Shouldice Presentation Outline
•Download as PPT, PDF•
0 likes•3,895 views
Shouldice Hospital specializes in hernia repair using a technique called the "Shouldice Method" which relies on local anesthesia and early patient ambulation for a quick recovery. While the hospital has a 99.2% success rate over 30 years, it now faces challenges from a growing backlog of patients and risks of misdiagnosis increasing costs. Recommendations include pre-screening all patients by physicians to reduce misdiagnoses, allowing some patients to opt out of unnecessary pre-operation activities to increase capacity and reduce costs, and implementing a new weekly scheduling process to add a fifth class and reduce the patient backlog.
Report
Share
Report
Share
![What is Shouldice Hospital? ,[object Object],[object Object],[object Object],[object Object],[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Recommended
Shouldice - A great success in service delivery
The document provides details about Shouldice Hospital, which specializes in hernia repair surgery. It discusses the hospital's history and founding, operating procedures, success factors, costs, capacity, and options to increase capacity. Shouldice achieves high quality outcomes at a low cost through focus, efficiency, patient participation, and an emphasis on quality. It facilitates over 7,000 surgeries annually and has high patient satisfaction.
Team Crucial, Capacity Write Up
The document analyzes options to address capacity issues at Shouldice Hospital, which specializes in hernia repair surgery. It currently operates at 72.23% average weekly capacity. Option 1 is to maintain the current operation. Option 2 is to hire surgeons for Saturday, extending surgeries from Monday to Saturday. Option 3 is to add a second floor to the hospital. A decision tree analysis finds that facilitating surgeries on Saturdays (Option 2) has the highest expected value over five years and a sooner break-even point, making it less risky. The team recommends Option 2.
Shouldice hospital
Shouldice Hospital focuses exclusively on hernia operations, serving predominantly older male patients in good health. It achieves outstanding results with low costs and high profits through standardization, participation of patients in their own care, efficient use of resources, and a service model that motivates employees. The hospital's success is attributed to its specialized focus, control over the patient experience, and flexibility to keep to strict operating schedules while maintaining a small scale that allows for personal interactions between staff and patients.
Shouldice hospital final.ppt original
This document provides an overview of the Shouldice Hospital, a specialized hospital located in Canada that focuses on abdominal wall hernia repairs. Some key details include:
- Shouldice Hospital was established in 1945 and has repaired over 300,000 hernias with a 99% success rate.
- It uses a unique method for hernia repairs that does not involve synthetic meshes and uses local anesthesia. Patients follow a four-day recovery program.
- The hospital operates efficiently with a focus on quality, low costs and recurrence rates. It is able to treat patients for around $954 compared to $2000-4000 at other facilities.
- Key aspects of its operations include careful patient screening, an emphasis on patient
Case presentation on shouldice hospital
The document summarizes Shouldice Hospital, a specialist hospital for hernia repair surgery. It describes the hospital's founding, location, specialty procedures, small facility size, and focus on early patient ambulation. The hospital utilizes a 4-day treatment model with social support and scheduled operations to promote healing. Its unique service concept emphasizes patient independence, control, and a communal experience. Problems discussed include expanding operating days/capacity while maintaining quality and preventing misuse of the hospital's name and techniques by other providers.
Shouldice hospital
The document discusses Shouldice Hospital Limited, a specialty hospital known for its hernia repair surgery. It provides an overview of hernias, the history and model of Shouldice Hospital, and what makes their approach unique. This includes their 4-day patient treatment model, focus on a relaxing environment, team-based care, and profit sharing. The document also analyzes problems like capacity constraints and regulatory challenges, and recommends expanding the existing facility and patenting their surgical method.
Shouldice case study
Shouldice Hospital is a specialized hospital established in 1945 that performs over 7,000 hernia operations per year with a success rate of 99.5%. It faces increasing demand but fears losing quality from expansion. The summary recommends:
1. Expanding existing facilities in phases to increase capacity while maintaining quality.
2. Starting weekend operations after reaching full capacity during weekdays.
3. Pursuing expansion to other markets only after establishing sufficient capacity and succession planning.
Shouldice Hospital
This document provides a case study on Shouldice Hospital, a specialized hospital for abdominal wall hernia repairs located in Ontario, Canada. It discusses the hospital's history, operations, unique service concept, and financial performance. While Shouldice Hospital has been very successful with its specialized focus on hernia repairs, it is now facing capacity constraints and limited ability to meet growing demand due to its specialized workforce and operating model. Some alternatives proposed to address this include adding Saturday operations, expanding the facility, or establishing a new hernia-focused facility.
Recommended
Shouldice - A great success in service delivery
The document provides details about Shouldice Hospital, which specializes in hernia repair surgery. It discusses the hospital's history and founding, operating procedures, success factors, costs, capacity, and options to increase capacity. Shouldice achieves high quality outcomes at a low cost through focus, efficiency, patient participation, and an emphasis on quality. It facilitates over 7,000 surgeries annually and has high patient satisfaction.
Team Crucial, Capacity Write Up
The document analyzes options to address capacity issues at Shouldice Hospital, which specializes in hernia repair surgery. It currently operates at 72.23% average weekly capacity. Option 1 is to maintain the current operation. Option 2 is to hire surgeons for Saturday, extending surgeries from Monday to Saturday. Option 3 is to add a second floor to the hospital. A decision tree analysis finds that facilitating surgeries on Saturdays (Option 2) has the highest expected value over five years and a sooner break-even point, making it less risky. The team recommends Option 2.
Shouldice hospital
Shouldice Hospital focuses exclusively on hernia operations, serving predominantly older male patients in good health. It achieves outstanding results with low costs and high profits through standardization, participation of patients in their own care, efficient use of resources, and a service model that motivates employees. The hospital's success is attributed to its specialized focus, control over the patient experience, and flexibility to keep to strict operating schedules while maintaining a small scale that allows for personal interactions between staff and patients.
