1. 1
STEADMAN
HOSPITAL
OPIM
Final
Project:
Matt
Kahl,
Kendra
Otis,
Brook
Rice,
Karlyn
Seidner
Matthew
Kahl:
matthew.kahl@colorado.edu
Kendra
Otis:
Kendra.otis@colorado.edu
Brooke
Rice:
brook.rice@colorado.edu
Karlyn
Seidner:
karlyn.seidner@colorado.edu

2. 2
Table
of
Contents
I. Executive
Summary
3
II. Introduction
5
III. Overview
of
Data
analysis
8
IV. Physical
Location
and
Financial
Plan
18
V. Medical
Service
Plan
25
VI. Demand
Forecast
30
VII. E-­‐Commerce
&
E-­‐Business
Plan
34
VIII. Equipment
Plan
41
IX. Supply
Chain
&
Inventory
Management
Plan
48
X. Human
Resources
Staffing
Plan
and
Cost
Analysis
57
XI. Revenue
analysis
73
XII. Simple
Three
year
financial
plan
74
XIII. Process
Maps
80
XIV. Final
Summaries
93
XV. References
105

3. 3
(III)
Executive
Summary:
Given
this
project
to
be
worked
on
for
one
semester
has
allowed
our
team,
Steadman
Hospital,
to
skim
the
surface
of
what
a
realistic
operations
system
of
any
business
may
be.
To
be
assigned
a
hospital
and
starting
from
the
absolute
beginning
proved
to
be
a
challenge
yet
purposeful
project
when
developing
functional
knowledge
for
the
subject
of
operations.
Our
group
began
where
any
business
associate
should
begin
–
develop
the
first
set
of
goals
that
we
would
like
to
achieve.
Being
said,
the
overall
objective
was
to
create
a
hypothetical,
yet
operational
hospital
that
is
also
profitable.
At
the
very
beginning
of
the
semester,
all
members
within
our
group
had
very
little
knowledge
on
how
a
general
hospital
functions,
which
does
not
even
include
how
said
hospital
could
make
any
sort
of
profit.
Therefore,
we
searched
for
a
mentor
who
could
give
us
the
initial
spark
of
this
project.
After
a
long
back
and
forth
meeting,
our
mentor
(NAME)
and
various
sourced
doctors
helped
us
generate
the
unique
idea
of
splitting
our
hospital
into
a
Growth
hospital
and
a
Base
hospital
–
which
will
be
discussed
later
in
this
document.
Having
this
idea
always
running
through
our
minds,
we
continued
developing
the
basics
of
the
hospital
such
as
location
and
facility.
Once
the
location
and
building
was
chosen
and
our
intellectual
strategy
of
Base
versus
Growth
was
decided
on,
all
details
pertaining
to
the
remainder
of
the
project
fell
into
place.
In
the
development
of
Steadman
Hospital,
we
found
that
successful
organizations
are
not
simply
drawn
out
and
put
into
action.
Instead,
to
generate
a
profitable
business
requires
immense
planning
and
detail
of
how
the
organization

