Shouldice Hospital Case Study
Shouldice Hospital Case Study Calvin Barron Liberty University March 2, 2010 Respectfully submitted to Prof. Scott McLaughlin Overview The Shouldice Hospital serves as a glaring example of extraordinary service and care for the impaired and needy. From carpeting and soft lighting to doting personal care from the staff, the Shouldice experience sets a standard of excellence for the industry. Dr. Earl Shouldice displayed an early desire for medical understanding with an age 12 exploratory of a farm animal. Medical training at the University of Toronto led to a private practice after World War One. An appendectomy of an obstinate young child led to questioning of his medical training concerning surgical recovery.
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The feasibility of offering franchises with the demand to strictly duplicate the Canadian model would allow a swifter expansion to a global market. The franchiser retains the right to dictate conditions. Standard operating must be followed. Materials must be purchased from either the franchiser or an approved supplier. No deviation from the product line is permitted, training sessions must be attended, and continuing royalty fees must be paid. (Fitzsimmons and Fitzsimmons, 2008, p.343) The Harvard business case of Shouldice Hospital includes a reproduction of a Boca Raton Florida advertisement for a knock-off Shouldice experience; “The Canadian Hernia Clinic” featuring “no overnight stay””.(Heskett, 2003, pg. 18) This could be avoided with simple advertisement and a franchise offering to the popular and lucrative Canadian model. The Plan-Do-Check-Act prospect introduced by Deming in the text appears to be the process indicated in the case study that Dr Shouldice employed in the facilities development, or at least some variation thereof. To use W. Edwards Deming’s 14-point program as a model for the implementation of progressing the service model implemented by Dr. Shouldice would only be appropriate. On point Ten with the “Excellence is the Enemy of Good” Shouldice employs