
working
in
each
position
based
on
a
combination
of
averages
of
the
El
Camino
Los
Gatos
Hospital,
which
is
a
143-­‐bed
hospital,
similar
to
ours.
We
also
used
research
to
determine
the
numbers
based
on
bed
occupancy.
Emergency
Department
Service
Providers
(total
=
184)
Service
Providers
operate
in
all
the
physical
assets
of
the
Emergency
Department,
which
are
treated
as
functions.
At
Steadman’s
hospital,
these
functions
include
the
following:
• EMS
entrance
• Triage
area
• Waiting
room
• Registration
area
• Nurse
stations
• Diagnostic
Units
• Observation
unit
• Acute
Care
(Major)
unit

59. 59
• Fast-­‐Track
(Minor)
unit
• Pediatric
unit
• Psychiatric
unit
Medical
Director
(1)
• The
director
of
the
Emergency
Department
• Responsible
for
hiring,
firing,
physician
review,
and
scheduling
• Has
a
management
position
• Median
salary
based
on
the
San
Jose,
CA
Area:
$147,022
Emergency
Physician
(24)
• Can
be
specialists
in
emergency
medicines
• Are
“attending”
physicians
• Responsible
for
care
of
patients,
supervision
of
medical
students
and
residents
when
present
• Other
duties
include
diagnosis,
decision
making,
and
direct
care
for
patients
• We
are
choosing
to
have
thirteen
emergency
physicians
because
results
show
that
there
are
calculated
percentages
of
these
doctors
that
devote
their
time
to
particular
operations
in
the
hospital
throughout
the
day
• Median
salary
based
on
the
San
Jose,
CA
Area:
$306,860
Trauma
Surgeon
(16)
• Play
an
important
role
in
the
Emergency
Department
• Can
sometimes
be
a
general
surgeon
since
trauma
surgeons
are
becoming
less
common

60. 60
• Deal
with
patients
with
trauma
(a
bodily
injury
severe
enough
posing
a
threat
to
life
and
limbs)
• Median
salary
based
on
the
San
Jose,
CA
Area:
$427,362
Physician
in
training
(residents,
interns)
(10)
• Interns
–
in
first
year
of
training
• Residents
–
completed
their
first
year
of
training
• Participate
in
the
diagnosis
and
care
of
patients,
while
being
supervised
by
an
attending
physician
• Median
salary
based
on
the
San
Jose,
CA
Area:
$48,695
Mid-­‐Level
Practitioners
(26)
• Physician
assistants
(PAs)
and
Nurse
Practitioners
(NPs)
• Work
under
the
supervision
of
emergency
physicians
to
examine,
diagnose,
and
treat
patients
• Can
prescribe
medicine
in
most
states
• (PAs)
Median
salary
based
on
the
San
Jose,
CA
Area:
$112,038
• (NPs)
Median
salary
based
on
the
San
Jose,
CA
Area:
$114,997
Emergency
Nurses
(69)
• Many
roles
in
the
Emergency
Department
including
administration,
triage,
diagnosis,
stabilization/resuscitation,
prioritization,
treatment,
and
evaluation

61. 61
Nurse
Manager
(3)
• Responsible
for
recruiting,
training
staffing,
scheduling,
and
educating
the
nursing
team
in
the
Emergency
Department
• Median
salary
based
on
the
San
Jose,
CA
Area:
$113,876
Triage
Nurse
(14)
• Responsible
for
classifying
patients
according
to
their
treatment
needs
• Median
salary
based
on
the
San
Jose,
CA
Area:
$76,357
Charge
Nurse
(24)
• Responsible
for
overall
operations,
assigning
patients
to
rooms
and
staffing
of
nursing
resources
• Median
salary
based
on
the
San
Jose,
CA
Area:
$89,665
Primary
Nurse
(28)
• Provides
and
coordinates
care
for
patients
in
the
Emergency
Department
• Median
salary
based
on
the
San
Jose,
CA
Area:
$114,997
ED
Technician
(8)
• Tasks
including
taking
vital
signs,
drawing
blood,
starting
an
IV,
performing
EKGs,
and
transporting
patients
to
and
from
various
tests
• Median
salary
based
on
the
San
Jose,
CA
Area:
$75,000
Pharmacist
(3)
• Oversees
patient
medical
needs
and
to
improve
medication
billing
and
inventory
control
• Median
salary
based
on
the
San
Jose,
CA
Area:
$130,256

62. 62
Unit
Secretary/Clerks
(6)
• Administration
running
the
Emergency
Department
• Generally
serves
as
a
receptionist,
coordinating
orders,
and
handles
the
communication
needs
of
the
ED
• E.g.
help
physicians
contact
a
patient’s
family,
assist
families
calling
about
their
loved
ones,
or
talk
to
patients
calling
for
medical
advice
o This
person
can
be
considered
a
customer
representative
• Median
salary
based
on
the
San
Jose,
CA
Area:
$38,000
Social
Workers
(5)
• Deals
with
suicidal
or
homicidal
patients,
alcoholics,
addicts,
abused
children,
and
patients
with
mental
illness
• Works
with
patients
and
family
members
dealing
with
crisis
situations
• Is
considered
a
customer
representative
• Median
salary
based
on
the
San
Jose,
CA
Area:
$68,805
On-­‐Call
Specialists
(16)
• Used
for
consultation
and
support
• Can
be
physicians
from
other
departments
Nursing
Unit
Service
Providers
(total
=
97)
Service
Providers
operate
in
all
the
physical
assets
of
the
Nursing
Unit.
At
Steadman’s
hospital,
these
units
include
the
following:
• ICU
(Intensive
Care
unit)

63. 63
• Step-­‐down
beds
• General
care
bed
• Observation
bed
Larger
Nursing
Organization:
Director
of
Nursing
(1)
• Part
of
executive
team
of
the
hospital
and
responsible
for
all
nursing
services
• Participates
in
strategic
and
long-­‐range
planning
and
in
the
design
of
nursing
services
• Has
a
management
position
• Median
salary
based
on
the
San
Jose,
CA
Area:
$156,662
Nurse
Supervisors
(14)
• Coordinates
the
care
over
multiple
nursing
units
• Responsible
for
staffing
on
a
day-­‐to-­‐day
basis
• Median
salary
based
on
the
San
Jose,
CA
Area:
$100,263
Unit
Level:
Nurse
Manager/Head
Nurse
(2)
• Responsible
for
the
day-­‐to-­‐day
operations
of
one
or
more
nursing
units
• Primarily
responsible
for
the
delivery
and
evaluation
of
patient
care
• Acts
as
a
communication
link
between
the
units’
nurses
and
upper
levels
of
management
• Has
a
management
position
• Median
salary
based
on
the
San
Jose,
CA
Area:
$113,876
Charge
Nurse
(22)

