Professional Documents
Culture Documents
SHOULDICE HOSPITAL
ADMINISTRATIVE
INFORMATION
• Corporate Name: Shouldice Hospital Limited
• Established: 1945
• Location: 7750 Bayview Avenue, Thornhill
Ontario, Canada, L3T 4A3
• Telephone: (905)889-1125
• Fax: (905)889-4216
• Toll Free: 1-800-291-7750
• Specialty: Abdominal Wall Hernia Repairs
HISTORY
Monday to Friday :
Saturday :
• Step 1.
Click on Medical Information , and print the
questionnaire on your printer.
• Step 2.
Return to the Booking for Surgery page, click on
Insurance Information, and print it on your printer.
• Step 3.
Complete all documents as required and forward by
fax (905-889-4216) or regular mail to our office.
• Upon receipt of your completed
documents, a surgeon will review the
information, and office will make the
necessary arrangements to schedule you
for surgery.
Day 2
Local
Rest in room
Start
Dinner Tea &
anaesthesia Surgery eating &
(40 mins) (2-3hrs) at 6 pm cookies
(-20mins) moving at 9 pm
Day 3
Tea &
Loosen Walk, play, & eat with Dinner cookies
stitches your buddies at 6 pm at 9 pm
Hospital:SHOULDICE HOSPITAL
Revenues ( in $ )
(4 days X $111/day x 6,850 patients/year) 3,041,400
Cost 2,800,000
Profit: 241,400
Clinic:
Revenues (($450+ 60 + 75 X 0.20) X6,850) 3,596,250
Cost 2,000,000
Profit 1,596,250
Total Profit 1,837,650
HOW DID THEY DO THAT?
• Patients are carefully screened
• Patients are active participants in the service
delivery process
• The avoidance of general anesthestics allows
a wide range of involvement of patients
• Staff is freed from much disagreeable work
• Reducing the cost of nursing, housekeeping
and laundry
• Structure hospital jobs that involves more
counseling and positive interaction with the
patients
– The Clinic is a focused factory resulting in:
– Highly productive surgeon:
• 300 hernia/yr Vs. 30 by less focused surgeon
– Sharing of expensive services such as
anesthetist
– Short and relatively regular hours for surgeon
– high compensation ($50,000 + $40,000)
– Opportunities for surgeons to observe and
advise one another
– Peer group pressure that leads to higher level
of self-control of quality
– A conscious effort is made to make Shouldice a
“family”experience
THE UNIQUE SELLING POINT OF
THE HOSPITAL
• Shouldice keeps its staff happy through profit sharing policy, wherein the
employees are paid a part of the profit in addition to their fixed salaries.
• This sharing is done based on their contribution towards the success of the
firm. This entices them to work hard and put in more efforts. From the
management point of view, they have given their staff a lesser working load
and weekends off.
• This enables people to spend time with their family and this in term keeps
them contented and in the long run reduces the attrition rate
• Disadvantages
– Requires a significant investment.
– Control of quality
– It is difficult to create the same culture and atmosphere
– Potential competition with the existing facility
BEST ALTERNATIVE
Start operations on Saturdays