Shouldice Case Study Analysis

1129 Words5 Pages
Megan Smith MGT620 – Operations Strategy July 30, 2014 Shouldice Hospital Limited Case Study Analysis Introduction Founded by Dr. Earle Shouldice in the earlier years of the 1900’s, his hospital boasted praise for performing successful hernia surgeries with his specific technique, in addition to patients experiencing early ambulation in the post-operative state. Due to his observations in the field, Dr. Shouldice encouraged all patients to gain mobility directly after the procedure, finding his method superior to others, thus growing his practice. The Toronto-based facility expanded thereafter, reaching a full capacity of eighty-nine (89) beds across the one hundred and thirty (130) acre estate. After the death of Dr. Shouldice, Dr. Nicholas Obney stepped up as the hospital and clinical facility’s surgical director, with Dr. Casim Degani appointed as surgeon-in-chief. As of 2004, surgical operations reached over seven thousand (7,000) per year, with a staff consisting of thirty-four (34) full-time nurses, ten (10) full-time surgeons, eight (8) part-time assistant surgeons and two (2) anesthesiologists, among other administrative and supporting staff to efficiently run both facilities. Strengths and Weaknesses The most identifiable strengths for Shouldice are the company’s brand image and their significant growth factors over time, considering demand for operations has exponentially increased since inception. Another realization stems from the founder’s successful techniques regarding the use of local anesthetic, the procedure itself and the facility design that inspires agility without harm to the patient. With this premature success, patients recover more rapidly, while being highly engaged in the process. Due to increasing demand for beds at Shouldice, and the low vacancy rate in return, the business is losing serious profits. With real

More about Shouldice Case Study Analysis

Open Document