64. 64
• Handles
the
administrative
end
of
admits
and
discharges
• Usually
is
an
RN
rounding
with
physicians,
and
sometimes
assigns
nurses
to
patients
at
the
start
of
each
shift
• Median
salary
based
on
the
San
Jose,
CA
Area:
$89,665
Staff
Nurse
(40)
APN
–
Advanced
Practice
Nurses
(8)
• RNs
who
have
1-­‐2
years
of
advanced
training
• Median
salary
based
on
the
San
Jose,
CA
Area:
$106,000
RN
–
Registered
nurse
(22)
• Registered
nurse
with
a
basic
nursing
degree
• Median
salary
based
on
the
San
Jose,
CA
Area:
$82,253
LVN
–
Licensed
vocational
nurse
(10)
• Median
salary
based
on
the
San
Jose,
CA
Area:
$51,311
UAP
–
Unlicensed
Assistive
Personnel
(18)
• Carry
out
routine
activities
under
the
supervision
of
a
registered
nurse
• Median
salary
based
on
the
San
Jose,
CA
Area:
$31,759
• Operating
Rooms
(total
=
135)
Service
Providers
operate
in
all
units
of
the
Operating
Rooms.
At
Steadman’s
hospital,
these
functions
include
the
following:
• Admissions
• Waiting
room

65. 65
• Pre-­‐procedure
preparation
• Procedure
Rooms
• Post-­‐procedure
recovery
• Step-­‐down
• Staff
changing
rooms
• Clean
corridor/zone
• Scrub
rooms
• Sterilizing
room(s)
• Clean
storage
room
and
equipment
storage
room
• Set-­‐up
room(s)
• Housekeeping
room(s)
Surgeon
(12)
• Leads
the
team
and
personally
directs
and
performs
the
procedures
• Median
salary
based
on
the
San
Jose,
CA
Area:
$415,663
Anesthesiologist
(10)
• Administers
anesthetics
and
other
drugs
that
reduce
pain,
render
the
patient
unreactive
to
the
trauma
of
the
operation,
and
reduce
the
probability
of
unpleasant
or
adverse
reactions
to
the
procedure
• Median
salary
based
on
the
San
Jose,
CA
Area:
$419,627
First
assistant
(surgical
technician)
(14)
• Median
salary
based
on
the
San
Jose,
CA
Area:
$49,512
Scrub
nurse
(22)

66. 66
• Organizes
equipment
on
a
sterile
tray
so
everything
is
readily
available
for
the
surgeon
as
he/she
transfers
all
required
instruments
• Median
salary
based
on
the
San
Jose,
CA
Area
(same
as
RN):
$82,253
Circulating
nurse
(24)
• Gets
and
returns
equipment
during
a
procedure
• Median
salary
based
on
the
San
Jose,
CA
Area:
$63,000
Surgical
technician
(18)
• Can
be
a
scrub
or
circulating
nurse,
or
a
less
highly
trained
assistant
• Median
salary
based
on
the
San
Jose,
CA
Area:
$49,512
The
surgical
team
also
requires
a
variety
of
other
employees
such
as
receptionist,
a
preparation
and
sterilizing
crew,
people
who
transport
patients,
and
a
cleaning
team.
(35)
Diagnostics
Facility
(total
=
144)
The
Service
Providers
in
the
Diagnostics
Facility
work
in
two
possible
divisions
within
the
unit,
which
include
the
following:
• Clinical
Pathology
Division
• Anatomical
Pathology
Division
Since
our
area
of
growth
is
based
on
cancer
treatment
and
research,
which
is
associated
with
the
Imaging
Department
of
diagnostics,
we
think
it
is
important
for
Steadman’s
Hospital
to
employ
a
greater
amount
of
medical
professionals
in
these
fields
than
in
other
departments
and
services
we
offer.
Pathology
Department
(71)
Director
(1)

67. 67
• A
licensed
physician
specializing
in
pathology
• Has
a
management
position
• Median
salary
based
on
the
San
Jose,
CA
Area:
$108,000
Scientists
(14)
• Trained
pathologists,
clinical
biologists,
microbiologists,
and
biochemists
• Head
and
staff
specific
labs
within
the
Pathology
Department
• Median
salary
based
on
the
San
Jose,
CA
Area:
$57,643
Residents
(15)
• Participate
in
clinical
case
management
and
research
studies
• Median
salary
based
on
the
San
Francisco,
CA
Area:
$51,289
Pathology
assistants
(9)
• Do
all
the
work
that
leads
up
to
diagnosis
• Median
salary
based
on
the
San
Jose,
CA
Area:
$90,894
Medical
technologists
and
technicians
(7)
• Responsible
for
sample
preparation,
testing,
and
result
summarization
in
clinical
labs
• Median
salary
based
on
the
San
Jose,
CA
Area:
$75,000
Phlebotomists
(5)
• Specialize
in
the
collection
of
blood
and
other
bodily
fluids
from
inpatients
and
outpatients
• Median
salary
based
on
the
San
Jose,
CA
Area:
$36,984

68. 68
Transcriptionists
(6)
• Translate
dictated
reports
by
pathologists
into
written
reports
• Median
salary
based
on
the
San
Jose,
CA
Area:
$48,234
Administrative
staff
(14)
• Managers
of
various
administrative
units
• Median
salary
based
on
the
San
Jose,
CA
Area:
$44,738
Imaging
Department
(73)
Director
(1)
• Heads
the
Imaging
and
Radiology
Department
• Licensed
physician
specializing
in
radiology
• Has
a
management
position
• Median
salary
based
on
the
San
Jose,
CA
Area:
$150,931
Radiologists
(8)
• Within
the
radiology
department,
depending
on
the
patient’s
need
of
either
a
specialized
radiologist
or
general
radiologists
for
a
CT-­‐scan
or
MRI,
we
would
need
approximately
eight
radiologists
• Median
salary
based
on
the
San
Jose,
CA
Area:
$454,507
Radiologist
assistants
(12)
• They
are
high-­‐level
radiologic
technologists
that
work
under
supervision
of
a
radiologist

69. 69
• They
perform
examinations,
make
judgments
about
image
quality,
and
participate
in
patient
management
and
evaluation
• Median
salary
based
on
the
San
Jose,
CA
Area:
$79,000
Radiologic
technologists
(12)
• They
are
the
primary
operators
of
radiologic
equipment
• Median
salary
based
on
the
San
Jose,
CA
Area:
$86,000
Radiological
nurses
(20)
• Assist
with
patient
examinations,
help
patients
during
testing
and
recuperation,
and
record
findings
• Median
salary
based
on
the
San
Jose,
CA
Area:
$89,000
Administrative
staff
(20)
• Administrative
managers
and
staff
members
• Responsible
for
billing,
engineering
services,
computing
services,
purchasing,
finance,
quality
assurance,
and
other
important
activities
• Median
salary
based
on
the
San
Jose,
CA
Area:
$44,738
Other
(total
=
179):
Administrative
Support
(employee
support)
(14)
• Median
salary
based
on
the
San
Jose,
CA
Area:
$44,738
Facility
Maintenance
and
Repair
(custodians)
(24)
• Median
salary
based
on
the
San
Jose,
CA
Area:
$30,603
Vehicle
Drivers
&
EMTs
(32)
• Vehicle
Driver
–
Median
salary
based
on
the
San
Jose,
CA
Area:
$34,725
• EMT
–
Median
salary
based
on
the
San
Jose,
CA
Area:
$38,024

