Strategic Capacity Management

chapter $4$

$115$

$\backslash$table$[[$Operations with $90$ Beds $(30$ patients per day$)],[$CHECK$-$IN DAY,Beds Required$],[$MONDAY$,$TUESDAY,WEDNESDAY,THURSDAY,FRIDAY,SATURDAY,SUNDAY$],[$Monday$,30,30,30,,,,],[$Tuesday$,,30,30,30,,,],[$Wednesday$,,,30,30,30,,],[$Thursday$,,,,30,30,30,],[$Friday$],[$Saturday$],[$Sunday$,30,30,,,,,30],[$Total$,60,90,90,90,60,30,30]]$

exhibit $4\mathrm{.}7$

Excel:

Shouldice

Hospital

$($Assume operations are performed five days per week, with the same number performed on each day.$)$ How well would the new resources be utilized relative to the current operation? Could the hospital really perform this many operations? Why? $($Hint: Look at the capacity of the $12$ surgeons and the five operating rooms.$)$

$4.$ Although financial data are sketchy, an estimate from a construction company indicates that adding bed

capacity would cost about $$100,000$ per bed. In addition, the rate charged for the hernia surgery varies between about $$900$ and $$2,000($U$.$S$.$ dollars$),$ with an average rate of $$1,300$ per operation. The surgeons are paid a flat $$600$ per operation. Due to all the uncertainties in government health care legislation, Shouldice would like to justify any expansion within a five$-$year time period.