4. 4
will
correlate
with
the
business
owners’
goals.
This
posed
as
an
initial
problem
with
generating
a
hospital
because
hospitals
have
immense
expenses
with
an
even
larger
initial
expense.
Of
course,
the
purpose
of
the
project
was
to
convince
an
investor
or
several
investors
as
to
why
Steadman
Hospital
would
be
the
most
effective
hospital
to
invest
in.
Though,
asking
an
investor
for
the
initial
several
hundred
million
dollars
to
fund
the
creation
of
a
newly
improved
hospital
proved
to
be
an
unrealistic
plan
that
was
not
in
the
best
interest
of
any
investor.
Because
of
this,
our
group
found
that
just
because
there
is
a
simple
way
of
doing
something
does
not
make
it
the
most
ideal
decision.
This
initial
hurdle
demonstrated
to
our
group
that
organizations
must
think
outside
of
the
box
when
making
certain
important
decisions.
This
newly
found
knowledge
allowed
our
group
to
form
a
successful
business
plan
for
the
operations
of
Steadman
Hospital.
Possibly
the
most
important
thing
we
learned
when
generating
the
operations
for
Steadman
Hospital
was
that
we
are
developing
a
business
–
not
just
a
product.
Some
companies
have
realized
that
when
creating
a
new
product,
they
must
start
specific
and
move
towards
the
basics
of
their
organization.
Though,
because
we
had
a
more
directed
focus
on
the
business
and
not
the
service
itself,
we
found
it
easiest
and
most
successful
to
start
with
the
fundamentals
and
move
towards
specific.
Therefore,
as
mentioned
before,
we
started
with
the
idea,
chose
a
facility
(located
in
Los
Gatos,
California),
and
then
went
deeper
into
definite
categories
such
as
medical
service
demands
and
human
resource
management.
By
starting
with
these
basic
stages
of
development
and
moving
to
more
targeted
stages,

5. 5
it
allowed
our
team
to
fully
understand
each
operation
running
within
Steadman
Hospital.
As
a
whole,
we
found
that
hospitals,
like
all
other
businesses,
are
changing
with
the
modern
world.
New
ideas
and
operations
are
no
exception
to
this
change,
which
accounted
for
a
whole
remodeling
of
the
operations
that
flow
within
Steadman
Hospital.
As
a
result,
we
chose
our
location,
developed
a
medical
service
plan
and
demand
forecast,
equipment
plan,
supply
chain
and
inventory
management
plan,
human
resources
staffing
plan,
and
developed
a
financial
forecast,
which
all
related
to
the
changes
American
is
currently
facing.
With
that,
we
found
that,
to
be
a
successful
business
in
modern-­‐day
America,
the
company
must
be
able
to
adapt
to
attract
and
retain
continuous
consumer
support.
Throughout
the
process
of
this
project,
we
found
that
the
subject
of
operations
management
is
a
complex
yet
important
field
when
generating
a
profitable
business.
In
fact,
we
found
that
every
aspect
of
a
business
must
undergo
some
form
of
operations
for
any
specific
department
to
exist.
With
that,
this
project
allowed
an
enhanced
insight
on
the
world
of
business,
specifically
how
businesses
operate
on
a
day-­‐to-­‐day
level.
(IV)
General
introduction:
As
a
group
we
are
working
on
developing
a
detailed
and
efficient
business
proposal
of
a
hospital
we
would
like
to
create.
We
have
decided
to
purchase
an
existing
hospital
located
in
Los
Gatos,
California
called
Steadman
Hospital.
Our
hospital
will
be
a
branch
of
one
of
the
most
prestigious
and
well-­‐known
hospitals
in

6. 6
the
world
identified
as
The
Steadman
Clinic,
located
in
Vail,
Colorado.
Although
we
associate
ourselves
with
Steadman
Clinic,
we
operate
as
a
full
serviced
hospital
instead
of
just
a
specialized
clinic.
As
a
result,
Steadman
Hospital
uses
the
Steadman
name
to
distinguish
the
difference
between
our
hospital
and
Vail’s
clinic
all
while
maintaining
the
prestigious
name.
The
hospital
contains
143
total
beds,
has
about
255,000
square
feet,
and
consists
of
three
different
buildings.
The
following
business
and
strategic
decisions
made
to
create
this
newly
functional
hospital,
such
as
the
different
departments
and
how
much
space
is
required
for
each
section,
is
based
on
Steadman’s
higher
goals
of
efficiency,
importance,
accessibility
and
affectivity.
The main goal of the project is to develop an intelligent and functional
business plan of which will cause a desire for investors to invest in Steadman Hospital.
In order to focus on a specific target market and differentiate ourselves from other
hospitals, Steadman Hospital has created an intricate hybrid between business and
hospital that does not just function as a prestigious hospital. With that, the hospital is
going to be split into two diverse segments. The first segment will be hereby considered
as the ‘Base’ hospital, which will consist of typical functions within a general hospital.
The next section is what Steadman Hospital named the ‘Growth’ hospital, which is where
we will focus on separating ourselves from the other competition. As an alternative of
concentrating on one main section to specialize in, the “Growth” hospital will focus on
multiple highly profitable segments. Within this “Growth” hospital we will acquire
customers from all around America, and hopefully the world, whereas the Base hospital
will serve as a primary hospital for those within Los Gatos, California. As a result,
Steadman Hospital will have a high focus on the human resource department and having