70. 70
Security
Guards
(20)
• Median
salary
based
on
the
San
Jose,
CA
Area:
$33,713
Cafeteria
and
Gift
Shop
Workers
(12;
6)
• Median
salary
based
on
the
San
Jose,
CA
Area:
$32,000
• Median
salary
based
on
the
San
Jose,
CA
Area:
$56,000
Finance
and
Accounting
Specialists
(18)
• Median
salary
based
on
the
San
Jose,
CA
Area:
$58,000
Receptionist/Check-­‐ins
(12)
• Median
salary
based
on
the
San
Jose,
CA
Area:
$35,000
Cleaning
and
Laundry
Employees
(26)
• Median
salary
based
on
the
San
Jose,
CA
Area:
$24,630
Rehabilitation
and
Physical
Performance
Employees
(15)
• Median
salary
based
on
the
San
Jose,
CA
Area:
$94,477
Areas
of
Growth
(total
=
65):
Cancer
Treatment
Specialists
–
Oncologists
(24)
• Median
salary
based
on
the
San
Jose,
CA
Area:
$324,359
Cancer
Research
Specialists
(12)
• Median
salary
based
on
the
San
Jose,
CA
Area:
$99,000
Drug
and
Pharmaceuticals
Research
&
Development
Specialists
(9)
• Median
salary
based
on
the
San
Jose,
CA
Area:
$112,000
Specialized
Surgeries
Surgeons
(20)
• Depending
on
which
area
the
surgeon
specializes
in,
the
average
salary
increases
by
years
of
experience

71. 71
• Median
salary
based
on
the
San
Jose,
CA
Area:
$318,000
Management
(total
=
35):
Corporate
Management
(12)
Steadman’s
Hospital
Steadman’s
Hospital
Board
of
Directors
(12)
• Directors
make
an
average
salary
of
$138,165
based
on
the
San
Jose,
CA
area
Senior
Management
(5)
Internal
Executive
Board
• Business
Manager
and
Assistant
Manager
(2)
• Medical
Director,
Assistant
Director,
and
Head
Nurse
(3)
• Senior
Management
salaries
are
approximately
$212,128.
Internal
Management
Structure
(18)
Business
Manager
&
Assistant
Manager
(Senior
Management)
• Vehicle
Department
• General
Service
Department
• Security
Guard
Department
• Maintenance
Department
• Finance
&
Accounting
Division
• Purchasing
&
Stock
Division
• Personnel
Division
(customer
representatives)
in
addition
to
others
already
indicated
(18)
Medical
Director,
Assistant
Director,
and
Head
Nurse
(Senior
Management)
• Medical
Division

72. 72
• Reception
Department
• Emergency
Department
• Dispensary
Department
• Medical
Registration
Department
• Out-­‐Patients
Department
• X-­‐Ray
Department
• Laboratory
Department
• Cancer
Treatment
Department
*
area
of
growth
• Cancer
Research
Department
*
area
of
growth
• Pharmaceuticals
and
Drug
Research
&
Development
Department
*
area
of
growth
• Specialized
Surgery
Department
*
area
of
growth
Head
Nurse
(Senior
Management)
• Nursing
Division
• Operating
Room
&
Central
Supply
Department
• Cleaning
Department
• Laundry
Department
• Public
Health
Program
• Nurse
Aid
Department
As
previously
stated,
the
number
of
staff
members
in
every
level
of
each
department
include
the
morning,
afternoon,
and
evening
shifts,
as
well
as
full-­‐time
and
part-­‐time
employees
depending
on
seasonal
demand.
Each
service
we
offer
is
accounted
for
within
the
departments
of
service
providers,
customer

73. 73
representatives,
management
positions,
lower-­‐level
management
and
administration,
and
our
areas
of
growth.
The
many
employed
nurses,
assistants,
and
administrative
staff
will
also
offer
their
services
in
our
second
and
third
buildings
where
we
focus
on
Rehabilitation,
Physical
Performance,
and
our
previously
stated
areas
of
growth.
(XIII)
Revenue
Analysis:
Summary:
The
revenue
analysis
is
broken
up
into
eight
different
categories
for
years
2012,
2013,
and
a
forecasted
2014
shown
in
Image
XIII.1
of
the
Appendix.
These
categories
consist
of
the
main
functions
of
our
hospital
which
include:
Surgeries,
Research
and
Development,
Women
and
Men’s
Health
and
Pediatrics,
Pharmaceuticals,
Imaging,
Physical
Therapy
and
Rehabilitation,
Cancer
Treatment,
and
Walk-­‐In’s
and
Emergencies.
The
numbers
in
the
revenue
analysis
show
the
total
revenue
and
expenses
that
these
different
functions
bring
in
at
the
end
of
the
year
and
the
net
income
or
loss
that
is
contributing
to
our
hospital’s
overall
net
income.
The
revenues
and
expenses
of
each
section
were
created
from
calculated
percentages
that
we
based
off
of
our
specializations
and
other
operations
of
our
hospital.

74. 74
(XIV)
Simple
Three
Year
Financial
Analysis
Steadman’s
simple
three-­‐year
balance
sheet
is
based
entirely
off
of
calculations
of
our
assets,
liabilities,
and
owner’s
equity.
First
we
began
with
a
beginning
balance
for
2014
that
included
the
cash
and
cash
equivalents
received
from
our
investors,
as
well
as
the
inventory
acquired
with
the
cash,
and
the
fixed
assets
of
plant,
property,
and
equipment
acquired
in
the
form
of
long-­‐term
debt.
To
keep
the
balance
sheet
as
consolidated
and
as
simple
as
possible,
we
assumed
to
keep
all
things
constant
for
the
accounts
for
all
three
years.
The
only
possibility
for
changes
include
the
short-­‐
and
long-­‐term
investments,
other
assets,
current
liabilities,
other
liabilities,
and
capital
stock
investments
by
other
investors
or
entities.
Year-­‐end
December
31,
2012
Assets
The
first
current
asset
on
our
balance
sheet
is
cash
and
cash
equivalents.
This
value
includes
the
initial
investment
from
our
primary
investor,
the
remaining
required
cash
investment
from
bank
loans/other
investors,
and
the
year-­‐end
retained
earnings,
less
the
amount
paid
for
inventory,
the
first
yearly
payment
on
the
30-­‐year
mortgage
value
of
the
hospital
and
its
campus,
the
estimated
amount
of
unpaid
receivables,
the
first-­‐year
cash
payment
at
a
rate
of
33%
to
our
initial
investor,
and
the
first-­‐year
cash
payment
back
to
the
bank
and
other
investors.
The

75. 75
next
current
asset
on
the
balance
sheet
is
short-­term
investments,
which
we
will
not
obtain
in
our
first
year
of
operation.
The
next
current
asset
is
net
accounts
receivables,
which
is
an
estimate
of
how
much
money
our
patients
and/or
their
medical
insurers
will
owe
at
the
end
of
year
one.
This
estimate
is
based
on
our
assumed
yearly
revenue
of
$100,000,000
and
the
prediction
that
around
less
than
1%
of
this
revenue
will
remain
unpaid
and
therefore
goes
into
accounts
receivable.
Inventory
includes
the
supplies
and
equipment
that
will
be
stored
in
the
basement
in
case
any
malfunctions
occur
or
demand
unexpectedly
increases.
We
also
have
not
obtained
any
other
current
assets
for
2014.
Our
fixed
assets
include
plant,
property,
and
equipment,
which
was
calculated
based
on
the
30-­‐year
life
span
value
of
the
plant
and
property.
Also
included
in
this
fixed
asset
is
the
equipment
that
is
currently
being
used
in
operation,
less
the
first
year
depreciation
expense.
The
accumulated
depreciation
account
includes
the
end
of
the
first
year
depreciation
on
the
equipment,
supplies,
and
furniture.
This
equipment
will
be
depreciated
over
a
straight
line
7-­‐year
life
based
on
the
average
lifespan
of
furniture
and
equipment.
Other
fixed
assets
include
long-­term
investments
and
other
assets,
which
at
the
end
of
year
one
does
is
nonexistent
and
therefore
irrelevant
for
our
2014
balance
sheet.
Liabilities
The
liabilities
for
2014
are
divided
between
current/short-­‐term
liabilities
and
long-­‐term
liabilities.
Short-­‐term
liabilities
consist
of
accounts
payable,
short-­‐