Shouldice hospital final.ppt original
This document provides an overview of the Shouldice Hospital, a specialized hospital located in Canada that focuses on abdominal wall hernia repairs. Some key details include:
- Shouldice Hospital was established in 1945 and has repaired over 300,000 hernias with a 99% success rate.
- It uses a unique method for hernia repairs that does not involve synthetic meshes and uses local anesthesia. Patients follow a four-day recovery program.
- The hospital operates efficiently with a focus on quality, low costs and recurrence rates. It is able to treat patients for around $954 compared to $2000-4000 at other facilities.
- Key aspects of its operations include careful patient screening, an emphasis on patient
Case presentation on shouldice hospital
The document summarizes Shouldice Hospital, a specialist hospital for hernia repair surgery. It describes the hospital's founding, location, specialty procedures, small facility size, and focus on early patient ambulation. The hospital utilizes a 4-day treatment model with social support and scheduled operations to promote healing. Its unique service concept emphasizes patient independence, control, and a communal experience. Problems discussed include expanding operating days/capacity while maintaining quality and preventing misuse of the hospital's name and techniques by other providers.
Shouldice hospital
The document discusses Shouldice Hospital Limited, a specialty hospital known for its hernia repair surgery. It provides an overview of hernias, the history and model of Shouldice Hospital, and what makes their approach unique. This includes their 4-day patient treatment model, focus on a relaxing environment, team-based care, and profit sharing. The document also analyzes problems like capacity constraints and regulatory challenges, and recommends expanding the existing facility and patenting their surgical method.
Shouldice case study
Shouldice Hospital is a specialized hospital established in 1945 that performs over 7,000 hernia operations per year with a success rate of 99.5%. It faces increasing demand but fears losing quality from expansion. The summary recommends:
1. Expanding existing facilities in phases to increase capacity while maintaining quality.
2. Starting weekend operations after reaching full capacity during weekdays.
3. Pursuing expansion to other markets only after establishing sufficient capacity and succession planning.
Shouldice Hospital
This document provides a case study on Shouldice Hospital, a specialized hospital for abdominal wall hernia repairs located in Ontario, Canada. It discusses the hospital's history, operations, unique service concept, and financial performance. While Shouldice Hospital has been very successful with its specialized focus on hernia repairs, it is now facing capacity constraints and limited ability to meet growing demand due to its specialized workforce and operating model. Some alternatives proposed to address this include adding Saturday operations, expanding the facility, or establishing a new hernia-focused facility.
Donner case Operations Management
Donner Company accepts orders of varying sizes, from small to large. This causes issues for their shop floor and performance. Taking both small and large orders leads to inefficient scheduling and idle workers as manual and automated processes require different staffing levels. It also increases returns and delays, as larger orders are more difficult for Donner to complete accurately due to incomplete operations and quality issues. Accepting both small and large orders makes it hard to assess worker performance and impacts key metrics like average flow time, on-time shipment, and quality levels.
Morning Star Case Study
The document discusses self-management at The Morning Star company. It was started in 1970 and believes in self-management rather than a traditional hierarchy. Employees have a CLOU (Colleague Letter of Understanding) that outlines their responsibilities and goals. However, issues arose with a lack of accountability, coordination, skills development and compensation decisions. The proposal suggests addressing these through premium pay for top performers, improving the compensation evaluation process, and adding both minimum fixed pay and variable premium pay. Self-management works best with peer accountability and initiative from all colleagues.
Benihana of Tokyo, case study
Benihana of Tokyo was founded in 1964 by Rocky Aoki who saw an opportunity to bring Japanese cuisine to Americans in an interactive way. He started with $10,000 in savings and $20,000 in loans, growing the business to 15 restaurants worth $12 million. Benihana's unique hibachi table concept allowed customers to watch their food being prepared, reducing kitchen space needs. Their limited 3-item menu and focus on high traffic locations helped lower food costs and drive sales. Through well-trained chefs and creative advertising, Benihana was able to achieve industry-leading labor costs of 10-12% of sales and grow successfully while differentiating from typical American restaurants.
Managing Cultural Differences
Analysis based on two papers:
"L’Oréal Masters Multiculturalism“
“The Perils of Partnering in Developing Markets"
Workload balancing
The document discusses balancing the workload between two production lines - an assembly line and a testing/packaging line - for two digital imaging printer models, DI-910 and DI-950. It notes that the DI-910 takes 3 minutes for assembly but 4 minutes for testing, while the DI-950 takes 6 minutes for assembly but only 2 minutes for testing. The optimal solution is to produce 80 units of the DI-950 per day to balance the 480 total minutes of available time between the two lines.
Trouble at tessei
Yabe, a train cleaning company, faces several challenges: meeting tight 7-minute cleaning windows, unmotivated part-time employees who lack job security and career prospects, and safety issues that have increased accidents. To address these, the company should reduce part-time workers and hire more full-time employees to boost morale and lower turnover with better benefits like job security and higher pay. They should also recruit more young, energetic employees and change perceptions of the job through improved uniforms to attract and motivate better performers.
Case Shouldice Hospital - Blueprint
The document outlines the process flow for patients undergoing hernia surgery at Shouldice Hospital. Patients check in between 1-3pm, are given a room number and information materials. They prepare for surgery by shaving and changing into pajamas. Patients are awoken at 5:30am, prepped for surgery with local anesthetic, and have their 45 minute operation starting around 7:30am. After recovery, patients have meals and are discharged by 9pm.
