Shouldice Hospital Case

CASE : SHOULDICE HOSPITAL A CUT ABOVE
Shouldice hospital, the house that hernias built, is a converted country estate which
gives the hospital a country club appeal.
A quote from American Medical News
Shouldice Hospital in Canada is widely known for one thing-hernia repair! In fact, that is
the only operation it performs, and it performs a great many of them. Over the past two
decades this small 90-bed hospital has averaged 7,000 operations annually. Last year, it
had a record year and performed nearly 7,500 operations. Patients ties to Shouldice do
not end when they leave the hospital. Every year the gala Hernia Reunion dinner (with
complimentary hernia inspection) draws in excess of 1,000 former patients, some of
whom have been attending the event for over 30 years.
A number of notable features in Shouldices service delivery system contribute to its
success. (1) Shouldice accepts only patients with the uncomplicated external hernias, and
it uses a superior technique developed for this type of hernia by Dr. Shouldice during
World War II. (2) Patients are subject to early ambulation, which promotes healing.
(Patients literally walk off the operating table and engage in light exercise throughout
their stay, which lasts only three days) (3) Its country club atmosphere, gregarious
nursing staff, and built-in socializing make a surprisingly pleasant experience out of an
inherently unpleasant medical problem. Regular times are set aside for tea, cookies, and
socializing. All patients are paired up with a roommate with similar background and
interests.
THE PRODUCTION SYSTEM
The medical facilities at Shouldice consist of five operating rooms, a patient recovery
room, a laboratory, and six examination rooms. Shouldice performs, on average, 150
operations per week, with patients generally staying at the hospital for three days.
Although operations are performed only five days a week, the remainder of the hospital is
in operation continuously to attend to recovering patients.
An operation at Shouldice Hospital is performed by one of the 12 full-time surgeons
assisted by one of seven part-time assistant surgeons. Surgeons generally take about one
hour to prepare for and perform each hernia operation, and they operate on four patients
per day. The surgeons day ends at 4 P.M., although they can expect to be on call every
14th night and every 10th weekend.
THE SHOULDICE EXPERIENCE

Each patient undergoes a screening exam prior to setting a date for his or her operation.
Patients in the Toronto area are encouraged to walk in for the diagnosis. Examinations
are done between 9 a.m. and 3:30 p.m. Monday through Friday, and between 10 a.m. and
2 p.m. on Saturday. Out-of-town patients are mailed a medical information questionnaire
(also available over the Internet), which is used for the diagnosis. A small percentage of
the patients who are overweight or otherwise represent an undue medical risk are refused
treatment. The remaining patients receive confirmation cards with the scheduled dates for
their operations. A patients folder is transferred to the reception desk once an arrival date
is confirmed.
Patients arrive at the clinic between 1 and 3 P.M. the day before their surgery. After a
short wait, they receive a brief preoperative examination. They are then sent to an
admissions clerk to complete any necessary paperwork. Patients are next directed to one
of the two nurses stations for blood and urine tests and then are shown to their rooms.
They spend the remaining time before orientation getting settled and acquainting
themselves with their roommates.
Orientation begins at 5 P.M., followed by dinner in the common dining room. Later in the
evening, at 9 P.M., patients gather in the lounge area for tea and cookies. Here new
patients can talk with patients who have already had their surgery. Bedtime is between
9:30 and 10 P.M.
On the day of the operation, patients with early operations are awakened at 5:30 A.M. for
preoperative sedation. The first operations begin at 7:30 A.M. Shortly before an operation
starts, the patient is administered a local anesthetic, leaving him or her alert and fully
aware of the proceedings. At the conclusion of the operation, the patient is invited to
walk from the operating table to a nearby wheel-chair, which is waiting to return the
patient to his or her room. After a brief period of rest, the patient is encouraged to get up
and start exercising. By 9 P.M. that day, he or she is in the lounge having cookies and tea
and talking with new, incoming patients.
The skin clips holding the incision together are loosened, and some are removed, the next
day. The remainder are removed the following morning just before the patient is
discharged.
When Shouldice Hospital started, the average hospital stay for hernia surgery was three
weeks. Today, many institutions push same day surgery for a variety of reasons.
Shouldice Hospital firmly believes that this is not in the best interests of patients, and is
committed to its three-day process. Shouldices postoperative rehabilitation program is
designed to enable the patient to resume normal activities with minimal interruption and
discomfort. Shouldice patients frequen6tly return to work in a few days; the average total
time off is eight days.
It is interesting to note that approximately 1 out of every 100 Shouldice patients is a