76. 76
term
debt,
and
other
current
liabilities.
Accounts
payable
and
short-­term
debt
accounts
are
empty
as
of
2014,
because
of
our
high
existing
long-­‐term
debt.
Long-­‐term
liabilities
for
Steadman’s
Hospital
are
the
long-­term
debt,
which
is
the
total
amount
of
payments
owed
on
the
30-­‐year
mortgage,
the
amount
of
money
we
owe
to
our
initial
investor,
and
the
amount
of
remaining
money
we
owe
to
banks
and
other
investors,
less
our
first
year
payment
on
the
stated
30-­‐year
mortgage,
repayment
of
the
first-­‐year
profits
promised
at
a
rate
of
33%
of
total
net
income
to
our
initial
investor,
and
a
first-­‐year
payback
of
debt
to
banks
other
investors
(based
on
a
estimated
10-­‐year
payback
period).
This
calls
for
a
little
over
a
two-­‐year
payback
period
(making
it
long-­‐term
debt
rather
than
short-­‐term)
for
our
initial
investor,
further
proving
the
attractiveness
of
the
investment.
Stockholder’s
Equity
Our
stockholder’s
equity
consists
of
the
capital
stock
and
retained
earnings
that
will
be
reinvested
into
the
corporation
after
dividends
have
been
paid.
As
of
2014,
our
capital
stock
account
is
empty
considering
our
hospital
will
remain
a
private
company
until
2016.
The
retained
earnings
amount
includes
the
total
estimated
yearly
revenue
less
dividends
paid.
Year-­‐end
December
31,
2013
Assets
Cash
and
cash
equivalents
–
Ending
balance
for
year
2014,
less
the
second-­‐
yearly
payments
of
the
mortgage
of
the
hospital,
the
second-­‐yearly
payment
to
the

77. 77
initial
investor,
and
the
second-­‐yearly
payment
to
the
bank
and
other
investors,
plus
retained
earnings
for
end
of
the
year
2015.
Plant,
property,
and
equipment
–
Ending
balance
for
year
2014,
less
the
second-­‐year
accumulated
depreciation.
Liabilities
Short-­term
debt
–
this
amount
is
the
remainder
of
debt
owed
to
our
initial
investor
that
can
be
paid
within
one
year
Long-­term
debt
–
Ending
balance
for
year
2014,
less
the
second-­‐yearly
payments
of
the
mortgage
of
the
hospital,
the
second-­‐yearly
payment
to
the
initial
investor,
and
the
second-­‐yearly
payment
to
the
bank
and
other
investors.
Also
subtracted
from
this
account
is
the
remaining
debt
owed
to
the
initial
investor
because
this
remaining
debt
can
be
paid
within
one
year,
so
this
amount
is
moved
into
a
current
liabilities
account
(short-­‐term
debt).
Stockholder’s
Equity
Retained
earnings
–
Ending
balance
for
year
2014
plus
estimated
yearly
revenue,
less
dividends
paid.
Year-­‐end
December
31,
2014
Assets
The
cash
and
cash
equivalents
account
increases
by
$1,500,000
because
of
Steadman’s
decision
to
go
public
and
sell
100,000
shares
of
stock
at
$15
per
share.

78. 78
This
account
also
decreases
by
the
third-­‐year
payments
that
were
consistent
for
the
first
two
years
of
operation.
Liabilities
Short-­term
debt
–
since
the
payback
period
for
the
original
long-­‐term
debt
to
our
initial
investor
was
less
than
three
years,
the
debt
became
short-­‐term
after
the
first
two
years
of
payments.
The
full
amount
was
paid
off
in
this
year,
which
is
why
this
account
is
empty.
Long-­term
debt
–
continues
to
decrease
as
third-­‐year
payments
are
due
and
ultimately
lowers
our
liabilities
as
our
debts
are
being
paid
off
within
the
next
seven
years
to
the
banks
and
other
investors.
Stockholder’s
Equity
Our
capital
stock
account
includes
the
amount
of
investments
made
in
our
hospital
by
the
purchase
of
100,000
shares
of
stock
at
$15
per
share.
Our
retained
earnings
continue
to
grow
at
a
steady
rate
based
on
the
estimated
yearly
revenue
less
dividends
paid.
This
ending
balance
is
added
into
the
beginning
balance
of
the
following
year’s
assets.

79. 79
Balance
Sheet
Reference
(XV)
Process
Maps:

80. 80
As
seen
in
the
appendix
and
previous
sections
within
this
document,
there
are
several
processes
that
are
more
easily
demonstrated
through
graphic
mapping
and
charts.
Within
several
sections,
this
was
evident
to
help
explain
certain
procedures
done
at
Steadman
Hospital.
Though
this
is,
not
every
process
was
identified
and
resembled
within
each
section.
One
process
that
is
more
clearly
explained
through
an
image
would
be
how
a
patient
could
touch
every
part
of
our
hospital’s
operations.
As
you
can
see
above,
each
section
within
the
hospital
is
demonstrated
as
a
process
map
through
“swim
lanes”
to
help
organize
the
flow
of
customers.

81. 81
Another
factor
to
understand
is
the
relationship
between
inputs,
departments,
and
outputs.
With
that,
we
created
a
cross-­‐functional
relationship
map
to
help
represent
(very
simply)
of
how
certain,
but
not
all,
suppliers
relate
to
the
output
services
within
Steadman
Hospital.
As
it
can
be
seen,
very
few
inputs
result
in
many
outputs
that
happen
within
Steadman
Hospital.
Because
of
this,
Steadman
is
able
to
gather
its
inputs
and
transfer
important
procedures
to
customers
with
the
utmost
efficiency
to
better
our
business
strategy.

82. 82
Finally,
one
aspect
not
previously
demonstrated
through
a
process
map
was
billing.
Proper
billing
procedures
are
one
of
the
most
important
aspects
of
any
business
because
it
is
the
roots
of
gaining
appropriate
revenue.
To
represent
a
very
simple
billing
process,
see
the
image
below.
(XVI)
Final
Summary:
Brooke
Rice:
Final
Summary
Throughout
the
work
of
this
project
I
have
learned
not
only
a
ton
about
operations
and
information
management
but
also
about
myself
and
working
with
a
group.
This
is
my
first
group
project
at
CU
where
I
have
spent
an
entire
semester
developing
a
project
with
the
same
people.
Working
with
a
group
during
a
whole
semester
has
made
me
a
lot
more
comfortable
when
it
comes
to
working
with