Case study kulicke and soffa industries inc - group 4
This ppt is an attempt to solve the case study: Kulicke and Sofa Industries , Inc : Designing A Supply Chain Network
Manzana insurance case study analysis.
Manzana Insurance's Fruitvale branch is experiencing declining profits due to high turnaround times, uneven workload distribution, rising late renewals, increased renewal losses, inconsistent departmental priorities, and outdated completion time standards. This has allowed competitor Golden Gate to capture more market share by announcing a one-day turnaround time. Recommendations include revising how turnaround time is calculated using mean times rather than outdated standards, balancing workloads, prioritizing renewals, standardizing departmental processes, and potentially automating parts of the underwriting process.
The Case Analysis: Benihana of Tokyo
This case study analyzes Benihana of Tokyo, a Japanese restaurant chain known for its hibachi-style cooking experience. Some key points:
- Benihana introduced Americans to hibachi cooking and transformed how they viewed Japanese food. It focused on high quality ingredients, freshness, and interactive cooking shows.
- While food was not entirely traditional Japanese cuisine, the experience centered around entertainment from the chef's cooking skills and customer interaction.
- Benihana had more efficient space and labor costs compared to typical restaurants but invested heavily in chef training to ensure quality and authenticity.
- As it grew popularity, issues like long wait times and high costs from importing all materials from Japan challenged
[International Business]Apollo Hospitals
Apollo Hospitals faced opportunities to expand its integrated healthcare delivery networks and international hospital management. As one of the largest private healthcare providers in India with a 14% market share in tertiary care and growing medical tourism business, Apollo was analyzing strategic options to capitalize on its strengths and the emerging market potential. The document outlines an international consulting engagement to define key issues, analyze Apollo's internal environment and the external healthcare landscape, and recommend strategies to advance Apollo's mission of providing world-class healthcare at emerging market prices.
BA401_Genentech
The document discusses Genentech's capacity planning needs to meet potential demand for their cancer drug Avastin. It provides background on Genentech's operations, manufacturing processes, and previous capacity expansions. It examines potential demand scenarios for Avastin and outlines options for expanding capacity, including building additional facilities or expanding existing plants. A decision is needed on building a new plant called CCP3 to ensure sufficient capacity through 2015 while balancing risks and costs.
Donner Case, Operation Management, HBR case
- Donner Company was founded in 1985 and specialized in manufacturing circuit boards for prototype and small production runs. It promised delivery within 3-5 weeks depending on order size.
- The manufacturing process involved three steps: preparation, image transfer, and fabrication. It was carried out by three employees using both manual and computer-controlled equipment.
- Problems faced by the company included being overly crowded in the second half of the month, increasing rates of returns, and an unstable production process due to bottlenecks and frequent rescheduling.
TiVo Presentation
TiVo allows users to pause, rewind and record live TV and faces challenges in gaining widespread adoption. The document analyzes TiVo's business model and competitive threats. It recommends that TiVo lower prices to attract mainstream consumers, emphasize the pause and recording features in stores, and partner with TV providers to boost exposure and sales.
Kristen Cookie case study
Case study on Kristen cookie company
operations case study
please do Consider the burned cookie scenario which is no included in the case
Cottle taylor : Expanding the oral care group in india case study
This is a case study of cottle taylor discussed in a management class. In this case study , all efforts are being made to solve the case study and all the questions are answered. Hope this would be useful to management students.
Linear programming production strategy body plus 100, 200
BFI manufactures two machines, the BodyPlus 100 and BodyPlus 200. Each machine requires different activities with varying time requirements. Using a linear programming model, the optimal production quantities were determined to be 50 BodyPlus 100 machines and 16.67 BodyPlus 200 machines to maximize profit of $26,233. Without the constraint that BodyPlus 200 production be at least 25% of total, the optimal solution is 60 BodyPlus 100 and 10 BodyPlus 200 machines for a profit of $26,870. Efforts to increase profits should focus on increasing machine and welding time as it is fully utilized under the constrained optimal solution.
Aravind Eye Care System Case Study Operation Management
The presentation on how Aravind Eye Care System is making huge success in medical field using with respect to its operational activities.
Focused factory
The document summarizes Wickham Skinner's concept of the "focused factory" approach. It discusses how conventional factories try to do too many conflicting tasks with inconsistent policies, hurting competitiveness. Skinner's research found that factories focusing narrowly on a specific manufacturing task for a niche market outperformed conventional plants. The document outlines the characteristics of a focused factory, comparing elements like equipment, workforce management, and organization structure between the conventional and focused approaches. It concludes the focused factory approach helps industries increase competitiveness through specialization rather than just cost efficiency.
Merton Truck Company
1. The document presents cost and production data for two models, Model 101 and Model 102, including direct labor costs, variable overhead costs, selling prices, contribution margins, and fixed overhead costs.
2. An optimization model is formulated to maximize total profit by determining the optimal production quantities of each model, subject to various capacity constraints.
3. Sensitivity analysis shows that 500 additional units of engine assembly capacity can be added before it impacts the optimal production decision, and profit would increase by $2000 for every additional 100 units of capacity.
Shouldice Hospital Limited
Shouldice Hospital is a pioneer in hernia surgery that relies on early ambulation and word-of-mouth publicity from satisfied patients. In 2004, the hospital performed 7,600 hernia operations. The document discusses increasing the hospital's capacity while maintaining its quality of service. Potential solutions examined include opening a new hospital, establishing franchisees, or operating on Saturdays. The recommended solution is to open a new hospital, followed by establishing a franchise model. An action plan outlines regularizing certification of new surgeons, constructing the new hospital, and monitoring the certification program as the new hospital becomes functional over 2 years.
