CASE STUDY

Since opening day, Arnold Palmer Hospital has experienced explosive growth in demand for its services. One of only six hospitals in the U.S. to specialize in health care for women and children, Arnold Palmer Hospital has cared for over 1,500,000 patients who came to the Orlando facility from all 50 states and more than 100 other countries. With patient satisfaction scores in the top 10% of U.S. hospitals surveyed (over 95% of patients would recommend the hospital to others), one of Arnold Palmer Hospitals main focuses is delivery of babies. Originally built with

281 beds and a capacity for 6,500 births per year, the hospital steadily approached and then passed 10,000 births. Looking at Table S7.4, Executive Director Kathy Swanson knew an expansion was necessary.

With continuing population growth in its market area serving 18 central Florida counties, Arnold Palmer Hospital was delivering the equivalent of a kindergarten class of babies every day and still not meeting demand. Supported with substantial additional demographic analysis, the hospital was ready to move ahead with

334 PART 2 | DESIGNING OPERATIONS S7.4

YEAR	BIRTHS
1995	6,144
1996	6,230
1997	6,432
1998	6,950
1999	7,377
2000	8,655
2001	9,536
2002	9,825
2003	10,253
2004	10,555
2005	12,316
2006	13,070
2007	14,028
2008	14,241
2009	13,050
2010	12,571
2011	12,978
2012	13,529
2013	13,576
2014	13,994

a capacity expansion plan and a new 11-story hospital building across the street from the existing facility.

Thirty-five planning teams were established to study such issues as (1) specific forecasts, (2) services that would transfer to the new facility, (3) services that would remain in the existing facility, (4) staffing needs, (5) capital equipment, (6) pro forma accounting data, and (7) regulatory requirements. Ultimately, Arnold Palmer Hospital was ready to move ahead with a budget of $100 million and a commitment to an additional 150 beds. But given the growth of the central Florida region, Swanson decided to expand the hospital in stages: the top two floors would be empty interiors (shell) to be completed at a later date, and the fourth-floor operating room could be doubled in size when needed. With the new facility in place, we are now able to handle up to 16,000 births per year, says Swanson.

Discussion Questions*

1. Given the capacity planning discussion in the text (see Figure S7.6), what approach is being taken by Arnold Palmer Hospital toward matching capacity to demand?
2. What kind of major changes could take place in Arnold Palmer Hospitals demand forecast that would leave the hospital with an underutilized facility (namely, what are the risks connected with this capacity decision)?
3. Use regression analysis to forecast the point at which Swanson needs to build out the top two floors of the new building, namely, when demand will exceed 16,000 births.

S7.6 The effective capacity and efficiency for the next quarter at MMU Mfg. in Waco, Texas, for each of three departments are shown:

DEPARTMENT	EFFECTIVE CAPACITY	RECENT EFFICIENCY
Design	93,600	.95
Fabrication	156,000	1.03
Finishing	62,400	1.05