83. 83
people.
I
have
also
learned
that
you
have
to
trust
people
within
your
group
that
they
will
carry
their
weight.
With
a
project
like
this,
it
is
nearly
impossible
to
put
all
the
responsibility
on
one
person.
In
addition,
I
found
out
that
communication
is
key
and
to
not
be
afraid
to
ask
questions
if
you
do
not
understand
something.
Next,
this
project
consists
of
a
large
amount
of
research
and
data
collection
and
analysis.
Working
with
data
is
not
entirely
easy
and
takes
time
and
effective
decision-­‐making.
There
are
so
many
different
kinds
and
types
of
data
out
there,
so
it
is
important
that
we
were
able
to
decide
which
data
would
be
more
useful
and
accurate.
I
have
learned
how
to
better
filter
out
and
analyze
sources
more
thoroughly
because
of
all
the
various
research
I
conducted.
I
have
also
learned
how
to
find
specific
aspects
within
a
resource
that
is
excessively
long.
Thirdly,
this
is
the
first
time
I
have
ever
worked
with
process
mapping.
I
had
a
familiarity
of
flow
charts
but
I
never
realized
how
useful
they
could
actually
be.
This
project
made
me
understand
how
to
create
a
process
map
and
how
to
better
appreciate
them.
Working
with
process
mapping
is
fairly
easy
and
logical
if
you
are
able
to
just
think
through
the
steps,
such
as
a
cross-­‐functional
map.
When
looking
at
the
maps
my
group
and
I
designed
I
began
to
grasp
how
much
more
effective
this
could
be
for
a
reader
who
is
learning
about
the
topic.
Likewise,
I
think
the
process
maps
are
a
very
helpful
tool
to
our
investors
and
they
really
demonstrate
the
flow
of
information
throughout
our
hospital.
One
main
key
aspect
of
completely
the
project
and
doing
well
is
making
sure
you
have
good
time
management
and
know
who
is
doing
what
sections.
I
have
learned
how
crucial
timeliness
can
be
and
it
is
helpful
to
get
parts
done
early
rather

84. 84
then
later.
It
is
always
vital
to
look
into
the
next
steps
so
you
are
able
to
start
taking
note
of
what
you
will
need
to
research.
Time
management
is
probably
the
most
critical
element
when
it
comes
to
finishing
a
well-­‐rounded
project.
Also,
dividing
up
the
work
between
your
members
and
continuously
checking
up
on
where
they
are
is
important
for
the
overall
success
of
the
team.
I
realized
by
having
weekly
team
meetings
it
allows
for
better
project
and
time
management
because
it
gives
people
the
incentive
to
make
sure
there
segments
are
finished.
The
biggest
advice
I
can
give
to
future
BCOR
2500
students
is
to
make
sure
you
pick
a
good
group.
You
are
going
to
be
working
with
the
same
people
for
a
whole
semester
and
it’s
important
that
every
one
of
your
group
members
buys
into
their
job
and
the
project.
Having
said
that,
if
possible
I
recommend
finding
people
with
different
majors.
I
think
having
finance
major
is
important
just
because
it
makes
the
financial
parts
of
the
assignment
easier.
Also,
it
is
so
helpful
if
you
start
on
the
project
early
rather
than
procrastinate.
If
you
can
get
the
project
done
with
a
week
to
spare,
where
during
that
week
you
can
put
the
project
together
and
make
final
edits
it
becomes
less
stressful.
When
it
comes
to
writing
each
interim
the
biggest
advice
I
can
give
is
to
have
a
scribe
and
to
include
as
much
detail
as
possible.
Always
make
sure
you
are
answering
the
why
and
how
because
you
have
to
remember
that
the
person
reading
your
proposal
does
not
know
anything
about
what
you
are
developing.
Overall,
I
think
if
you
find
people
who
you
work
well
with
and
have
weekly
meetings
the
project
is
not
as
bad
as
it
seems.
Kendra
Otis
Final
Summary

85. 85
I
learned
that
being
involved
and
physically
learning
how
to
operate
a
hospital
has
been
very
beneficial
in
understanding
class
concepts.
I
have
had
a
really
great
and
positive
experience
working
with
Karlyn,
Brooke,
and
Matt.
We
communicated
with
each
other
extremely
well,
we
were
very
open
and
accepting
of
everyone’s
ideas
and
opinions,
and
everyone
was
excellent
at
pulling
their
own
weight
of
the
project.
Furthermore,
our
group
worked
really
well
together
because
we
had
different
strengths
and
weaknesses
and
utilized
those
effectively
to
each
section
of
our
project.
I
learned
that
data
is
a
very
important
resource
that
provides
companies
with
business
intelligence
and
is
an
overall
indicator
on
how
the
company
is
doing.
Data
was
really
important
to
look
at
when
deciding
whether
or
not
our
group
wanted
to
buy
the
existing
El
Camino
Hospital.
It
provided
us
with
numbers
and
information
on
how
this
hospital
is
doing
and
how
it
has
done
in
the
past
by
looking
at
their
balance
sheets
and
income
statements.
It
allowed
us
to
analyze
the
hospital
as
a
whole
and
come
up
with
the
correct
changes
to
improve
its
performance.
Data
provided
us
with
information
about
our
competitors,
the
area
and
people
we
are
surrounded
by,
and
helped
us
figure
out
what
we
should
specialize
in
as
a
hospital.
Overall,
I
found
that
data
is
imperative
to
running
a
successful
business
because
it
allows
you
to
analyze,
provide
insight,
allocate
action,
and
measure
the
successes
and
failures.
I
found
working
with
process
maps
to
be
really
interesting
and
a
helpful
visual
reference
to
what
processes
occur
in
a
line
of
business.
Never
being
behind
the
scenes
of
what
goes
on
in
the
operations
of
a
business,
I
learned
that
there
are
a
lot

86. 86
of
different
steps
that
need
to
occur
for
the
business
to
be
successful.
Process
mapping
helped
our
group
figure
out
who
and
what
needs
to
occur
to
have
our
hospital
run
efficiently
and
successfully.
It
allowed
us
to
document
the
processes
and
be
able
to
analyze
and
improve
on
certain
areas.
Time
and
project
management
was
very
crucial
when
planning
out
who
does
what
section,
what
days
and
times
we
were
meeting,
and
keeping
track
of
our
progress
throughout
the
weeks.
For
the
first
interim,
we
divided
up
with
sections
by
our
strengths
and
would
meet
up
twice
a
week
to
make
sure
every
member
was
on
the
right
track.
We
all
agreed
that
this
process
was
not
working
for
our
group
because
we
felt
that
our
work
was
not
in
sync
with
each
other’s.
For
the
second
interim,
we
decided
to
switch
up
how
we
were
going
to
accomplish
these
upcoming
sections.
We
started
meeting
each
week
as
many
times
as
we
could
and
would
do
each
section
together.
We
felt
that
this
was
the
most
successful
way,
and
our
grade
on
our
second
submission
confirmed
that
it
was.
I
learned
that
group
projects
are
more
successful
when
you
are
comfortable
with
your
teammates
and
are
able
to
work
well
together,
you
all
are
putting
in
your
best
efforts
and
contributing
as
much
as
possible,
and
you
all
are
able
to
manage
what
needs
to
be
done
by
a
certain
time.
Our
group
was
extremely
well
at
planning
out
a
schedule
for
each
section
and
making
sure
we
were
keeping
up
with
that
schedule
throughout
the
weeks
so
we
were
not
cramming
to
finish
it
the
last
week.
My
suggestion
for
future
BCOR
2500
students
is
to
make
sure
you
pick
teammates
that
have
the
same
goals
as
you
and
that
you
are
able
to
work
together
well.
If
you
do
not
have
the
same
efforts
and
cannot
work
well
together,
this
project

