Altavox Case Study

Shouldice Hospital

Rony E. Carolus

Columbia Southern University

Shouldice Hospital

Shouldice Hospital is a hospital which began its surgery process lasting in a three week period. Through its use of the learning curve, the hospital is currently operating on a three day turnaround. They believe that this is the most efficient way of running their hospital. A patient is woken up from the operating table and is able to perform light exercises on the same day of operation to help stimulate their recovery. The hospital is using their beds in a production line manner due to the fact that they only perform one type of hernia surgery which, they have indeed perfected. Doing this allows the hospital to become quite efficient in what they are doing and is equivalent to a scientific production line operating on human beings for a specialized injury.

Beds Required |

Check in Day | Monday | Tuesday | Wednesday | Thursday | Friday | Saturday | Sunday |

Monday | 60 | 30 | 30 | | | | |

Tuesday | | 30 | 30 | 30 | | | |

Wednesday | | | 30 | 30 | 30 | | |

Thursday | | | | 30 | 30 | 30 | |

Friday | | | | | 30 | | |

Saturday | | | | | | 30 | |

Sunday | 30 | 30 | | | | 3 | 60 |

Total | 90 | 90 | 90 | 90 | 90 | 60 | 60 |

The bed capacity would increase on Friday, Saturday, Sunday, and Monday. Operations at Shouldice last three days where, the patient comes in the day prior and leaves two days after surgery. If patients were to have surgery on Saturday, they would come in on Friday afternoon requiring a bed for that night, have surgery Saturday, and require a room for Sunday, and leave on Monday afternoon. The bed count will increase by 30 Friday through Monday putting the hospital at capacity on Friday and Monday.

Increasing the number of beds by fifty percent, the hospital would have to perform an extra 19 surgeries a day, equaling 95 a week, with a total of 4,940 per year, grand totaling 11,960 which is including the amount...