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8/10/2019 Shouldice - Finalised
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8/10/2019 Shouldice - Finalised
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Current Situation
30-36surgeries/day
10 Surgeons
34 Nurses
5 OperatingRooms
6 ExamRooms
SurgeryMonday
Friday
89 Beds
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Current Process Flow Chart
Check-in on first
afternoon
Surgery
and firstfull day at
Shouldice
day #2:
Rest &Recovery
day #3:
Rest &
Recovery
day #4:
Checkout
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Current Pre-Surgery / Pre-Patient
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Current Arrival: First Afternoon
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Current Surgery: Full Day #1
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Full Day #2 Full Day #3 Check-out
Current Process
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Key Factors for Success
Culture
Expertise
Unique Patient Experience
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Key Issues/Problems
Growing wait list
Invitingcompetition
Standardsurgeries
Complexsurgeries
Pre-patientscreenings
# of Beds
# of operating
rooms GovtRegulation
Capacity Efficiency
DemandScheduling
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Quality
Performance
Features
Reliability/
Durability
Serviceability
Aesthetics
PerceivedQuality
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Quality
Quality Costs
Appraisal Costs
Medical InformationQuestionnaire
Patients turned away
Prevention Costs
Scheduling by Dr.Degani
Poka-yokes
Mandatory follow-up
Pre-Operation Exam
Purchase andImplementation ofSophisticated
Scheduling Software
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Goals & Objectives
Increasethe numberof surgeries
by 20%
Decreasethroughput
time
Increaseefficiency of
screeningprocess
Maintain
currentculture
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Recommendations
ScreeningEfficiency
Implement onlinesubmission of MedicalQuestionnaire
Verification of Dx andweight loss from PCP
ThroughputTime
Decrease patientthroughput time byeliminating one nights
stay
Scheduling
Standard herniasurgeries on Mon, Tues,Thurs, Fri (40 surgeries)
Complex/Recurrencesurgeries on Wed (9
surgeries)
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Current Bed Capacity
Patient Intake and Surgeries Performed (as stated in the case)
Bed Capacity -
CurrentInputs
Ops Per Day 33
# of Beds 89
Length of Stay/Nights 4
Saturday Surgery No
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
Sunday 33 33 33 33
Monday 33 33 33 33
Tuesday 23 23 23 23
Wednesday 0 0 0 0
Thursday 33 33 33 33
Friday
Saturday
Total Number inHospital 66 66 89 89 89 56 33
Total Number of Surgeries 33 33 23 0 33
Total122
surgeries
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Improved Bed Capacity
Bed Capacity Inputs
Ops Per Day 40
# of Beds 89
Length of Stay/Nights 3
Saturday Surgery No
Sunday Monday Tuesday Wednesday Thursday Friday Saturday
Sunday 40 40 40
Monday 40 40 40
Tuesday 9 9 9
Wednesday 40 40 40
Thursday 40 40 40
Friday
Saturday
Total Number in Hospital 40 80 89 89 89 80 40
Total Number ofSurgeries 40 40 9 40 40
TotalSurgeries 169
Increase 39%
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CURRENT:
DailyOperating
Schedule
7:30 AM 7:45 AM
7:45 AM 8:00 AM 1 2 3 4 5
8:00 AM 8:15 AM
8:15 AM 8:30 AM
8:30 AM 8:45 AM
8:45 AM 9:00 AM 6 7 8 9 10
9:00 AM 9:15 AM
9:15 AM 9:30 AM
9:30 AM 9:45 AM Coffee Break
9:45 AM 10:00 AM
10:00 AM 10:15 AM
10:15 AM 10:30 AM 11 12 13 14 15
10:30 AM 10:45 AM
10:45 AM 11:00 AM
11:00 AM 11:15 AM
11:15 AM 11:30 AM 16 17 18 19 20
11:30 AM 11:45 AM
11:45 AM 12:00 PM
12:00 PM 12:15 PM
12:15 PM 12:30 PM
Lunch12:30 PM 12:45 PM
12:45 PM 1:00 PM
1:00 PM 1:15 PM
1:15 PM 1:30 PM
1:30 PM 1:45 PM 21 22 23 24 25
1:45 PM 2:00 PM
2:00 PM 2:15 PM
2:15 PM 2:30 PM
2:30 PM 2:45 PM 26 27 28 29 30
2:45 PM 3:00 PM
3:00 PM 3:15 PM
3:15 PM 3:30 PM
3:30 PM 3:45 PM 31 32 33 34 35
3:45 PM 4:00 PM
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IMPROVED:
Mon, Tues,
Thurs, Fri
Operating
Schedule(standard hernia surgeries)
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IMPROVED:
Wednesday
OperatingSchedule(Recurrence/Complex
hernia surgeries)
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Improved Process Flow Chart
Arrival:first
afternoon
Surgery:Full Day 1
Rest/Rec
overy:
Full Day 2
Check out
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Improved Pre-Surgery / Pre-Patient
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Results / Outcomes
METRICSProductivity
Linear
Programming
ProcessPerformance
Metrics
Capacity
Utilization
Forecasting
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Conclusion
Recom
mendatio
ns:
Decrease throughputtime by eliminatingone nights stay
Increase number ofsurgeries by adjustingthe surgery scheduling
Increase the efficiency
of the screeningprocess
Outcom
es:
Increase number ofsurgeries per week by
39%
Maintain currentculture & corecompetencies
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Works Cited:
1.Private Hospitals Act(1990, January 1). http://www.canlil.org/en/on/laws/stat/rso-1990-c-p24/latest/rso-1990-c-p24.html.Retrieved Month 3, 2012, from www.canlil.org:http://www.canlil.org/en/on/laws/stat/rso-1990-c-p24/latest/rso-1990-c-p24.html
2. Eckhert, D. (2012, March 1). Shouldice Hospital Administrator. (K. Groga, Interviewer)
3. F. Robert Jacobs, R. B. (2011). Operations and Supply Chain Management(Vol. 13th). New York,New York: McGraw-Hill/Irwin.
4. Hallowell, J. H. (2005, January 21). Shouldice Hospital Limited (Abridged). Harvard BusinessSchool Case. Ontario, Ontario, Canada: Harvard Business Reveiw Publishing.
5. Hospital, S. (1996, January 1). Retrieved March 10, 2012, from www.Shouldice.com:www.shouldice.com
6. Inman, R. A. (2012, January 1). Reference for Business.Retrieved March 3, 2012, from Referencefor Business Encyclopedia of Business, 2nd ed.:http://www.referenceforbusiness.com/management/A-Bud/Aggregate-Planning.html#b
7. Jones, D. W. (2011, September 29). Hernia Surgery Not Always Needed. Windsor Star, Body andHealth; Doctor Game, p. C5.
8. Levy, A., Sobolev, B., Hayden, R., Kiely, M., FitzGerald, J., & Schechter, M. (2005). Time on waitlists for coronary bypass surgery in British Columbia, Canada, 1991-2000. BMC Health ServicesResearch, 522-10. doi:10.1186/1472-6963-5-22