87. 87
will
be
very
stressful
and
you
will
not
have
great
outcomes.
Also,
time
management
is
extremely
important
and
your
group
should
try
to
accomplish
two
sections
a
week.
You
want
to
give
yourself
time
in
the
end
to
read
through
it
and
make
the
appropriate
changes
to
ensure
you
are
turning
in
the
best
project
possible.
This
project
may
sound
intimidating
in
the
beginning,
but
it
has
been
a
tremendous
help
grasping
the
concepts
and
being
able
to
apply
them
to
class
material.
Overall,
have
fun
with
your
teammates
and
this
project,
and
stay
on
top
of
your
work.
Matt
Kahl
Final
Summary
Throughout
the
course
of
this
semester,
and
working
on
this
project,
I
have
learned
a
significant
amount
of
useful
knowledge
on
the
process
of
operations
–
specifically
when
it
is
related
to
how
hospitals
function.
That
being
said,
there
were
many
aspects
within
the
process
of
this
project
that
came
as
a
new
experience
as
well.
One
of
these
factors
included
the
simple
concept
of
working
with
a
group
for
such
a
long
time.
It
immediately
came
to
an
unstated
consensus
that
there
was
a
need
for
a
group
leader.
This
means
that
someone
needed
to
organize
the
group
and
get
separate
sections
divided
evenly
in
order
for
goals
to
get
accomplished
in
a
timely
and
efficient
manner.
Thankfully,
the
group
I
chose
ended
up
being
very
competent
with
this
project
and
very
willing
to
do
any
part
that
they
were
assigned.
Working
with
the
data,
we
found
that
it
helps
to
always
have
an
excess
amount
of
it
to
create
accurate
and
useful
information.
In
this
way,
the
way
we
collected
data
was
similar
to
having
‘big
data’
but
without
us
directly
creating
the

88. 88
data.
Although,
because
we
did
not
create
the
data
itself,
it
was
occasionally
confusing
to
compare
all
of
the
sources
to
generate
accurate
numbers
to
be
used
within
the
project.
But
in
the
end,
all
problems
seemed
to
work
themselves
out
to
allow
us
to
form
accurate
information.
Process
mapping
was
very
long,
yet
straightforward
process.
I
found
that
making
all
of
the
charts
required
simple
knowledge
of
the
movement
of
people
and
inventory
within
a
hospital
–
which
seemed
very
logical
and
simpleminded.
Because
of
the
simplicity
of
this
section,
it
allowed
me
to
think,
on
a
basic
level,
of
the
most
basic
operations
of
hospital
movement.
This
benefited
the
creation
of
the
project
by
starting
with
the
most
basic
and
visual
form
of
operations
and
applying
that
to
the
specifics
required
within
each
section.
And
although
it
was
important,
it
was
extremely
time
consuming.
In
order
to
generate
each
graph
or
chart
required
at
least
an
hour
plus
editions
needed
to
be
made.
In
the
end
though,
having
process
maps
benefited
the
project
as
a
whole,
which
proved
to
be
worth
the
time
spent.
Time
management
was
pertinent
through
the
process
of
this
project.
With
that,
we
needed
certain
time
frames
to
have
specific
sections
done
before
each
turn-­‐
in
date.
To
do
this,
at
the
very
beginning
of
each
interim,
we
met
as
a
group
to
decide
on
certain
time
frames
for
each
section
to
be
done.
I
personally
believe
that
I
had
a
significant
sense
of
time
management
prior
to
beginning
this
project,
so
the
real
challenge
was
to
correlate
my
time
with
the
group
as
a
whole.
We
found
that
having
a
routine
schedule
of
meeting
at
least
two
days
a
week
proved
to
be
beneficial
by
agreeing
on
a
certain
time
and
day
to
meet.
In
general,
we
found
that
the
only
way
to
accomplish
this
project
was
to
have
strict
deadlines
that
were
challenging
and

89. 89
doable.
Therefore,
time
management
proved
to
be
possibly
the
most
important
factor
for
completing
this
project.
For
suggestions,
I
would
recommend
that
future
groups
meet
with
a
mentor
as
soon
as
possible
to
generate
their
business
goals
of
the
project
before
they
work
on
the
hospital
itself.
This
will
allow
other
groups
to
get
a
better
head
start
on
their
projects
to
make
it
easier
for
them
going
forward.
I
would
also
recommend
that
students
always
think
outside
the
box,
specifically
to
impress
their
recitation
leader.
Thinking
outside
of
the
box
will
allow
the
students
to
go
above
and
beyond
in
many
sections,
which
will
help
their
grade
in
the
long
run.
Karlyn
Seidner
Final
Summary
Throughout
the
course
of
the
semester
I
have
participated
as
a
team
member
in
the
collaborative
effort
to
deliberate
and
essentially
create
a
hospital.
This
was
the
first
project
I
have
participated
in
that
took
time
from
the
entire
semester
to
complete.
This
assignment
to
construct
our
hospital,
Steadman
Hospital,
required
an
equal
amount
of
determination
from
all
team
members
and
it
helped
me
to
fully
understand
the
importance
of
teamwork
in
a
business.
It
was
vital
for
us
to
think
in
terms
of
operations
of
a
specific
corporation
and
to
divide
responsibilities
accordingly
to
best
complete
each
section
of
the
project
plan.
As
I
have
learned
in
all
previous
courses
I
have
taken
at
the
Leeds
Business
School,
it
is
extremely
essential
for
aspiring
businesspeople
to
learn
how
to
work
in
a
functioning
group
or
team.
The
semester-­‐long
commitment
initially
appeared

90. 90
intimidating,
but
was
not
as
unapproachable
as
I
assumed.
I
think
that
our
early
attempts
at
the
project
really
helped
us
get
to
know
each
other
and
determine
each
other’s
skills
to
even
further
prepare
for
the
semester’s
project.
Our
obligations
as
a
group
and
as
individuals
were
allocated
as
best
possible
early
on
in
the
process,
which
I
think
helped
minimize
stress.
Our
participation
in
group
texts,
Facebook
messages,
and
e-­‐mails
were
necessary
in
order
to
remain
in
constant
communication
with
one
another.
I
have
learned
that
in
a
team,
overwhelming
projects
such
as
this
one
were
manageable
and
became
less
difficult
once
an
appropriate
routine
was
developed.
Group
work
and
team
collaboration
is
an
inevitable
aspect
of
business
and
I
learned
that
our
approach
was
extremely
beneficial
in
that
I
can
reference
our
strategies
for
future
group
assignments.
Much
of
our
data
was
found
on
the
Internet
and
through
personal
encounters
with
either
experts
or
mentors.
These
professionals
helped
guide
us
towards
the
right
direction
in
the
beginning
of
the
project
and
throughout
any
struggles
we
experienced.
The
data
we
found
on
the
Internet
was
particularly
useful
and
it
did
not
take
long
for
me
to
sift
through
and
determine
what
was
relevant
for
our
hospital
versus
what
data
was
unimportant.
Forecasting
data
also
played
a
huge
role
in
our
project
when
determining
our
hospital’s
future,
which
is
probably
one
of
the
most
important
aspects
of
a
business’s
operations.
Process
mapping
was
an
extremely
useful
and
advantageous
learning
tool
in
order
to
dissect
the
processes
that
Steadman
needed
to
uncover.
Process
maps
helped
us
figure
out
the
supply
chain
of
hospital
services
and
equipment
and
further
aided
us
with
a
visual
tool
making
these
operations
easy
to
understand.
These

