Please just answer this question.

Question:

Attach an xls showing the impact of adding 50% add'l capacity (5 day operations). thanks

cats are iney in the son of ser the critical cone, or the one of nonservice? (Answer in Appendix E) 11. Owners of the restaurant in the prior problem anticipate that in one year their demand will double as long as they can provide good service to their customers . How much will they have to increase their service capacity to stay out of the critical zone? Case: Shouldice Hospital-A Cut Above Shouldice Hernia Hospital, a converted country estate, is widely known for one thing: hernia repair! In a pleasant (2) Patients are subject to early ambulation, which promotes country club setting in Ontario, Canada, it draws patients healing. (Patients literally walk off the operating table and from all over North America for the only operation it per engage in light exercise throughout their stay, which lasts only three days.) (3) les country club atmosphere, gregar- forms, and it performs a great many of them. Over the ious nursing staff, and built-in socializing make a surpris- past two decades this small 90-bed hospital has averaged ingly pleasant experience out of an inherently unpleasant 6,500 operations annually. Patients' ties to Shouldive do medical problem. Regular times are set aside for tea, cook- not end when they leave the hospital. Every year, the gala ies, and socializing. All patients are paired up with a room Hernia Reunion dinner (with complimentary hernia in- mate with a similar background and interests. spection) draws in over 1,000 former patients, some of whom have been attending the event for over 30 years. The Production System A number of notable features in Shouldice's serv. The medical facilities at Shouldice consist of five oper ice delivery system contribute to its success: (1) Shoul- ating rooms, a patient recovery room, a laboratory, and dice accepts only patients with uncomplicated external six examination rooms. Shouldice performs, on average, hernias, and uses a superior technique developed for this 150 operations per week, with patients generally staying type of hernia by Dr. Shouldice during World War II. at the hospital for three days. Although operations are Sino, was a capity 126 When She Howed the tal y herriary wood se day She Hospital mly believes tha three days Showices posue in the best interest of putti w Future Plans crasting rooms P in ST 1 - performed only the days a week, the remainder of the hepal is in pericly to attend to recover ing patients An epShowice Hospital is performed by ne of the 12 full time red tisted by our of poded cable the pote en part-time a urycon Surgeom penerally take how to prepare for and perform cachher mi peraio, sed they were on four patients per day Art Showice pics frequently return to w mal activities with minimalne The day and although they can expect days the average totale o iscight days to be on call every 14th night and every oth weekend "It is interesting to note that approximately every 100 Shoulde patients is a medical doctor The Shouldice Experience Each patient undergoes a screening exam prior to setting date for his or her operation Patients in the Toronto The management of Shouldce is thinking of area se encouraged to win for the diagnosis. Exami- the hospital's capacity to serve considerable rations are done between 9 AM and 3:30 PM Monday demand To this effect the vice president through Friday, and between 10 AM and 2 on Sot considering two options. The first involves and unday Out-of-town patients are mailed a medical infor more day of operation Saturday) to the engine mation questionnaire also available over the Internet) which is used for the diagnos. A small percentage of schedule, which wald increase capacity by 20 The second options to add another thor of the patients who are overweight or otherwise representan hospital, increasing the number of beds by som unde medical risk are refused treatment. The remaining patients receive confirmation cards with the scheduled This would require more aggressive scheduling dules for their operations. A patient's folder is transferred to the reception desk once an arrival date is confirmed The administrator of the bospitalhowever Patients arrive at the cline between 1 and 3 PM the cerned about maintaining control over the quali day before their surgery. After a short wait, they receive a service delivered. He thinks the facility is alty brief preoperative examination. They are then sent to an very good utiluration. The doctors and the state admissions clerk to complete any necessary paperwork with their jobs, and the patients are satisfied with Patients are next directed to one of the two nunsessa service. According to him, further expansion of tions for blood and urine tests and then are shown to their might make it hard to maintain the same kind of rooms. They spend the remaining time before orienta- relationships and attitudes tion getting settled and acquainting themselves with their roommates Questions Orientation begins at 5PM followed by dinner in the Exhibit 5.7 is a room occupancy table for the common dining room. Later in the evening, at 9 PM..pa system. Each row in the table follows the patiems tients gather in the lounge area for tea and cookies. Here, checked in on a given day. The columns indicate new patients can talk with patients who have already had number of patients in the hospital on a given day. For their surgery. Bedtime is between 9:30 and 10 PM example, the first row of the table shows that 30 people On the day of the operation, patients with carly opera checked in on Monday and were in the hospital for tions are awakened at 5:30 AM for preoperative sodation day, Tuesday, and Wednesday. By summing the com The first operations begin at 7:30 AM Shortly before an of the table for Wednesday, we see that there are operation starts, the patient is administered a local anes- tients staying in the hospital that day. thetic, leaving him or her alert and fully aware of the pro- 1. How well is the hospital currently utilizing ceedings. At the conclusion of the operation, the patice beds? is invited to walk from the operating table to a nearby 2. Develop a similar table to show the cifects of wheelchair, which is waiting to return the patient to his or her room. After a brief period of rest, the patient is ing operations on Saturday. (Assume that 30 crations would still be performed cach day) encouraged to get up and start exercising. By 9 M. that would this affect the utilization of the bed ca day, he or she is in the lounge having cookies and tea and talking with new, incoming patients. ity? Is this capacity sufficient for the ad The skin clips holding the incision together are loos- patients? ened, and some even removed, the next day. The remain 3. Now look at the effect of increasing the number der are removed the following morning just before the beds by 50 percent. How many operation call patient is discharged the hospital perform per day before running add bed capacity? (Assume operations are performed 7 Strategic Capacity Management Chapter 5 127 Exhibit 5.7 Operations with 90 Beds (30 patients per day Employee Beds Required Wednesday Thursday 30 Friday Saturday Monday 30 Tuesday 30 Sunday Check-in Day Monday Tuesday Wednesday Thursday 30 30 30 30 30 30 30 30 30 Friday Saturday Sunday 30 30 30 60 30 90 30 Total 60 90 90 would cost about $100,000 per bed