To determine if the hospital can perform this many operations, one should compute the equipment (operating room) and labor (surgeon) requirements per day and compare it to the current equipment and labor capacity per day. Equipment: Given: • Operations start at 7:30am and end at 4pm = 8½ hrs ~ 8 hrs • 1 hr/operation = 8 operations/operating room/day • 5 operating rooms = 40 operations/day Computation and Interpretation: • 45/40 = 1.125 * 5 operating rooms = 5.625 operating rooms ~ 6 operating rooms ∴ Shouldice hospital needs 6 operating rooms to be able to serve the influx of patients from the proposed expansion. With the additional patients, the equipment capacity is not sufficient (120% utilization rate) with a negative capacity cushion of 16.67%. Labor: Given: • 5.625 operating rooms (from computation above) • 12 surgeons • 1 surgeon per operation …show more content…
Shouldice hospital will only be able to perform 40 operations per day. Adding a new floor to Shouldice’s current facility will increase the number of available beds by 45. This could be easily controlled as well as it will certainly help Shouldice to maintain their quality. An addition of a new floor such as this would increase Shouldice’s total capacity, causing a need for more surgeons, as well as staff, thus increasing costs. The construction of the floor alone involves a significant investments and considerable time. Construction will also cause a disruption to the quality and atmosphere of the hospital. Therefore, the plant has limited flexibility. For establishing a new facility, Shouldice could strategically place their new location in an area closer to the customers, for instance, the USA. This allows them to improve their competitive position and increase profits. However, this requires a significant investment. Also, Shouldice could find it difficult to create the same culture and atmosphere as their original
The Hospital has a capacity of 89 beds. There are 5 operating rooms where 33 to 36 operations are performed on an average day. The Hospital follows a 5 day week. It employs 12 full-time surgeons, 7 part-time assistant surgeons, and one anaesthetist. The nursing staff consists of 22 full-time and 18 part-time members. An operating team consists of a surgeon, an assistant surgeon, a scrub nurse, and a circulating nurse. A surgeon's typical day begins at 7:30 A.M. and ends by 4:00 P.M. Each surgeon typically performs 3 to 4 operations each day.
The Orthopedic Department at Apollo Main Hospitals, Chennai has been facing problems in patient flow due to increased delays in other processes like registration, waiting time, other diagnosis etc. This has led to patient flow delays, disruptions and inefficiencies, and it has caused dissatisfaction among some patients and employees resulting in a loss of potential revenue and safety concerns for these patients. In order to combat these challenges, we analyzed data and conducted interviews to establish a comprehensive understanding of the hospital’s orthopedic department, strengthened the existing processes and protocol through verification and validation, and suggested improvements in the system to increase the flow rate of the patient throughout the stay.
M = Number of exam rooms, D = demand per shift, p = time a patient requires in the exam room, N = Total operating time per shift and C = Desired capacity cushion (expressed in %) in our case D=50patients, P=20minutes, N=8hrs, C=30%
All the following calculations are based on the assumption that all hospitals are open 24 hours a day, 7 days a week, 365
Ambulatory services have developed new diagnostic and treatment procedures surgeries are less invasive with shorter acting anesthetics have drastically dropped the recuperation time. Now some office based physician have expanded their ability to do ambulatory diagnostic, treatment and surgical services. The cost of getting this type of technology has become more feasible and cost effective. Prior authorization policies for inpatient admission and close monitoring during hospitalization stays have discourage lengthy hospital stays. Due to the growth of managed care and consolidation of large hospital-centered institutions, physicians have lost control over the delivery of medical care. Now more physicians are starting specialized ambulatory care centers and they are able to perform more procedures in less time while earning higher incomes. Many of the Ambulatory clinics are in the suburbs because patient tends to like the at home feeling. They dislike the feeling of being institutionalized and prefer to stay in their own
This multispecialty hospital chain houses 1500 full-time Doctors and 15,000 employees across the country. An average of 150 surgeries are performed on a daily basis and an average of 80,000 outpatients are recorded at the hospital facilities every
Healthcare administration provides leadership and managemnt to health care systems, hospitals, and private or public health systems. There are requirements for most professions in the health industry but with the proper education and certification, most entry-level careers are attainable. Healthcare administrators are leaders so one must be able to handle the responsibility of the job. There are characteristics that can be associated with being a health care administrator. I have learned over the course of the past few weeks that this the career path that I would like to follow and have set a few goals to help promote my career growth. My research has helped me learn many aspects of this profession and what it takes
