|Shouldice hospital was founded by Dr Earle Shouldice after World War II in Canada. The hospital performs external hernia surgery exclusively. External hernia surgery is considered simple surgery and is easily mastered by new surgeons. The service they offer is competitively priced, well below the average of $3000. Patients from the US typically can cover airfare and the operation for about $1500. The service is quite popular, at the time of the case the backlog was 1200 patients.
The Shouldice method utilizes a specific surgical technique that shortens recovery and encourages exercise and movement of the patient immediately following the operation. Patients are asked to walk from the operating room to the recovery room. The rooms have no phone or television both of which are centrally located to encourage patients to move after surgery.
The process is appealing in that they are focused on a particular market segment. They reject patients who do not fall into their set guidelines so there input is consistent. This enables Shouldice to operate with a production focus versus the traditional hospital where patient needs vary widely requiring a much more flexible approach.
Shouldice’s operating strategy is to focus on high volume simple surgery. Their target customer is a relatively healthy external hernia patient that wants to save money or is looking for experience and the Shouldice method. Shouldice has competitive advantages in price, surgery technique, time of recovery, and customer service (i.e. free check ups).
The Shouldice inputs, outputs, activities, and resources are tabulated below.
Table 1: Shouldice Inputs, Outputs, Activities, and Resources
The major process steps are diagramed below....
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This paper will cover an in-depth look and analysis of Classic Airlines, a twenty five-year-old passenger airline. Classic Airlines commands a fleet of more 375 jets that serve 240 cities with more than 2300 daily flights making it the fifth largest airline in the world (University of Phoenix, 2007). Classic has grown to an organization of 32,000 employees, and last year, it earned $10 million on $8.7 billion in sales (University of Phoenix, 2007).
The paper will give the reader background information concerning the current situation the company faces, determine the key issues in the situation, opportunities the company has to address, who this will affect, and the desired end-state goals of the company.
Situation Background : "Increased uncertainty about flying has affected industry stock prices across the board, and Classic has seen a 10% decrease in share prices in the past year. With a concerned investment community on the watch, the airline industry operates under a microscope, subject to scrutiny from all sectors. Not surprisingly, the negativity from Wall Street to the media to the public has affected employee morale, which is the lowest its ever been. Consumer confidence also appears to be waning. By January 2005, Classic's declining Classic Rewards program measured a 19 percent decrease in the number of Classic Rewards members, and 21 percent decrease in flights per remaining member. Clearly, loyal customers were jumping ship and the ones still aboard seemed to be flying less frequently -- or at least less frequently with Classic Airlines....
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