OPERATION

STRATEGY
SEMINAR-1
ANUSHREE JAIN
Answer 1: Based on 4V’s
Faculty
3B Ortho
Surgeon

High Volume Low

Low Variety High

Low Variation High

Higher Visibility High

Answer 1: Based on Performance Objectives

Performance
3B Ortho Faculty Surgeon
Objectives

High Quality Low

Speed
High Low

High Dependability Low

Flexibility
Low High

Cost
Low High
Answer 1: Based on Hayes & Wheel Wright’s four
stage model
​
3B ortho model lies on stage 4 whereas ​faculty
surgeon model lies on stage 2.
Answer 1: Based on Product/Process Matrix

Low Volume Medium High Volume Very high

(Unique) Volume (High (Lower volume
variety) variety) (Standardised)

Job shop

Batch process

Worker paced
line
Machine
paced line
Continuous
process
Answer 1: Based on order winning and qualifying factors

3B Ortho Faculty Surgeon

Qualifier factors Quality, Customer Care Quality, Customer Care

Standardised process,
Order-winning factors Flexibility, Accessibility
Speed, Quality
Answer 1: Based on product/service life cycle effects

Both 3B ortho model and faculty surgeon model are in maturity phase.
Answer 1: Based on Efficient Frontier & Trade Offs
​
3B ortho model lies on efficient frontier whereas faculty
surgeon lies below efficient frontier.

3B Ortho model provides less variety, It is not flexible as

their process is standardised. It is cost efficient.
​
Faculty surgeon’s model offers variety like providing
patient care, teaching, conducting research.
Their model is more flexible but less standardised.​It is not
cost efficient.

The trade offs for 3B ortho model is standardised process,

high speed but less flexibility, less variety.

The trade offs for Faculty Surgeon model is high flexibility,

high variety but less standardised process, low speed, low
quality.
Answer 1: Based on types of focus

3B Ortho Focus Criteria Faculty Surgeon

Performance Objectives
Product/service
specification
Geography
Variety
Volume
Process requirements
Answer 1: Based on Process types

Faculty Surgeon

3B Ortho
Answer 1: Based on layout

3B Ortho
Faculty Surgeon
 Answer 2:
3B orthopaedics model is better than the faculty surgeon model.

The key criteria for my assessment is 3B ortho surgeon model is more efficient than faculty surgeon model in
terms of quality, speed, volume, process, patient relations.
Question 3:
The ‘operations-within-an-operations’ concept is relevant when an organisation want to avail
the benefits of focus without spending much on independent operations.

In the case of Rittenhouse Medical Center, this concepts can be taken into consideration if cost
is the limiting factor in setting up new focus strategies for the whole organisation.
 Question 4:
Answer:​
​
Yes, I do find Dabhilkar & Svarts' dimensions of focus relevant to the case.​
​
In the case of Rittenhouse Medical Center, Dr Booth's model is mainly focused on speed and quality while other focus
areas are completely ignored. ​
Wheare as, faculty practice surgeons are operating on a regular model followed by most general hospitals in U.S.​
​
As mentioned in the article carving out narrow service-line segments from old general hospitals is not enough, specific
focus strategies should be implemented to improve performance.​
​
The RMC requires overall change in their operations strategy for which Dabhilkar & Swarts' dimensions of focus can be
taken into consideration.​
Question 5:
Answer:

SLL forecasted the future need in healthcare and is trying to

transform the whole network of healthcare delivery units in a way
that they operate on an improved performance frontier. It's trying to
achieve high quality along with cost efficiency.
The operation strategy implemented depends on the type of
configuration of a particular hospital.
Table 3 shows how SLL has implemented different dimensions of
focus from configuration model depending on the type of healthcare
unit.
Question 5: