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.
Problem Statement: Will the addition of 150 hospital beds significantly decrease Emergency Department wait times at Los Angeles County/USC Medical Center? Scenario: Los Angeles County LAC+USC Medical Center (LAC/USC) was founded in 1878. In addition to being one of the largest acute care hospitals in the United States, it is also the nation’s largest academic institution and the primary facility of the USC School of Medicine. LAC/USC was originally established with 100 beds to serve 47 patients and grew to be licensed for 1,395 beds at its peak census period in 2006. Services provided by LAC/USC are comprehensive and include medical, surgical, emergency/trauma, obstetrics/gynecology, pediatrics, NICU and psychiatric care.
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.
Case Study Analysis: Shy Doc Gave Good Face According to Wells (2011), Brian Lee was a forty-two-year-old plastic surgeon who was highly regarded for his skill by his patients and fellow physicians. Lee was a partner and the top revenue producer at a large multi-specialty clinic owned by the physicians. Lee’s annual earnings ranged from $300,000 up to $800,000 per year. Each physician operated their own practice and performed elective surgeries that were not routinely covered by medical insurance. The patients were required to pay for the elective procedures up front and the payments were to be made to the cashier.
The staff care for patients of every age with complaints ranging from a laceration to an amputation and everything in between. On average this facility cares for 250 patients daily. The amount of knowledge needed to remain current in this environment is extensive. The nursing staff in this facility range from hospital-based graduates to nurses with Masters degrees, the largest majority holding an associate degree. Recently the facility and Worcester State University have entered into an agreement to help increase the education levels of the
The number of US general hospitals grew to four thousand by 1990 from less than a hundred in 1875; medical profession blossomed into a prestigious and powerful profession. Diverse specialities emerged in various fields of medicine and hospital became the core around which delivery is organised. The qualities of health care delivered improve but cost containment remained unrealised. To improve access to care in the rural communities after the urban shift the US government built more hospitals in
VUE vs. Elm Surgery Compare and contrast the operations of the two organizations VUE and Elm Surgery using the four VS model. Case Volume Variety Variation Visibility VUE High Low Medium/High High Elm Surgery Medium/low Medium Low High VUE’s high volume of 32 million customers every year compares to Elm Surgery where they only have approximately 6000 customers, means that Volume will take effect of the volume-variety on planning and control at both businesses. Planning and control activities provide the systems, procedures and decisions which bring together different aspects of supply and demand (Chapter 10, Planning and control, page 290 of the module book). Operations which produce a high (in case of Elm Surgery Medium) variety of products in relatively low volume will clearly have customers who require different set of factors and use processes which have different set of needs from those operations which create standardized products or services in high volume. Medium variety of Elm Surgery which are diagnoses, providing the treatment, referring patients to another part of NHS (if require), managing the patients with chronic diseases.
There has been a definite growth in the overall healthcare resources and health related manpower in the last decade. The number of hospitals grew from 11,174 hospitals in 1991 (57% private) to 18,218 (75% private) in 20007. In 2000, the country had 1.25 million doctors and 0.8 million nurses. That translates into one doctor for every 1800 people. If other systems including Indigenous System of Medicine (ISM) and homeopathic medicine are