7. 7
the best doctors to function as an efficient and effective, and mostly, an attractive
hospital.
To be able to make a proficient and resourceful hospital we will display a detailed
service menu of the requirements for each of our different services Steadman has to offer,
which are listed below. In the detail given, we will first distinguish all various types of
equipment that each operational department will need for them to function as successful
as possible. This will begin at clarifying the proper equipment needed to provide comfort
in the lobby, such as: coaches, tables etc., to identifying specific tools and machines
needed in the Emergency Room. Likewise, we will purchase anything from operating
tables to MRI machines and CT scans. With that, we will provide an inventory
management strategy to make sure Steadman Hospital always have the correct amount of
tools to be able to offer the most quality services. To do this, our hospital will connect
with highly reliable manufacturers who will be able to maintain a set delivery schedule
for all the implementations needed.
Another important aspect of constructing our Steadman Hospital, and one of our
main priorities, is the elaborate human resource program. We will provide a specified
staffing plan along with a detailed cost analysis that focuses on each occupation within
the hospital. Further more, outside of having exceptional specified and general
professionals we will have physician assistants, nurses, customer representatives,
administrative support, faculty maintenance, and a strong management team. To help
maintain a successful and profitable hospital, Steadman’s primary goal is to keep our
employees happy because, like any other business, Steadman Hospital is only as good as
those working behind it.

8. 8
Lastly, a central feature of our hospitals success is making sure we have accurate
financials. Having intelligent and precise numbers along with someone who fully
understand how to manage and disperse Steadman’s financials is vital to achieving our
goals. With that, we will make sure that all related employees are understanding of
Steadman Hospital’s financial structure. Steadman Hospital will be very transparent with
our financial information so there will be no secrets. In order to do this our hospital will
keep an up to date revenue analysis along with a detailed financial analysis. This will
enable us to recognize where the hospital stands as a business and what we can do to
change or improve on to eventually be California’s number one hospital.
Chosen
approach
to
the
market:
Choosing
a
specific
market
for
a
hospital
was
first
thought
to
be
simply
the
area
surrounding
the
city
of
which
the
hospital
was
located
within.
Though
that
works
with
smaller,
non-­‐profit
hospitals,
it
would
seem
that
this
strategy
is
too
narrow
of
a
market
when
looking
to
make
any
profit.
So,
to
expand
our
target
market,
we
did
the
following:
hypothetically
‘separate’
the
hospital
into
two
major
sections,
which
will
have
separate
operating
functions
within
each
section.
To
understand
the
two
segments
of
the
hospital,
it
is
easier
to
have
a
name
for
each
major
faction.
The
first
division
is
what
is
called
the
“Base”
hospital.
The
base
hospital
of
Steadman
Hospital
operates
very
similarly
to
any
general
hospital
found
throughout
the
country,
and
is
designed
to
help
the
community
in
non-­‐
specialized
departments
of
medical
aid.
Therefore,
the
following
markets
would
be
primarily
targeted:

