Park Plaza Hospital Case Study Analysis

Operations Management

Hospital Operations Management

The Park Plaza Hospital is a privately owned facility that contains a surgical suite of nine operating rooms. These are booked in advance by the physicians with surgery privileges at the hospital. Therefore, the comprehensive schedule of the next seven days is known with some certainty. The process is significant because it permits the assignment of staff as well as the preparation of the relevant supplies and equipment for the process. The purpose of this study is to analyze the Park Plaza Hospital case study. The comparison between the elements of this resource planning system and traditional manufacturing resource planning system are well discussed (Phillips & Kohn 2004).

Manufacturing resource planning developed from the initial materials requirement planning, by involving the integration of additional data. The Park Plaza implements this form of resource planning. It is pertinent to identify the existence of analogies between the resource planning and the traditional process that was implemented. However, the resource planning systems have been implemented to centralize, and integrate information for efficient and effective decision-making. The traditional resource planning systems implement a step-by-step protocol in the allocation of materials and production capacity. The approach is simple but hectic and does not adapt to any market changes, resource capacity, and availability. However, the modern resource planning systems applied by Park Plaza hospital is fast and efficient. It is a wholesome process that is flexible hence it can adapt to changes in demand, resource capacity and availability. The similarity to a BOM in this situation is the manufacturing planning systems. In this case, the BOM is made in order to make demand forecast and the production plan easy to implement (Caramia & Olmo, 2006).

It is evident that a pure MRP system tries to push the inventory to zero in manufacturing. In this case, I do not want to drive the inventory to zero. The major reason facilitating this is the fact that the technique does not favor the demand present at the hospital. Driving the inventory to zero will not support the demand that will be imposed by the clients. The efficiency of the operating room determines the success of the surgical suite. It can be illustrated as a measure of how time and resources are used for their proposed purposes. If the cases in the operating room are completed before the set time, there is time under-utilization. Besides, the principles in a surgical suite determine its success. Therefore, if the principles were not met as set by the management, the surgical suite would be considered a failure (Phillips & Kohn 2004).