Research shows 11 hospitals utilize and consistently delivered therapy to restore blood flow to heart patients in 90 minutes or less. Some of the values that seem to appear to drive doctors and nurses are: 1. Hospitals are well organized and have the ability to reward high-quality performances and are flexible to deal with setbacks. 2. However, teamwork is another important value, this is important because team members need to work quickly. 3. All hospitals share the same core values, they are committed to reducing delays throughout their process, and they provide data and feedback to measure success and innovative protocols and flexibility. Doctors and nurses work together in a speedy manner that can also help to determine the life or death
Hospitals facilities should make every effort to have minimum liabilities. Hospital should have liability insurance for all the unexpected and expected claims that may arise in the business. Hospital obligation is exorbitant and takes time, employee moral. Moreover, those liability it could hurt the reputation of the hospital. All of these can be detrimental to a hospital and like many businesses a hospital is not immune from being shut down. Steps are taken and money is spent on managing risks and quality control to prevent legal matters from going to
To meet the current needs of the organization and the community it serves there has to be an increase in recruitment and staffing at Community Hospital. Considering an opportunity is that the needs of the community will increase with the development of the automotive business opening up, bringing in new customers as well as the health care reform greatly increasing the amount of people that will be covered in the community. Not having enough staff to accommodate this increase in patients can be a potential downfall. Another weakness is the fact that the company has, in recent years fallen behind its competitors in the market sharing distribution. This may also be because of the threat recently from a competitor who has updated their facility drawing in more of the market
This is a research analysis of an article titled “STEP-UP: Study of the Effectiveness of a Patient Ambulation Protocol” by authors C. R. Teodoro, K. Breault, C. Garvey, C. Klick, J. Obrien, T. Purdue, A. Stolaronek, H. W. Wilbur and L. Matney. This article is a study of the effects of implementing a patient ambulation protocol on a medical-surgical floor in a community hospital.
Because of the improvements in delivery of health care, the beds to patient ratio established by the Hill-Burton Act has been below the established goal since 1998. The decline in the number of available beds may be attributed to the closures, mergers, and acquisition that have affected over 700 facilities since the 1980’s (Shi & Singh, 2015). However, this is balanced by the increasing efficiency in utilization of available resources, due in part to the advances in medical technology and improvements in the types of services available to patients on an outpatient basis.
The purpose of renovating a health care facility is to add new amenities and improve the existing ones. For successful renovation, one needs to plan on how the whole process is going to take place. “This process begins with the strategic direction for the organization and integrates facility planning with market demand and service line planning, operations improvement initiatives, and anticipated investments in new technology” (Hayward, 2006, Chapter 1). Successful facility planning should include a review how long the renovation will take, how much it will cost, and what changes the renovation will bring.
The design team created a 13 – story, 780,000- square-foot structure split into two wings. The hospital is found at the top of the site and in the other wing is the medical office building on top of a multi-level parking garage. In planning a typical hospital it comprise of three pathways: one for transporting patients, another for visitor circulation and a third for the staff functions, including cleaning and food delivery. At Mount Elizabeth Novena, the third pathway was separated into two – one for clean and another for dirty materials- for improved sanitation. Composed of 17 elevators that will keep the pathways separate it also includes two that dash clients from a private VIP entrance up to
Although we know that the excessive costs of hospital services need to be addressed the thought that regular capitation is the answer to all problems needs to be examined. Capitation encourages all doctors to receive the same pay regardless of the actual number of patients they actually see. Its emphasis on cutting cost and better management is positive in that it would help general care practices run like more efficient businesses, but also negative in the fact that we do not know the lengths doctors will go to in order to cut these costs. As we move into the final part of this paper I would like to look at what I believe to be the worst and best case scenarios for capitation in healthcare.