CASE ANALYSIS: SHOULDICE HOSPITAL LIMITED Shouldice Hospital &acirc;�� A Cut Above 1. How well is the hospital currently utilizing its beds? 2. Develop a similar table to show the effects of adding operations on Saturday. (Assume that 30 operations would still be performed each day.)
Since the bicycle demand is monthly, and it can take up to 4 weeks to receive parts (roughly one month) its perfect. They will have plenty of bicycles on hand to complete orders within the month, and be able to order 44 EOQ at different intervals throughout the year to minimize total costs. If demand is not as high as forecasted they can adjust the EOQ as needed. Bicycles do not have an immediate shelf life, and the probability of selling at least 123 is 50%. Wish I owned MPBC!
All sales are made on account at $20 per unit. Sixty percent of the sales are collected in the month of sale; the remaining 40% are collected in the following month. Forecasted sales for the first five months of 20X2 are: January, 1,500 units,- February, 1,600 units; March, 1,800 units; April, 2,000 units; May, 2,100 units. 2. Management wants to maintain the finished goods inventory at 30% of the following month's sales.
Louis Hang states that “because of the nursing shortage five hundred and eighty thousand new jobs are projected to be opening from 2006 to 2016, increasing the current number of positions by twenty three percent.” Nursing is the largest occupation in healthcare, with the majority working in full time positions. Most Registered Nurses can be found working in teams for healthcare facilities some of the positions involve little or no direct patient care. However, the general responsibilities of a RN include observing and recording patient medical history and symptoms. They also establish a plan of care for patients or they add to an existing one then they put the plan into action. RNs also manage and assign tasks to licensed practical nurses and nursing assistants.
With this calculation, the project can be finished before 753 days. The length of critical path is 695 days and they have a slack of 58 days before the penalty starts kicking in. The project will not only help them acquire a profit of $2 million, it will help them build their grand name and hence acquire new business. This would greatly benefit G&E’s project portfolio as they continue to grow. g. A calculation in Microsoft project indicates and completion date of March 26, 2014.
Duty hour restrictions have brought about more problems than solutions. To avoid federal legislation, the Accreditation Council for Graduate Medical Education (ACGME) approved new resident duty-hour regulations that went into effect on July 1, 2003. The regulations limited resident workweeks to 80 hours or fewer and limited continuous duty to 24 hours, with 6 additional hours for transfer of care the first duty hour reform. The second duty reform became effective in July of 2011, the required that duty hours must be limited to 80 hours per week, averaged over a four-week period, including on-call days and moonlighting – activities that are not performed during their residency program. The 2011 reform also stated that work shifts of interns must not exceed 16 hours.
A dedicated lift team assists nurses and other staff when they cannot safely move patients. Since the initiative was launched in 2002, lift related injuries have fallen 60 percent. The team consists of 12 specially trained personnel who are available 21.5 hours per day, seven days a week. When a nurse needs assistance, he or she pages the team. Response time is about 15 minutes and the team averages about 100 calls per day.
Even though the manager is able to take up to 30 orders per hour, the kitchen is only able to handle half of the amount of orders in the same amount of time. If the Swanky Hotel were to add 1 more chef, they would be able to process 18.75 orders per hour, which would mean they
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.
Using information given in question C, the $16,200 in new machinery will be divided up over 36 months. This additional cost will add $450 per month to Molly’s fixed costs, bringing her total to $2,150 monthly. With that given information, Molly would need to clean an additional 529 items a month to break even. The answer was derived by using the following equation: $2,150 ÷ (1.1 – $0.25) – 2000 = 529.412