91. 91
process
maps
guided
us
in
explaining
how,
where,
why,
and
when
our
operations
would
take
place
and
who
in
particular
would
be
involved
in
them.
As
I
discussed
previously,
our
project
required
us
to
get
to
know
each
other
on
a
level
that
provided
for
completing
sections
in
a
timely
manner
and
who
in
particular
would
be
the
best
individual
to
contribute
to
each
section.
Since
we
did
begin
as
early
as
possible
on
our
project,
everything
seemed
to
fall
into
place
with
timing
and
it
was
rare
for
us
to
feel
overwhelmed
by
the
projects’
submissions.
Our
management
of
the
project
became
very
routine
and
easy
to
follow
in
such
a
way
where
each
of
us
knew
our
responsibilities
and
were
prepared
to
discuss
them
during
each
meeting.
The
project
management
we
endured
was
ultimately
a
success
and
besides
the
overwhelming
nature
of
the
project
in
general,
my
personal
stress
was
minimized
by
always
being
organized
and
on
the
same
page
with
the
rest
of
the
team
members.
Suggestions
for
future
Operations
Management
students
would
fall
along
the
lines
of
much
of
what
I
have
stated
thus
far.
I
think
choosing
the
right
group
that
you
are
most
compatible
with
and
starting
early
is
key
to
staying
on
top
of
this
project.
I
think
keeping
up
with
the
readings
and
being
attentive
in
class
provides
for
the
simplest
form
of
preparation
for
deadlines
throughout
the
semester.
Beyond
these
simple
tasks,
it
is
important
to
learn
how
to
adapt
to
one
another
in
a
group
that
you
are
planning
on
working
with
for
several
months.
Personalities
may
clash
however
it
is
imperative
to
be
able
to
overcome
differences
and
work
together
as
a
team,
or
else
the
project
and
resulting
grades
may
suffer.
Despite
the
bearing
commitment
of

92. 92
group
meetings
and
tremendous
weekly
workloads,
this
project
was
definitely
a
learning
experience
for
me
as
a
potential
future
businessperson.
Appendix
Chapter
VII:

93. 93
Chart
7.1

94. 94
Step
1
Materials
Step
2
Materials
Step
3
Materials
Ambulence
Couches
Wheelchair
Wheelchair
Televisions
Electronic
Monitors
Check-­‐in
Kiosk
Magazines
Surgical
Equipment
Stretcher
Chairs
Bedding
Emergency
Equip.
various
waiting
items
beds
Emergency
Supplie
Kit
Cribs
Heat
Lamps
Child
care
Equipment
Robes
Infant
Emergency
Equip.
Portable
Bed
Emergency
Supply
Kit
Further
Detail
in
Section
10
Further
Detail
in
Section
10
Further
Detail
in
Section
10
Step
4
Materials
Step
5
through
11
Materials
Stretchers
Surgical
Equipment
Beds
Surgical
Lamp
Bedding
Surgical
Bed
Surgical
Equipment
Robes
wheelchairs
Wheelchair
Health
Monitors
Regulators
Surgical
Beds
stool
Surgical
Lamp
operating
table
CHART
7.1
Xray
equipment
Emergency
Supply
Kit
Defibrillator
MRI
Scanner
krutches
Monitors
IV
equipment
Physical
Therapy
devices
Emergency
Medication
Portable
Beds
Detection
equipment
Pediatric
equipment
Further
Detail
in
Section
10
Further
Detail
in
Section
10
APPENDIX

95. 95
CHAPTER
X:
Image
X.1
Equipment
Minimum
Amount
Unit
Cost
Total
Cost
Operating
Rooms/
Emergency
Anesthetic
machine
5
12,000
60,000
Defibrillator
6
800
4800
Electrocardiography
monitor
5
1900
9500
Oxygen
regulator
8
20
160
Vital
signs
monitor
10
800
8000
Resuscitation
bag
4
40
160
Autoclave
1
260
260
Laryngoscope
set
4
600
2400
Electrosurgical
unit
3
2000
6000
Syringes/Needles
50
15
750
Spotlight
3
30
90
Stool
5
300
1500
Blood
pressure
kit
4
9
36
Pulse
oximeter
2
20
40
Refrigerator
2
1500
3000
Operating
table
10
3000
30,000
Surgical
tools
set
10
800
8000
Crash
cart
7
900
6300
Intubation
tubes
6
70
420
Trolley
13
1000
13,000
Suction
machine
3
200
600
Reflex
hammer
4
8
32
Examination
beds
10
500
5000
Infusion
stand
5
150
750
Clock
6
16
96
Wheelchair
10
100
1000
Diagnostic
set
3
535
1605
Sphygmomanometer
5
30
150
Thermometer
10
15
150
Stethoscope
5
50
250
Fire
extinguisher
2
55
110
Fetoscope
3
50
150
Ambu
bag
4
20
80
Cervical
collars
4
10
40
Resuscitation
mask
4
7
21
Stretchers
10
1500
15,000

96. 96
Pharmacy
Fire
extinguisher
1
55
55
Refrigerator
1
1500
1500
Balance
2
13
26
Tablet
counter
2
16
32
Weighing
scale
2
50
100
Drug
cabinets
2
500
1000
Pediatrics
Exam
tables
5
500
2500
Reflex
hammer
2
8
16
Blood
pressure
kit
2
9
18
Stethoscope
2
50
100
Syringes/Needles
50
15
750
Chairs
20
40
800
Weighing
Scale
1
50
50
Intensive
Care
Beds
10
2700
27,000
Trolley
5
1000
5000
Infusion
stand
5
150
750
Electrocardiography
monitor
2
1900
3800
Defibrillator
1
800
800
Suction
machine
2
200
400
Syringe/Needles
50
15
750
Refrigerator
1
1500
1500
Vital
signs
monitor
10
800
8000
Spotlight
2
30
60
X-­‐ray
unit
1
12,000
12,000
Imaging
Ultrasound
unit
1
77,873
77,873
X-­‐ray
unit
2
12,000
24,000
X-­‐ray
viewer
2
1136
2272
Mammography
unit
1
3000
3000
Film
maker
2
300
600
Film
processor
2
1700
3400
Film
dryer
2
200
400
Outpatient
Department

97. 97
Stretcher
5
1500
7500
IV
pole
5
25
125
Examination
bed
10
500
5000
Suction
machine
2
300
600
Weighing
scale
2
220
440
Infusion
stand
5
150
750
Fire
extinguisher
1
55
55
Spotlight
5
30
150
Wheelchair
6
200
12,000
Diagnostic
set
3
535
1605
Sphygmomanometer
5
30
150
X-­‐ray
viewer
2
1136
2272
Thermometer
2
15
30
Stethoscope
2
150
300
Percussion
hammer
2
20
40
Fetoscope
2
50
100
Mirror
3
200
600
Shoulder
wheel
2
250
500
Wall
bars
2
500
1000
Wheelchair
3
100
300
Mats
5
20
100
Crutches
4
20
80
Walking
frame
4
40
160
Bowls/plates
20
packs
of
12
24
480
Furniture
Bed/mattress
100
2700
27,000
Bench
25
80
2000
Cafeteria
table
12
550
6600
Lockers
22
sets
of
9
300
6600
Cribs
15
1000
15,000
Desks
30
140
4200
Trolley
10
1000
10,000
Chairs
300
40
12,000
Trash
cans
25
135
3375
Filing
cabinets
50
120
6000
Computers
20
1000
20,000
Lamps
100
25
2500
Water
fountains
10
200
2000
TV
100
250
25,000
Clock
20
16
320
Pillows
200
15
3000
Sheets
200
13
2600