Case Shouldice Hospital - Respostas 1
O documento descreve os benefícios adquiridos pelos consumidores do Hospital Shouldice. Entre eles estão a especialização no tratamento de hérnias, a facilidade no diagnóstico remoto, a boa organização da estadia com apoio das enfermeiras, e instalações projetadas para o conforto dos pacientes.
More Related Content
What's hot
Donner case Operations Management
Donner Company accepts orders of varying sizes, from small to large. This causes issues for their shop floor and performance. Taking both small and large orders leads to inefficient scheduling and idle workers as manual and automated processes require different staffing levels. It also increases returns and delays, as larger orders are more difficult for Donner to complete accurately due to incomplete operations and quality issues. Accepting both small and large orders makes it hard to assess worker performance and impacts key metrics like average flow time, on-time shipment, and quality levels.
Morning Star Case Study
The document discusses self-management at The Morning Star company. It was started in 1970 and believes in self-management rather than a traditional hierarchy. Employees have a CLOU (Colleague Letter of Understanding) that outlines their responsibilities and goals. However, issues arose with a lack of accountability, coordination, skills development and compensation decisions. The proposal suggests addressing these through premium pay for top performers, improving the compensation evaluation process, and adding both minimum fixed pay and variable premium pay. Self-management works best with peer accountability and initiative from all colleagues.
Benihana of Tokyo, case study
Benihana of Tokyo was founded in 1964 by Rocky Aoki who saw an opportunity to bring Japanese cuisine to Americans in an interactive way. He started with $10,000 in savings and $20,000 in loans, growing the business to 15 restaurants worth $12 million. Benihana's unique hibachi table concept allowed customers to watch their food being prepared, reducing kitchen space needs. Their limited 3-item menu and focus on high traffic locations helped lower food costs and drive sales. Through well-trained chefs and creative advertising, Benihana was able to achieve industry-leading labor costs of 10-12% of sales and grow successfully while differentiating from typical American restaurants.
Managing Cultural Differences
Analysis based on two papers:
"L’Oréal Masters Multiculturalism“
“The Perils of Partnering in Developing Markets"
Workload balancing
The document discusses balancing the workload between two production lines - an assembly line and a testing/packaging line - for two digital imaging printer models, DI-910 and DI-950. It notes that the DI-910 takes 3 minutes for assembly but 4 minutes for testing, while the DI-950 takes 6 minutes for assembly but only 2 minutes for testing. The optimal solution is to produce 80 units of the DI-950 per day to balance the 480 total minutes of available time between the two lines.
Trouble at tessei
Yabe, a train cleaning company, faces several challenges: meeting tight 7-minute cleaning windows, unmotivated part-time employees who lack job security and career prospects, and safety issues that have increased accidents. To address these, the company should reduce part-time workers and hire more full-time employees to boost morale and lower turnover with better benefits like job security and higher pay. They should also recruit more young, energetic employees and change perceptions of the job through improved uniforms to attract and motivate better performers.
Case Shouldice Hospital - Blueprint
The document outlines the process flow for patients undergoing hernia surgery at Shouldice Hospital. Patients check in between 1-3pm, are given a room number and information materials. They prepare for surgery by shaving and changing into pajamas. Patients are awoken at 5:30am, prepped for surgery with local anesthetic, and have their 45 minute operation starting around 7:30am. After recovery, patients have meals and are discharged by 9pm.
Case study kulicke and soffa industries inc - group 4
This ppt is an attempt to solve the case study: Kulicke and Sofa Industries , Inc : Designing A Supply Chain Network
Manzana insurance case study analysis.
Manzana Insurance's Fruitvale branch is experiencing declining profits due to high turnaround times, uneven workload distribution, rising late renewals, increased renewal losses, inconsistent departmental priorities, and outdated completion time standards. This has allowed competitor Golden Gate to capture more market share by announcing a one-day turnaround time. Recommendations include revising how turnaround time is calculated using mean times rather than outdated standards, balancing workloads, prioritizing renewals, standardizing departmental processes, and potentially automating parts of the underwriting process.
The Case Analysis: Benihana of Tokyo
This case study analyzes Benihana of Tokyo, a Japanese restaurant chain known for its hibachi-style cooking experience. Some key points:
- Benihana introduced Americans to hibachi cooking and transformed how they viewed Japanese food. It focused on high quality ingredients, freshness, and interactive cooking shows.
- While food was not entirely traditional Japanese cuisine, the experience centered around entertainment from the chef's cooking skills and customer interaction.
- Benihana had more efficient space and labor costs compared to typical restaurants but invested heavily in chef training to ensure quality and authenticity.
- As it grew popularity, issues like long wait times and high costs from importing all materials from Japan challenged
[International Business]Apollo Hospitals
Apollo Hospitals faced opportunities to expand its integrated healthcare delivery networks and international hospital management. As one of the largest private healthcare providers in India with a 14% market share in tertiary care and growing medical tourism business, Apollo was analyzing strategic options to capitalize on its strengths and the emerging market potential. The document outlines an international consulting engagement to define key issues, analyze Apollo's internal environment and the external healthcare landscape, and recommend strategies to advance Apollo's mission of providing world-class healthcare at emerging market prices.
BA401_Genentech
The document discusses Genentech's capacity planning needs to meet potential demand for their cancer drug Avastin. It provides background on Genentech's operations, manufacturing processes, and previous capacity expansions. It examines potential demand scenarios for Avastin and outlines options for expanding capacity, including building additional facilities or expanding existing plants. A decision is needed on building a new plant called CCP3 to ensure sufficient capacity through 2015 while balancing risks and costs.
Donner Case, Operation Management, HBR case
- Donner Company was founded in 1985 and specialized in manufacturing circuit boards for prototype and small production runs. It promised delivery within 3-5 weeks depending on order size.
