Shouldice Hospital Case Study

Shouldice infirmary lineament Study Calvin Barron Liberty University March 2, 2010 Respectfully submitted to Prof. Scott McLaughlin Overview The Shouldice hospital serves as a glaring example of extraordinary table service of process and c ar for the impaired and needy. From rug and soft lighting to doting personal c atomic number 18 from the staff, the Shouldice experience sets a standard of excellence for the industry. Dr. Earl Shouldice displayed an early desire for checkup understanding with an grow 12 exploratory of a farm animal.Medical training at the University of Toronto led to a private practice after World struggle One. An appendectomy of an obstinate young child led to questioning of his medical training concerning surgical recovery. The childs refusal to remain still and sick-abed after surgery led to the present Shouldice method. The consideration of quick ambulation promoting quicker recoveries was proven by the observation and inspection of numerous incases chase the stubborn child who refused to sit still. Dr. Shouldice used the following years to drive and improve on these observations.The Shouldice Hospital was founded to use these observations to promote and capitalize on his proven method of hernia repair. In or sothing of an assembly line method, Dr. Shouldice intentional and developed his up-to-the-minute factory type facility. Textual Concepts Competitive proceeds Strategies from paginates 38-41 of the text offers strategies to further the expansion of the Shouldice hospital service methodology. Service and project Elements from pages 68-69 highlight Shouldice Hospital in the text specifically.Demings Plan-Do-Check-Act system of regular procession on page 146 of the text seems the basis of Shouldices methodology. Demings 14 Point program from page 154 of the text offers some all important(predicate) tinctures which could be used to softly promote progress inside the Shouldice program. Franchising from page 343 of t he text offers an answer to immediate inexpensive expansion to the current work. Strengths The Shouldice Hospital has an easily identifiable surgical procedure, recovery practice and service known by the Name of Shouldice worldwide.The hospital experiences a backload of patients for the better dowery of the year due to simply word-of-mouth advert. The hospital has an Alumni of 140,000 clients assumed to be satisfied with the procedures. Out of the 140,000 just . 8% is reported as be reoccurring hernias. Compared to the United States alone, noted as having the best sanitaryness care in the world, the report shows a 10% U. S. reoccurrence problem. The relatively low cost of go earmarkd including the operation and travel is small to say the least and serves only to augment demand for the experience.The increase in patient applications prompted an expansion in productiveness which only served to increase the demand the more. Shouldice is as supportive to their staff as they are to their patients. Above average pay, benefits, and profit sharing serve to charm a dedicated performance out of the staff. Doctors are tell to uncovering the Hospital desirous due to the light workload and the readiness to consist a full home life with their families. Weaknesses lone(prenominal) external hernias are repaired by the program.The inclusion of internal hernias has been discouraged due to the increased sum up of time needed to deal with the more extensive procedures in such a fast paced environment. The chances of extenuating circumstances create an unpredictable essence as well as increased recovery time. The only aim pass these unique serve is located in Canada. Cases such as that of the author of this report are found to be excluded from such a procedure due to the need for international travel, governmental barriers, and monetary transaction with foreign entities.Dr. Obney has resisted changes based on his inability to be on bargain in case of an emerge ncy or on his personal preferences. The ability to add another surgical day or an additional ball over to the Hospital and take on more patients is as well off-set by the age and availability of Dr. Obney to be there at an increased rate. Only healthy average weight individuals are accepted as patients. The hernias are chosen as quick and easy repairs to maximize the ability for a greater quantity of patients and a quicker turnaround time.Doctors are taught and evaluate to adhere to the Shouldice method barring any going from the routine. Any deviation from the norm is required to demand a conference with other surgeons in front continuance. Free thinking is frowned upon and the motto of Excellence is the enemy of Good is taught and adhered to there. Suggestions From page 39 of the text, Standardizing_ a Custom Service_ offers an ideal lookout for the Shouldice Hospitals expansion of services. family health care centers are attractive means of delivering routine professional se rvices at low cost. (Fitzsimmons and Fitzsimmons, 2008, p. 39) Considering the profile listed in the text concerning Shouldice Hospital and the service design element of the preparation being highlighted as the discussion issuing from pages 68-69 any further discussion of the facilities design would be counterproductive. The ability to cast the factory type facility in Canada should be simple sufficiency due to the tight discipline followed and the highly controlled and co-productive nature of the clientele, the operation techniques and procedures, and the strict recovery process.The relocation to different countries would be the obvious next step since patients worldwide seem to flock to their present location. The garden acres typesetting would indicate a rural setting for additional locations which would acknowledge the lesser put down of non commercial and non prime real estate for typical settings. The feasibility of offering franchises with the demand to strictly duplica te the Canadian model would allow a swifter expansion to a global market. The franchiser retains the right to dictate conditions.Standard direct must be followed. Materials must be purchased from either the franchiser or an authorise supplier. No deviation from the product line is permitted, training sessions must be attended, and continuing royalty fees must be paid. (Fitzsimmons and Fitzsimmons, 2008, p. 343) The Harvard business case of Shouldice Hospital includes a reproduction of a Boca Raton Florida advertisement for a knock-off Shouldice experience The Canadian Hernia Clinic featuring no overnight stay. (Heskett, 2003, pg. 8) This could be avoided with simple advertisement and a franchise offering to the popular and lucrative Canadian model. The Plan-Do-Check-Act prospect introduced by Deming in the text appears to be the process indicated in the case study that Dr Shouldice employed in the facilities development, or at least some variation thereof. To use W. Edwards Deming s 14-point program as a model for the implementation of progressing the service model implemented by Dr. Shouldice would only be appropriate.On point Ten with the Excellence is the Enemy of Good Shouldice employs serves to allow and promote mediocrity as opposed the Demings point of melody toward excellence. From Deming we find statements such as Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobsImprove constantly and forever the system of production and service, to improve case and productivity, and thus constantly decrease costsInstitute leadership. The aim of inadvertence should be to help people and machines and gadgets to do a better job. inspection of management is in need of an overhaul, as well as care of production proletariansEliminate slogansRemove barriers that rob the hourly paid worker of his right to experience in workmanship. (Fitzsimmons and Fitzsimmons, 2008, p . 154) The leadership and allow worker pride in their workmanship all seem to go against the Shouldice model. Followers and change pre programmed automatons are seemingly encouraged at The Shouldice Hospital. The situation seems to discourage the engage kind of entry which was responsible for the Hospital and the method and the experience developed by Dr.Shouldice through transformation and improvement on the status quo of his day. Deming said Innovation in all business of should be expected (Fitzsimmons and Fitzsimmons, 2008, p. 154) this is not the practice of Shouldice. Instead they repeat a proven function and disallow any deviation or improvement. It is suggested that Dr. Obney step aside and allow the Facility to be globalized as well as the process. Expanding upon the process as well as the facility should open up new avenues of improvement and innovation such as that which Dr.Shouldice noticed, explored, developed, and expanded upon so many years ago. The Shouldice Hosp ital serves as a glaring example of extraordinary service and innovation and should be reproduced and made available to the rest of the world. References Fitzsimmons, J. A. & Fitzsimmons, M. J. (2008). _Service Management Operations, Strategy, and Information Technology_ (6th ed. ). youthful York McGraw-Hill Irwin. Heskett, James (2003) MBS-Harvard Business Case, Shouldice Hospital Ltd. , Harvard Business Cases MBS Direct, Harvard Business School Publishing, Boston, MA 02163