98. 98
Toilets
120
130
15,600
Sink/faucet
150
200
30,000
Showers
100
375
37,500
Total
Cost
660,794
Appendix

99. 99
Chapter
XI:

100. 100
APPENDIX
IMAGE
XIII.1
Surgeries

101. 101
Category
Year
2012
Year
2013
Year
2014
(estimated)
REVENUE
CATEGORY
$
in
Millions
$
in
Millions
$
in
Millions
Gross
revenue
207.68
214.5
294.8
Deductions
-­‐152.24
-­‐154.44
-­‐212.3
Net
patient
Revenue
55.44
60.06
18.15
other
operating
revenue
1.232
1.408
1.98
Total
operating
Revenue
56.584
61.468
84.48
EXPENSE
CATEGORY
Salaries
&
WAGES
17.12
18.8
25.8
Employee
Benefits
8.4
9.6
13
Supplies
&
other
expenses
20.4
21.36
29.36
Total
(Category)
expense
45.92
49.76
68.16
Net
(Category)
income/loss
Net
(Category)
income
10.664
11.708
16.32
Research/Development
Category
Year
2012
Year
2013
Year
2014
(estimated)
REVENUE
CATEGORY
$
in
Millions
$
in
Millions
$
in
Millions
Gross
revenue
47.2
48.75
67
Deductions
-­‐34.6
-­‐35.1
-­‐48.25
Net
patient
Revenue
12.6
13.65
18.75
other
operating
revenue
0.28
0.32
0.45
Total
operating
Revenue
12.86
13.97
19.2
EXPENSE
CATEGORY
Salaries
&
WAGES
17.12
18.8
25.8
Employee
Benefits
8.4
9.6
13
Supplies
&
other
expenses
20.4
21.36
29.36
Total
(Category)
expense
45.92
49.76
68.16
Net
(Category)
income/loss
Net
(Category)
income
-­‐33.06
-­‐35.79
-­‐48.96
Woman/Men/Pediatrics
Category
Year
2012
Year
2013
Year
2014
(estimated)

102. 102
REVENUE
CATEGORY
$
in
Millions
$
in
Millions
$
in
Millions
Gross
revenue
141.6
146.25
201
Deductions
-­‐103.8
-­‐105.3
-­‐144.75
Net
patient
Revenue
37.8
40.95
56.25
other
operating
revenue
0.84
0.96
1.35
Total
operating
Revenue
38.58
41.91
57.6
EXPENSE
CATEGORY
Salaries
&
WAGES
12.84
14.1
19.35
Employee
Benefits
6.3
7.2
9.75
Supplies
&
other
expenses
15.3
16.02
22.02
Total
(Category)
expense
34.44
37.32
51.12
Net
(Category)
income/loss
Net
(Category)
income
4.14
4.29
6.48
Pharmaceuticals
Category
Year
2012
Year
2013
Year
2014
(estimated)
REVENUE
CATEGORY
$
in
Millions
$
in
Millions
$
in
Millions
Gross
revenue
141.6
146.25
201
Deductions
-­‐103.8
-­‐105.3
-­‐144.75
Net
patient
Revenue
37.8
40.95
56.25
other
operating
revenue
0.84
0.96
1.35
Total
operating
Revenue
38.58
41.91
57.6
EXPENSE
CATEGORY
Salaries
&
WAGES
8.56
9.4
12.9
Employee
Benefits
4.2
4.8
6.5
Supplies
&
other
expenses
10.2
10.68
14.68
Total
(Category)
expense
22.96
24.88
34.08
Net
(Category)
income/loss
Net
(Category)
income
15.62
17.03
23.52
Imaging
Category
Year
2012
Year
2013
Year
2014
(estimated)
REVENUE
CATEGORY
$
in
Millions
$
in
Millions
$
in
Millions
Gross
revenue
47.2
48.75
67

103. 103
Deductions
-­‐34.6
-­‐35.1
-­‐48.25
Net
patient
Revenue
12.6
13.65
18.75
other
operating
revenue
0.28
0.32
0.45
Total
operating
Revenue
12.86
13.97
19.2
EXPENSE
CATEGORY
Salaries
&
WAGES
4.28
4.7
6.45
Employee
Benefits
2.1
2.4
3.25
Supplies
&
other
expenses
5.1
5.34
7.34
Total
(Category)
expense
11.48
12.44
17.04
Net
(Category)
income/loss
Net
(Category)
income
1.38
1.53
2.16
Physical
Therapy/
Rehabilitation
Category
Year
2012
Year
2013
Year
2014
(estimated)
REVENUE
CATEGORY
$
in
Millions
$
in
Millions
$
in
Millions
Gross
revenue
75.52
78
107.2
Deductions
-­‐55.36
-­‐56.16
-­‐77.2
Net
patient
Revenue
20.16
21.84
30
other
operating
revenue
0.448
0.512
0.72
Total
operating
Revenue
20.576
22.352
30.72
EXPENSE
CATEGORY
Salaries
&
WAGES
3.424
3.76
5.16
Employee
Benefits
1.68
1.92
2.6
Supplies
&
other
expenses
4.08
4.272
5.872
Total
(Category)
expense
9.184
9.952
13.632
Net
(Category)
income/loss
Net
(Category)
income
11.39
12.4
17.09
Cancer
Treatment
Category
Year
2012
Year
2013
Year
2014
(estimated)
REVENUE
CATEGORY
$
in
Millions
$
in
Millions
$
in
Millions
Gross
revenue
169.92
175.5
241.2
Deductions
-­‐124.56
-­‐126.36
-­‐173.7
Net
patient
Revenue
45.36
49.14
67.5

104. 104
other
operating
revenue
1.008
1.152
1.62
Total
operating
Revenue
46.296
50.292
69.12
EXPENSE
CATEGORY
Salaries
&
WAGES
15.408
16.92
23.22
Employee
Benefits
7.56
8.64
11.7
Supplies
&
other
expenses
18.36
19.224
26.424
Total
(Category)
expense
41.328
44.784
61.344
Net
(Category)
income/loss
Net
(Category)
income
4.97
5.51
7.776
Walk-­‐In/Emergency
Category
Year
2012
Year
2013
Year
2014
(estimated)
REVENUE
CATEGORY
$
in
Millions
$
in
Millions
$
in
Millions
Gross
revenue
113.28
117
160.8
Deductions
-­‐83.04
-­‐84.24
-­‐115.8
Net
patient
Revenue
30.24
32.76
45
other
operating
revenue
0.672
0.768
1.08
Total
operating
Revenue
30.864
33.528
46.08
EXPENSE
CATEGORY
Salaries
&
WAGES
6.848
7.52
10.32
Employee
Benefits
3.36
3.84
5.2
Supplies
&
other
expenses
8.16
8.544
11.744
Total
(Category)
expense
18.37
19.904
27.26
Net
(Category)
income/loss
Net
(Category)
income
12.494
13.624
18.82
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