9. 9
• Walk-­‐ins
• Emergencies
• Outpatient
• Non-­‐reconstructive
surgeries
(surgical
services)
• Infant/newborn
&
child
services
• Woman’s
health
• Men’s
health
• Pediatrics
• Senior
Services
• Imaging
Center
• Radiology
• Cardiovascular
treatment
• Cardiovascular
Research
• Physical
therapy
• Rehabilitation
The
previously
listed
operations
are
designed
to
aid
the
population
of
Los
Gatos
in
an
efficient,
effective
and
ordinary
fashion.
The
targeted
population
for
this
Base
section
of
the
hospital
is
primarily
within
city
limits
because
hospitals
across
the
globe
function
very
similarly
to
each
other,
given
the
listed
services.
And
because
of
this,
individuals
across
the
country
will
not
choose
to
travel
the
distance
for
simple
procedures
and
medical
attention.
Also,
within
the
list
of
services,
it
is
clear
that
very
few
of
them
can
produce
any
significant
revenue
or
profit.
This
is
because
they
are
rather
high-­‐expense,
low-­‐income
fields
to
simply
provide
service

10. 10
within
the
community.
These
services
are
projected
to
not
bleed
a
loss
for
the
hospital,
and
are
functional
at
a
break-­‐even
or
small
profit
margins.
This
will
keep
the
Hospital
at
a
functional
level
to
help
support
the
next
major
section.
The
second
primary
section
of
the
hospital
is
what
is
called
the
“Growth”
hospital.
Within
this
segment,
the
hospital
focuses
on
very
specific
and
specialized
sections
of
hospital
procedures,
which
are
globally
known
to
be
costly
and
require
enhanced
expertise.
The
following
sections
will
be
highly
focused
and
specialized
within
the
Growth
hospital:
• Specialized/reconstructive
surgeries
• Cancer
treatment
• Cancer
Research
o Though,
because
of
Steadman
Hospital’s
location
and
highly
contracted
cancers,
the
primary
focus
of
us
will
be
breast
and
skin
cancer
• Pharmaceuticals
• Drug
research
and
development
Unlike
the
Base
section
of
the
hospital,
this
Growth
section
is
specifically
targeted
towards
individuals
within
all
of
America
who
are
in
need
of
qspecialized
and
highly
experienced
procedures.
As
mentioned
before,
these
fields
are
rather
costly
and
require
close
attention
by
experienced
doctors.
Because
of
the
intended
doctors
Steadman
Hospital
will
use,
who
are
widely
known
for
their
practices,
there
is
realistically
no
limit
to
any
specific
market.
This
opens
up
a
very
large
range
of

11. 11
opportunities
for
Steadman
Hospital
to
become
widely
known
through
out
the
country,
targeting
anyone
who
has
any
need
of
specialized
medical
attention.
Competitive
advantages/differentiators:
A
struggling
concern
for
all
businesses
would
be
how
to
effectively
separate
your
business
from
all
similar
companies.
A
hospital
is
no
different
than
a
company
in
this
way.
To
begin
separating
the
hospital,
it
is
easiest
to
look
at
the
most
obvious
ways
to
differentiate
yourself,
and
move
to
more
complicated
differentiations.
Therefore,
the
first,
most
obvious
way
to
segment
Steadman
Hospital
away
from
other
hospitals
is
to
hire
highly
talented,
trained
and
experienced
doctors
to
initially
work
for
the
hospital.
This
will
capture
the
attention
of
people
across
the
country,
which
will
understand
the
quality
of
work
done
at
Steadman
Hospital.
Though,
having
these
doctors
to
directly
fix
and
help
patients
is
not
their
only
intended
use
at
the
hospital.
Stanford
University,
a
prestigious
school
located
only
a
few
miles
away
from
Los
Gatos,
has
a
surplus
of
students
striving
to
learn
by
professionals.
By
having
the
University
neighbor
Steadman
Hospital,
it
targets
the
students
to
become
interns
and
young
employees
looking
for
experience,
to
work
for
Steadman
Hospital.
This
opens
an
opportunity
for
young
adults
to
be
trained
by
the
best
doctors
known
which
will
create
the
next
generation
of
the
best
doctors.
Creating
the
future
of
medical
staff
is
only
the
beginning
of
how
our
hospital
is
different
and
considerably
better
than
other
hospitals
within
the
country.
The
next
factor
consists
of
Steadman
Hospital
focusing
much
of
its
attention
towards
human
resources
management.
To
begin,
the
only
way
to
retain
doctors
and
early

