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Among the serious issues facing China as the coronavirus continues to spread, are the impact of the border, factory, and store closings, and shutdowns which are beginning to affect global supply chains from auto parts to iPhones (see our blog on Feb. 2,2020). Facing criticism that the official response to the outbreak was delayed, the Chinese government has stepped up containment. One of its initiatives was to build two new hospitals in Wuhan in 10 days! Since our Chapter 3 video case study, "Project Management at Arnold Palmer Hospital," details that 60 month construction task (which included 13 months of planning), this OM project is worth discussing with your class. Here is how The New York Times (Feb. 4, 2020) describes the task, which began on Jan. 24th: Construction teams of 7,000 workers with armies of trucks and excavators dug and scraped around the clock. The city government completed a feat recalling the SARS epidemic of 2003, when Beijing built a hospital in a week. For China, the new Wuhan facility would also serve as a potent symbol of the government's drive to do what needs to be done. Leaders pledged to build the 1,000-bed complex in 10 days and vowed that another new 1,600-bed hospital would be ready by Feb. 5. Wuhan, a city of 11 million, has been eerily quiet since the authorities locked it down, preventing residents from leaving and severely limiting public transportation and private cars. But the roads around the hospital building site were packed with cement mixers, trucks and other construction vehicles. Migrant workers and suppliers of materials were roped in to build the complex. Workplace safety precautions included temperature checks to try to detect signs of coronavirus infections. By Feb. 3rd, ambulances begun transporting patients to the new hospital. Classroom discussion qestions: 1. How did this project differ from the construction of the Arnold Palmer Hospital in Orlando? 2. Could this project be replicated in the US? Why or why not