medical doctor.
FUTURE PLANS
The management of Shouldice is thinking of expanding the hospitals capacity to serve
considerable unsatisfied demand. To this effect, the vice president is seriously
considering two options. The first involves adding one more day of operations (Saturday)
to the existing five-day schedule, which would increase capacity by 20 percent. The
second option is to add another floor of rooms to the hospital, increasing the number of
beds by 50 percent. This would require more aggressive scheduling of the operating
rooms.
The administrator of the hospital, however, is concerned about maintaining control over
the quality of the service delivered. He thinks the facility is already getting very good
utilization. The doctors and the staff are happy with their jobs, and the patients are
satisfied with the service. According to him, further expansion of capacity might make it
hard to maintain the same kind of working relationships and attitudes.
Exhibit 1
Operations with 90 Beds (30 patients per day)
BEDS REQUIRED
___________________________________________________________________________________
CHECK-IN DAY MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Sunday
Total
30
30
60
30
30
30
90
30
30
30
90
30
30
30
30
30
30
90
60
30
30
30
QUESTIONS
Exhibit 1 is a room-occupancy table for the existing system. Each row in the table
follows the patients that checked in on a given day. The columns indicate the number of
patients in the hospital on a given day. For example, the first row of the table shows that
30 people checked in on Monday and were in the hospital for Monday, Tuesday, and
Wednesday. By summing the columns of the table for Wednesday, we see that there are
90 patients staying in the hospital that day.
1. How well is the hospital currently utilizing its beds?
2. Develop a similar table to show the effects of adding operations on Saturday.
(Assume that 30 operations would still be performed each day.) How would this
affect the utilization of the bed capacity? Is this capacity sufficient for the
additional patients?
3
3. Now look at the effect of increasing the number of beds by 50 percent. How
many operations could the hospital perform per day before running out of bed
capacity? (Assume operations are performed five days per week, with the same
number performed on each day.) How well the new resources utilized relative to
the current operation? Could the hospital really perform this many operations?
Why? (Hint: Look at the capacity of the 12 surgeons and the five operating
rooms.)
4. Although financial data are sketchy, an estimate from a construction company
indicates that adding bed capacity would cost about Rs 100,000 per bed. In
addition, the rate charged for the hernia surgery varies between about Rs 900 and
Rs 2,000, with an average rate of Rs 1,300 per operation. The surgeons are paid a
flat Rs 600 per operation. Due to all the uncertainties in government health care
legislation, Shouldice would like to justify any expansion within a five-year time
period.
_________________________________________________________________
Selected Bibliography
Amran, M., and N. Kulatilaka. Discipliend Decisions: Aligning Strategy with
the Financial Markets. Harvard Business Review, January-February
1999, pp. 95-104.
Bakke, N.A., and R. Hellberg. The Challenges of Capacity Planning.
International Journal of Production Economics 30-31 (1993), pp. 243-64
Correll, J. G., and N. W. Edson. Gaining Control: Capacity Management and
Scheduling. 2nd ed. New York: Wiley, 1998.
Hammesfahr, R. D. Jack; J. A. Pope; and A. Ardalan. Strategic Planning for
Production Capacity. Internal Journal of Operations and Production
Management 13, no. 5 (1993), pp. 41-53.
Meyer, C. Fast Cycle Time: How to Align Purpose, Strategy and Structure for
Speed. New York: Free Press, 1993.
Giffi, C.; A. V. Roth; and G. M. Seal, eds. Competing in World-Class
Manufacturing: National Center for Manufacturing Sciences. Homewood,
IL: Business One Irwin, 1990.
Govil, M., and J. Proth. Supply Chain Design and Management. Burlington, MA:
Academic Press, 2001.
Yu-Lee, R. T. Essentials of Capacity Management, New York: Wiley, 2002

Shouldice Hospital Case

Uploaded by

Copyright:

Available Formats

Shouldice Hospital Case

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Shouldice Hospital Case

Uploaded by

Copyright:

Available Formats

CASE : SHOULDICE HOSPITAL A CUT ABOVE

THE SHOULDICE EXPERIENCE

It is interesting to note that approximately 1 out of every 100 Shouldice patients is a

Operations with 90 Beds (30 patients per day)

You might also like