- The manufacturing process involved three steps: preparation, image transfer, and fabrication. It was carried out by three employees using both manual and computer-controlled equipment.
- Problems faced by the company included being overly crowded in the second half of the month, increasing rates of returns, and an unstable production process due to bottlenecks and frequent rescheduling.
TiVo Presentation
TiVo allows users to pause, rewind and record live TV and faces challenges in gaining widespread adoption. The document analyzes TiVo's business model and competitive threats. It recommends that TiVo lower prices to attract mainstream consumers, emphasize the pause and recording features in stores, and partner with TV providers to boost exposure and sales.
Kristen Cookie case study
Case study on Kristen cookie company
operations case study
please do Consider the burned cookie scenario which is no included in the case
Cottle taylor : Expanding the oral care group in india case study
This is a case study of cottle taylor discussed in a management class. In this case study , all efforts are being made to solve the case study and all the questions are answered. Hope this would be useful to management students.
Linear programming production strategy body plus 100, 200
BFI manufactures two machines, the BodyPlus 100 and BodyPlus 200. Each machine requires different activities with varying time requirements. Using a linear programming model, the optimal production quantities were determined to be 50 BodyPlus 100 machines and 16.67 BodyPlus 200 machines to maximize profit of $26,233. Without the constraint that BodyPlus 200 production be at least 25% of total, the optimal solution is 60 BodyPlus 100 and 10 BodyPlus 200 machines for a profit of $26,870. Efforts to increase profits should focus on increasing machine and welding time as it is fully utilized under the constrained optimal solution.
Aravind Eye Care System Case Study Operation Management
The presentation on how Aravind Eye Care System is making huge success in medical field using with respect to its operational activities.
Focused factory
The document summarizes Wickham Skinner's concept of the "focused factory" approach. It discusses how conventional factories try to do too many conflicting tasks with inconsistent policies, hurting competitiveness. Skinner's research found that factories focusing narrowly on a specific manufacturing task for a niche market outperformed conventional plants. The document outlines the characteristics of a focused factory, comparing elements like equipment, workforce management, and organization structure between the conventional and focused approaches. It concludes the focused factory approach helps industries increase competitiveness through specialization rather than just cost efficiency.
Merton Truck Company
1. The document presents cost and production data for two models, Model 101 and Model 102, including direct labor costs, variable overhead costs, selling prices, contribution margins, and fixed overhead costs.
2. An optimization model is formulated to maximize total profit by determining the optimal production quantities of each model, subject to various capacity constraints.
3. Sensitivity analysis shows that 500 additional units of engine assembly capacity can be added before it impacts the optimal production decision, and profit would increase by $2000 for every additional 100 units of capacity.
What's hot (20)
Case study kulicke and soffa industries inc - group 4
Case study kulicke and soffa industries inc - group 4
Cottle taylor : Expanding the oral care group in india case study
Cottle taylor : Expanding the oral care group in india case study
Linear programming production strategy body plus 100, 200
Linear programming production strategy body plus 100, 200
Aravind Eye Care System Case Study Operation Management
Aravind Eye Care System Case Study Operation Management
Viewers also liked
Shouldice Hospital Limited
Shouldice Hospital is a pioneer in hernia surgery that relies on early ambulation and word-of-mouth publicity from satisfied patients. In 2004, the hospital performed 7,600 hernia operations. The document discusses increasing the hospital's capacity while maintaining its quality of service. Potential solutions examined include opening a new hospital, establishing franchisees, or operating on Saturdays. The recommended solution is to open a new hospital, followed by establishing a franchise model. An action plan outlines regularizing certification of new surgeons, constructing the new hospital, and monitoring the certification program as the new hospital becomes functional over 2 years.
Case Shouldice Hospital - Respostas 1
O documento descreve os benefícios adquiridos pelos consumidores do Hospital Shouldice. Entre eles estão a especialização no tratamento de hérnias, a facilidade no diagnóstico remoto, a boa organização da estadia com apoio das enfermeiras, e instalações projetadas para o conforto dos pacientes.
Service blueprint of A typical hospital
This is the service blueprint of Columbia Asia Hospital, Mysore. This was created as part of an academic project. This shows how the service is being delivered in a typical hospital
Barilla process flow chart
Flow chart of Philadelphia Macaroni Company's processed order procedure for Barilla.
relationship tree2
The document discusses the network of relationships that support customer satisfaction at Shouldice Hospital. It focuses on their management philosophy of only performing hernia repairs. It then examines what customer satisfaction is and introduces the "relationship tree" concept. The relationship tree includes emotional, physical and interactive relationships between patients and the hospital at various stages. It also discusses invisible relationships like suppliers and visible relationships like doctors and nurses. The goal is to strengthen these relationships to turn patients into "Shouldice Apostles" who will refer others.
The referral process as imagined versus the referral process as done: co-deve...
The referral process as imagined versus the referral process as done: co-deve...Cancer Institute NSW
Lynch syndrome (LS) is a genetic mutation that increases the risk of aggressive cancers, particularly colorectal cancer (CRC), at a young age. Appointment Book Sample and Manual
This document contains information about staff and service providers at a medical office or spa. It includes schedules showing the weekly work hours of doctors, nurses, office assistants, administrators, massage therapists, laser therapists, and janitorial staff. It also provides information about services offered like massage therapy, low intensity laser therapy, manual lymphatic drainage, and guidelines for booking and managing appointments.
Keynote : CODE BLUE in the ICU! by Jeff Moss
1. The document discusses cybersecurity threats from different groups like nation states, criminals, protesters, and hackers/researchers. It argues hackers and researchers play an important role in discovering vulnerabilities and spurring security improvements.
