Rittenhouse Medical Center

Final Consulting Report to Management

I. Introduction

At the Rittenhouse Medical Center there seems to be no actual problems as described in the case. There are, however, a couple issues that need attention. The first issue mentioned is the request Dr. Booth has put in to Neela Wilson, the COO of RMC (Rittenhouse Medical Center) about a pay increase. Dr. Booth believes his surgical team deserves a significant pay raise, but that the other staff and surgeons only receive a slight increase. The present challenge is deciding on whether or not Dr. Booths’ team deserves this large pay increase, and the other team only a small increase. Like in any organization, different pay for employees with the same title can cause tensions; and if the focus is on tensions rather than their role in the company, quality will decrease.

I believe there is also another issue in this case which is choosing a model for knee and hip replacement surgery. Both teams had a different process in which they operate. There should be a type of protocol at Rittenhouse Medical Center for the ways in which the surgeons and staff conduct their orthopedic practice. This will ensure efficiency, improve quality, and possibly cut costs.

Dr. Booths’ surgical team is called 3B Ortho, and after analyzing their process and procedures in the case, I think they have created an amazing set up. They make up for about 22% of total revenue for the Medical Center, which is a major accomplishment.

II. Analysis

When it comes to giving Dr. Booths’ team a significant raise, and not the same for the other team, there are many factors to consider. Firstly, 3B Ortho consists of 7 surgeons and other staff (nurses/physicians) who are extremely efficient and deliver great quality. They have specialized in knee and hip joint replacements. Specializing in knee and hip joints, 3B Ortho has almost perfected their process, taking 1/3 to ½ the time than the other team does to complete a surgery...