Shouldice Hospital Limited

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Shouldice Hospital Analysis
Donna Byrd, Mark Jones, James Rod, Travis Stoltenburg, Donda Toney, and Charlie Whetzel
Liberty University
Operational Management
Respectfully submitted to Professor Wagner

Shouldice Hospital Analysis
The Harvard Business School case study, entitled Shouldice Hospital Limited by Professor James Heskett, was written primarily for the instruction and development of college level students. It does so comprehensively by taking the reader through the various details of the past, present, and future of the establishment. The article begins with a brief introduction and history of the hospital, named after its founder Dr. Edward Earle Shouldice. Shouldice, who had a passion for medicine from an early age, studied medicine at the University of Toronto (Shouldice Hospital Limited, 2003). After graduation, between practicing and performing research, Shouldice became interested in early-ambulation. Heskett (2003) says that this “stemmed, in part, from an operation he performed in 1932 to remove the appendix from a seven-year-old girl and the girl’s subsequent refusal to stay in bed” (p. 1). The Shouldice Hospital website still boasts of this early identifier by stating: “Shouldice pioneered the concept of early ambulation, which is now a standard procedure in modern medical care. Early ambulation means that patients are encouraged to get up and start moving around as soon as possible after surgery” (Shouldice Hospital, n.d.). This early discovery led to what is now recognized as the Shouldice Method across the globe. Dr. Shouldice was able to open his first hospital in July 1945. While modest to start, the six-room nursing hospital would grow to an 89-bed facility, in a 17,000 square foot house, on a 130-acre estate, capable of handling 6,850 operations annually (Heskett, 2003, p. 2). Heskett’s case study goes on to discuss the

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