2. It notes the increasing scale of DDoS attacks and complexity of cloud systems makes failures difficult to predict. The lack of secure communication options shows current approaches have failed.
3. The author advocates for a public health approach to cybersecurity where risks are managed rather than eliminated, and emphasizes the role of the security community in providing leadership through education and best practices.
Action Road Map Planning Tool
This Action Road Map will help communities walk through the steps we need to take to carry out a plan for action. Using this worksheet, you will think about the people, places, and things in your community that can help you reach your goals.
Code management
The document provides information about code blue cardiac nursing care. It outlines the objectives of presenting code blue protocols which include describing the purpose of code language, mechanisms of cardiac arrest, and the treatment hierarchy. It then details the primary components of responding to a code blue including performing CABD (Circulation, Airway, Breathing, Defibrillation) surveys and administering appropriate medications. The document provides details on cardiac arrest mechanisms, contributing factors, medications used, documentation, and post-resuscitation care with the goal of successful resuscitation.
Intensive care Units Role of Nursing
The document discusses strategies to prevent infections in intensive care units. It addresses the high risk of infection for ICU patients due to their severe illnesses and invasive treatments like mechanical ventilation and intravenous lines. Proper hand hygiene, aseptic techniques, and disinfection of equipment are essential to prevent the spread of infections between patients. Surveillance of infections helps identify problems and guide improvement efforts. Maintaining clean environments and educating healthcare workers are also important for infection control in ICUs.
Management protools in icu
At the bedside, patients are monitored by a
combination of clinical examination, monitoring devices and laboratory results. The
data obtained are used to direct a clinical management plan. The focus is patient and making bedside management steps based on clinical examination and the
patient’s response to treatment.
Planning and management of clinical service department
The document provides information on the planning and management of clinical service departments including the casualty, outpatient department, inpatient department, diagnostic services, operation theatre, and pathology laboratory. It discusses the organizational structure, staffing, responsibilities, processes, records maintained, and daily tasks for each department. The goal is to effectively plan and manage these critical service areas.
3. monitoring & devices used in icu ccu
The document discusses various devices used in intensive care units (ICUs) for patient monitoring and life support. It describes equipment for monitoring vital signs like heart rate and blood pressure. Devices discussed include arterial lines, central venous lines, pulse oximeters, ventilators, infusion pumps, and crash carts. The roles of nurses in operating and overseeing this equipment are also reviewed.
Smart Hospital Blueprint Sanitized
The document provides an overview of a smart hospital blueprint. It discusses challenges facing hospitals such as rising costs, staffing shortages, and lack of interoperability. It proposes using technology and automation to streamline workflows, create a single patient view, and support mobility. This would help address issues like quality of care, access to specialists, and underserved areas. The blueprint suggests optimizing infrastructure with a hierarchical network design, security, wireless connectivity, and virtualization. Collaboration tools and building automation could also improve efficiency and reduce energy use.
Icu design and infrastructure
ICU design requires specialized infrastructure to care for critically ill patients. An ICU contains a patient care zone with private rooms or beds equipped for monitoring and treatment. It also includes clinical support zones for medical staff, unit support zones for administration and staff areas, and family support zones. Proper ICU design supports the integrated care of high-risk patients through features like isolation rooms, telemedicine capabilities, and family accommodations. Experienced consultants can help design ICUs that optimize outcomes, performance and costs according to evidence-based best practices.
hospital case study
1) A hospital provides specialized health care through staff and equipment divided into operational areas.
2) Functional planning norms divide hospitals into categories based on bed count, with guidelines for treatment rooms, wards, and other spaces.
3) Key areas include outpatient departments, inpatient wards, emergency, radiology, operating theaters, and intensive care, each with their own space and connectivity needs to support patient care.
Basics of icu care
Critical care involves close monitoring and treatment of seriously ill patients in an intensive care unit (ICU). It aims to support failing organ systems and prevent further damage through evidence-based interventions and a multidisciplinary team approach. Key aspects of ICU care include recognizing severity of illness, initiating early goal-directed therapy to stabilize physiological parameters, and implementing bundles of best practices for issues like ventilation, central lines, and sepsis to improve outcomes. Bundles comprise proven practices that must be reliably performed together to achieve benefits greater than their individual elements alone.
Monitoring of patient in intensive care unit (ICU)
The document provides guidance on monitoring patients in the intensive care unit. It outlines various patient parameters that should be routinely monitored, including behaviors, vital signs, physical examination findings, and laboratory investigations. Any changes or new findings require determining the underlying cause. Key things to monitor include oxygen saturation, respiratory rate, blood pressure, heart rate, urine output, temperature, breath sounds, and laboratory tests such as arterial blood gases. Timely monitoring and response are important for detecting issues and managing critical care patients.
Viewers also liked (19)
The referral process as imagined versus the referral process as done: co-deve...
The referral process as imagined versus the referral process as done: co-deve...
Planning and management of clinical service department
Planning and management of clinical service department
Monitoring of patient in intensive care unit (ICU)
Monitoring of patient in intensive care unit (ICU)
Similar to Shouldice Presentation Outline
Making Healthcare Waste Reduction and Patient Safety Actionable - HAS Session 6
Multiple studies have estimated that at least 30% of US healthcare expenditures are wasteful. But how do you identify and reduce that waste? In this session, we will share with you a three-part framework for understanding, measuring and addressing waste reduction. In particular, we will highlight the importance patient safety and injury prevention, framing the importance of shifting from a system of incident reporting (which creates a culture of blame and guilt) to a system in which patient injury is regarded as a process failure rather than a person failure. To make that transition, health systems will need to 1) define process flows and metrics for each major type of patient injury; and 2) create a learning environment in which team members are engaged in process redesign to prevent process failure and injury. A leading health system in patient safety and quality will also share their best practices in how they have created a culture of patient safety and quality.
