Group Case Study
Feb. 14th, 2012
Brief Synopsis
In 1982 Shouldice infirmary comprised of 89 beds and performed 6,850 hernia operations while being staffed by 12 full time surgeons, 7 assistant surgeons, an anesthesiologist and 30 nurses in addition to support staff. The Shouldice hospital utilize unique surgical techniques and post operation routines which led to a speedier recovery and a lower than average hernia reoccurrence rate. The hospital had gained a reputation for providing a quality service and relied by and large on word of mouth marketing. Many of their patients were from Ontario (56%) and the US (42%) with a smaller percentage (2%) travelling from Europe or different provinces in Canada. Shouldice performed two slips of hernia operations which they classified as unproblematic (first time occurrences) and secondary (reoccurrences or repairs). Primary surgeries accounted for 82% of the hospitals overall volume of operations. The takings of surgeries being performed at the hospital continued to increase year over year as did the backlog of scheduled surgeries, which at the end of 1982 was also at an all-time high of 1,200.
Key Issues and Findings
Shouldice Hospital appears to be sooner successful. Patients typically paid approximately $1000 for a primary surgery and their 4 day stay at the hospital. With 6,850 surgeries being performed in 1982 we can estimate the hospitals revenue at approximately $6.85 million. Using their 1983 operating cost cipher total of $4.2 million we can assume that the hospital is kinda successful with approximately a 38% profit margin. Shouldice is able-bodied to operate more efficiently than other hospitals for a number of reasons. Ultimately, due to the fact that they specialize in one type of surgery, they are able to benefit from economies of scale by trim back inventory and using their resources more efficiently. An example of this is the lower...If you want to notice a full essay, order it on our website: Ordercustompaper.com
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