Shouldice Hospital Limited
(Click here to read article from Globe and Mail - January 2006)
(Click here to read article from Toronto Star - December 2005)

Shouldice Hospital - A Focused Factory Case Study

How the application of a concept designed to improve efficiency and effectiveness in an industrial setting actually delivers superior efficiency and outcomes in a health care setting.

Explore the origins of the Focused Factory concept and identify the parallels between industrial and health service models. Understand how the simple concept of focused specialization results in health care services that are accessible, affordable and superior in quality. These are the three main tenets of the Canada Health Act. This study demonstrates hard and soft cost savings achieved through focused specialization as well as the dramatic impact on time savings in the community at large, highlighting the value of this model and its potential contribution to health care economics. As a final note the study includes an independent patient satisfaction report showing satisfaction levels for quality and overall service.

Shouldice Hospital is the worlds leading centre of excellence for the repair of external abdominal wall hernias. The hospital handles 7500 cases per year in a facitlity designed exclusively around the needs of hernia patients. It is comprised of 89 acute care beds, five operating rooms, 12 surgeons, 72 nurses and a total staff of 150. Shouldice Hospital is licensed under the Private Hospitals Act of the Province of Ontario and as mandated by the act is a non-profit facility. It is a true case of how private sector ingenuity can help public sector delivery of health care.

Daryl Urquhart is a graduate of York University and has been involved in the health care industry for over twenty years. As a former national manager of Lanier Canada, his experience in business was focused on supply and service to the hospital industry, nation wide. Grandson of the founder of Shouldice Hospital, he currently represents 50% of the shareholdings of the hospital and serves as a director on staff. As a past member of the GTA executive committee of the Canadian College of Health Service Executives and active member, he is committed to the continuing improvement of the health care system. He has presented the Shouldice case study internationally in academic, industrial, and health care forums. His presentations include service delivery, operations management, health policy and marketing.