How To Remove Millions in Unnecessary Healthcare Costs with Quality & Safety ...
This presentation shows how to remove unnecessary Healthcare Costs using Quality, Safety, and High Reliability Tools.
Uk1 On Q Hospital Committee Presentation
Presentation presented to begin the process of establishing my product as a regular option for post-operative pain management.
Salisbury_VSA_A3_20150721
This document outlines a value stream analysis conducted at the Salisbury VA Medical Center from July 21-23, 2015 to improve surgical flow and efficiency. It identifies current metrics, issues, and proposed solutions. The aim is to increase surgeries per month from 290 to meet demand, increase Lag Time to 80% and FTS to 75%, and decrease wait times for select specialties. A series of projects and tests of change are proposed and assigned with target completion dates to address issues like scheduling, pre-op processes, surgeon coordination, and OR flow. Progress will be tracked through monthly meetings and metric updates.
How we Reduced Turnaround Times
by Neil Westwood of Hereford Hospitals NHS Trust shown at the 3rd Lean Healthcare Forum 2006 ran by the Lean Enterprise Academy
Safe transitions in care
The document discusses challenges in healthcare transitions and coordination between different providers. It proposes a new model of care for hip and knee replacements that includes centralized intake clinics, case managers, data-informed quality measures, and case rate funding. The model aims to improve outcomes, efficiency, and reduce delays. It also describes programs for fragility fractures and hip replacements that have improved access to surgery and reduced lengths of stay.
CLEVELAND CLINIC CASE STUDY
This document provides details about the Cleveland Clinic, including its service concept, focus on customer involvement, employee management practices, operations design, sources of funding and support, past expansion efforts, future opportunities, and core competencies. The Clinic aims to provide high-quality, multi-specialty healthcare using medical expertise, innovative technology, clinical research, and education. It manages operations through specialty centers and teams, monitors outcomes, and employs strategies to engage customers and train/evaluate employees. The document discusses the Clinic's previous expansion to Florida, and potential future opportunities through partnerships with Canyon Ranch, opening a facility in Canada, or collaborating with projects in Abu Dhabi.
Quality health care
The document discusses various aspects of quality in healthcare including definitions, common medical errors, factors that contribute to errors, and frameworks for ensuring and improving quality such as ISO standards, accreditation, and the Joint Commission International's patient-centered standards. Key areas addressed in the Joint Commission standards are access to care, patient rights, patient assessment, care delivery, education, and organizational management factors that support quality healthcare.
Getting started at the national level from demonstration to spread
This document summarizes a presentation on implementing and scaling patient safety programs nationally in Scotland. It discusses how Scotland implemented a national patient safety program across all hospitals to reduce mortality and adverse events. Key points included establishing clear aims to reduce mortality by 15% and adverse events by 30%, implementing improvement programs in five areas, achieving significant reductions in outcomes like ventilator-associated pneumonia and central line infections, and creating the conditions for large-scale change through establishing aims, priorities, measurement, resources, and testing and spreading new learning.
Injury prevention system v2b3 draft
This document discusses options to reduce injury and attrition rates during military training by addressing underlying health conditions prior to and during entry-level training. It identifies several physiological risk factors for injuries like low bone density, nutrient deficiencies, and low fitness levels. It then outlines various screening and treatment options at different stages of the recruitment and training process to identify and address these risks, such as conducting bone density and blood screens at Military Entrance Processing Stations (MEPS) or Delayed Entry Programs (DEP), and establishing temporary Fitness Training Units (FTU) for recruits identified as high-risk. The goal is to implement "prevention and fix forward" approaches to improve readiness and save over $250 million annually.
Advanced In-Office 1-hour PCR LAB - Ancillary Revenue Program
Advanced In-Office 1-hour PCR LAB - Ancillary Revenue ProgramOptimal Health Advocates-Ancillary Revenue Generation Specialists
Ancillary Revenue Program - Are you still sending out these tests to an outside lab? UTI/STI • Vaginitis • Respiratory • ENT/Sinus • Wound • GI related infections. Find out how to CAPTURE OUTSIDE LAB REVENUE and improve patient experience and outcomes. (8) tests a day generates you over $30K in bottom-line revenue & advances patient care with a 1-hour test result that includes antibiotic resistance read-out.
https://optimalhealthadvocates.com/
UROLOGY • OB/GYN • INTERNAL MEDICINE • PRIMARY CARE • URGENT CARE • PEDIATRICS • ENT/ALLERGY • WOUND CARE
PROVEN PROGRAM:
✅ Over 100 Established Locations across the United States -- each generating at least $30K/month in bottom-line revenue.
✅ ELIMINATE delayed or ineffective antibiotic treatment & costly last-minute surgery cancellations (1-hour turn-around for results with antibiotic resistance read-out);
✅ Keep your providers compliant with CDC Antibiotic Stewardship Program (that is soon to be mandated in the clinical setting) with our program's monthly reports that will increase your facility health score by showing you are reducing the use of unnecessary antibiotics with PCR testing that is 96% more accurate than a traditional culture.
We handle ALL of the upfront capital costs, billing, staffing, and CLIA licensure/compliance at NO UPFRONT COST TO THE PRACTICE -- All that’s required is a 6-foot workspace to run the tests.
To LEARN MORE and SEE IF YOUR PRACTICE QUALIFIES, Book a 10-min Discovery Call with Jen here:
https://go.oncehub.com/Advanced_In-Office_PCR_Lab_Discovery-Call
Optimal Health Advocates as an Ancillary Medical Practice Revenue Generation company helping medical practices capture significant revenue increases while improving patient lives and outcomes.
