recommend to improve this process? David Christopher, Orthopedic Surgeon, Hic Surgeon, Case Study Both surgeons are working long hours, and Dr. Christopher is wondering whether he needs to hire more surgeons David Christopher received his medical degrees from the University of Kentucky and the University of Virginia. He did his residency and early surgeries at Duke University Medical Center Eicht wears ago he set up his own orthopedic surgery clinic in Atlanta, Georgia. Today, one other doctor has joined his clinic in adli- tion to 12 support personnel such as X-ray technicians nurses, accounting and office support. The medical practice specializes in all orthopedic surgery, except it does not perform spinal surgery. The clinic has grown to the point where both orthopedic surreans are worlang long hours, and Dr. Christopher is wondering whether he needs to hire more surgeons. An orthopedic Surgeon is trained in the preservation investigation, and restoration of the form and function of the extremities, and sociated strictures bry medi- cal, surgical, and physical means. He or she is involved with the care of patients whose musculoskeletal pool lems include congenital deformities, trauma; infections: tumors; metabolic disturbances of the musculoskeletal system: deformities: injuries, and degenerative diseases of the spine, hands, feet, knee, hip, shoulder and elbows in children and adults. An orthopedic surgeon is also con cerned with primary and secondary muscular problems and the effects of central or peripheral nervous system lesions of the musculoskeletal system. Osteoporosis, for example, results in fractures, especially in the hips, wrists, and spine. Treatments have been very successful in pet- ting the fractures to heal. Dr. Christopher collected the data in Exhibit 10.9 as an example of the clinic's typical workweek. Both sur- grons work 11 hours each day, with 1 hour off for lunch, or 10 effective hours. All surgeries are performed from 7:00 am to 12:00 noon, 4 days a week. After lunch, the Surgeons see patients in the hospital and at the clinic from 1:00p.m. to 6:00p.m. Over the weekend and on Fridays, the surgeons rest, attend conferences and professional meetings, and sometimes do guest lectures at a nearby medical school The doctors want to leave a safety capac- ity each week of 10 percent for unexpected problems with scheduled surgeries and emergency patient arrivals. 214 PART THREE: Managing Operations and Supply Chains The setup and changrover times in Exhibit 105 flect time allowed between each surgery for the screens clean themselves up, rest, review the next patient's med mcord for any last minute issues, and prepare for the next surgery. Dr Christopher frels these changeover times ensure the quality of their surgery by giving them time be tween operations. For example, standing on a concrete and bending over a patient in a state of concentration places great stress on the surgeon's legs and back Dr. Christopher likes to sit down for a while between surgeries to relanser surgeons go quickly from one patient to the next boxer Dr. Christopher thinks this practice of rushing cold medical and surgical errors. Dr. Christopher wants to the following questions. Case Questions for Discussion 1. What is the clinic's current weekly worked 2 Should the clinic hire more surgeons, and if .bm many? 3. What other options and changes could be made maadimine patient throughput and surgeriested revenue, yet not compromise the quality of me 4. What are your final recommendations: reasoning who medio WE