--------------
Jennifer Anderson is a 20-year Practice Manager, entrepreneur, and digital marketing expert who intimately understands the challenges of the business of medicine and is passionate about helping Medical Sales Companies and Medical Practices successfully implement systems and services that enhance and save patient lives and increase practice revenue. 03 manajemen risiko klinik (mrk)
The document discusses a case involving the death of a baby and dissatisfaction from the patient. It outlines various quality management and risk management practices that should be followed, including credentialing, accreditation, standards of practice, informed consent, clinical incident reporting, and improving communication. It emphasizes establishing protocols, training, and multidisciplinary teams to provide quality care and reduce medical legal risks.
Medergo
A smart enteral feeding system with integrated reflux monitoring and prevention. The system comprises of both proprietary hardware and software. A
feeding tube (LifeSafe Tube™) with embedded sensors collects data continuously. Proprietary algorithms analyze the collected data, weighing multiple risk factors such as patient position and physiological functions (ie: sneezing, coughing) to predict when reflux will occur. This information is used to automatically calibrate a feeding pump and optimize feeding rate in order to prevent reflux.
SEAAI New News Presentation
The document provides an overview of recent regulatory changes and the Patient Protection and Affordable Care Act that may affect allergy practices. It discusses items like Medicare fee schedule changes, meaningful use criteria for electronic health records, and pay for performance programs beginning in 2015. The Joint Council of Allergy, Asthma, & Immunology aims to provide guidance to members on these topics.
Health IT Summit in Seattle 2014 – “Think Big, Act Small” with Deborah Dahl, ...
Health IT Summit in Seattle 2014 – “Think Big, Act Small” with Deborah Dahl, ...Health IT Conference – iHT2
This document discusses telemedicine and reducing healthcare costs through innovative programs. It provides data on the breakdown of healthcare costs by category for a pilot population, showing that hospital care accounts for the largest share. The document also summarizes results from several telemedicine programs that led to reductions in ICU and hospital days, readmission rates, and overall healthcare costs compared to national averages. It concludes that preliminary data suggests healthcare costs were reduced by around 50% through telemedicine interventions but that more investigation is still needed.*Jc conf23jun2010 copy
The document provides tips for leading quality and safety improvements, noting that leaders need to prioritize high-cost problems, lead improvement processes using systematic methods, and monitor outcomes to evaluate savings and spread successful changes. It emphasizes using data to motivate improvements and setting measurable targets to track progress and savings from reductions in waste and avoidable harm.
Quality Improvement Project
Wood County Hospital scored 72.3% on patient responsiveness according to HCAHPS surveys, below the 80% CMS requirement. A study was conducted to analyze call light response times, who answers call lights, and hourly rounding adherence. Recommendations include implementing individual nurse communication devices to improve response times and patient satisfaction scores, helping the hospital meet CMS standards and increase reimbursement. Changing to a new communication system requires using the Transtheoretical Model of behavior change to successfully adopt the new approach.
Identifying Problems
The document discusses identifying problems in healthcare quality and reducing waste. It begins by outlining the six aims of quality healthcare: safe, timely, effective, efficient, equitable, and patient-centered. It then discusses various sources of waste in the healthcare system, including overtreatment, failures of care coordination, failures to execute best practices, excessive administrative complexity, pricing failures, and fraud/abuse. Specific estimates are given for the amount of waste from each category, totaling hundreds of billions of dollars annually. The document emphasizes the opportunity for improvement that exists and stresses the importance of focusing on problems we can directly address and fix.
Managing Lean Hospitals
ws chaired by james p womack - lei – glhs – 25.06.07shown at the 1st Global Healthcare Summit on 25th June 2007
Healthtech Innovation QLD 9 Dec14 event
The document summarizes presentations from startups at a Healthtech Innovation Queensland event. It introduces QHeart Medical, which is developing a device called BioQ CA to treat heart failure by reducing aortic stiffness. GravityFit was presented as developing an exercise system based on 30 years of research into the sensory effect of gravity. The document also summarizes Audeara, which is creating an autonomous ear screening device to address the problem of high rates of ear disease, particularly in remote communities.
Similar to Shouldice Presentation Outline (20)
Making Healthcare Waste Reduction and Patient Safety Actionable - HAS Session 6
Making Healthcare Waste Reduction and Patient Safety Actionable - HAS Session 6
How To Remove Millions in Unnecessary Healthcare Costs with Quality & Safety ...
How To Remove Millions in Unnecessary Healthcare Costs with Quality & Safety ...
Getting started at the national level from demonstration to spread
Getting started at the national level from demonstration to spread
Advanced In-Office 1-hour PCR LAB - Ancillary Revenue Program
Advanced In-Office 1-hour PCR LAB - Ancillary Revenue Program
Health IT Summit in Seattle 2014 – “Think Big, Act Small” with Deborah Dahl, ...
Health IT Summit in Seattle 2014 – “Think Big, Act Small” with Deborah Dahl, ...
Shouldice Presentation Outline
- 1. Shouldice Hospital 05/20/11 Anna Swanson Phillip Dean Ben Gierok
- 17. Process Flow
- 19. Value Add Analysis * Exercise assumes awake for 12 hours on day 3 (180 min exercise on day 3 and 60 min on day 2) ** Assumes 1 hour/meal and three meals on day three *** Assumes 45 min for check in and discharge Classification Time (Minutes) Percent to Total Process Value Add 56.25 1.30% Surgery Unnecessary Valued Add 260.00 6.02% Exam and Exercise Necessary Non Value Add 390.00 9.03% Meals, Check In, and Discharge Unnecessary Non Value Add 3613.75 83.65% Everything Else Total Minutes Available 4320.00 100.00%
- 23. New Weekly Scheduling Process
- 25. Thank You! Any questions?