12. 12
interns
is
to
have
them
want
to
stay.
Given
this,
doctors
and
other
staff
will
receive
benefits
related
to
their
status
of
employment.
Many
of
these
benefits
are
found
within
successful
companies
across
America.
Some
of
these
benefits
include:
• 401k
retirement
plan
• Stock
options
• Various
insurance
plans
• Significant
Wages
• Publication
benefits
• Grant
Benefits
(research
studies)
A
very
unusual
benefit
listed
above,
for
a
hospital,
is
stock
options.
This
is
another
section
where
Steadman
Hospital
differentiates
itself.
The
strategy,
which
will
be
explained
in
more
detail
later,
is
rather
simple.
The
hospital
has
a
large
drug
and
cancer
research
and
development
section
within
the
hospital.
This
is
projected
to
not
only
increase
retention,
but
also
heighten
participation
of
experienced
doctors.
This
development
of
drugs
and
treatments
is
essentially
another
company
within
the
hospital
itself
–
though
under
the
same
staff.
This
not
only
helps
bring
in
a
rather
significant
amount
of
research,
but
it
also
helps
increase
profits
through
being
a
public
company
within
the
stock
market
and
even
increase
retention
within
the
hospital.
These
factors
are
all
part
of
the
bigger
picture
on
how
Steadman
Hospital
is
different
than
other
hospitals
within
Los
Gatos
or
the
rest
of
the
country.
This
‘bigger
picture’
is
understood
that,
Steadman
Hospital
is
applying
good
business
practices
within
the
hospital.
This
is
somewhat
uncommon
for
most
hospitals,
for

13. 13
they
typically
only
know
how
to
run
a
hospital
as
a
hospital.
By
integrating
intelligent
business
systems
and
operations
within
the
hospital,
we
hold
an
advantage
within
many
sections
of
a
business.
Some
of
these
advantages
would
include:
• Increased
efficiency
and
effectiveness
• Faster
communication
• Higher
Retention
• Happier
employees
• Cost-­‐effective
operations
• Best
doctors
and
educated
interns
• Top
internship
programs
These
advantages
will
help
put
Steadman
Hospital
above
others
within
similar
specializations
with
the
understanding
that
other
hospitals
do
not
necessarily
know
how
to
function
as
anything
beyond
a
hospital.
Therefore,
with
the
collaboration
between
hospital
and
business,
Steadman
Hospital
is
superior
to
the
majority
of
hospitals
throughout
the
country.
The
next
major
differentiating
factor
that
Steadman
Hospital
has
over
other
hospitals,
especially
within
the
Northern
California
region,
is
that:
our
hospital
is
associated
with
the
name
“Steadman”.
As
mentioned
before,
the
Steadman
name
is
highly
valued
for
specialized
procedures
taken
place
within
Vail,
Colorado.
By
connecting
the
Steadman
name
to
our
hospital,
we
immediately
obtain
a
comparable
value
of
the
Clinic
in
Vail.
This
added
value
will
attract
customers
to
our
location
who
would
typically
look
for
other
prestige
medical
services.
As
a
result,

14. 14
Steadman
Hospital
will
have
a
heightened
advantage
over
other
hospitals,
particularly
hospitals
that
are
recently
operational.
After
noting
the
several
important
differentiating
factors
that
Steadman
Hospital
obtains,
it
would
be
best
to
understand
our
hospital’s
direct
competition
and
opportunities
for
partnership.
Therefore,
the
following
information
suggests
just
that:
1.
Los
Gatos
Surgical
Center:
Los
Gatos
Surgical
Center
is
located
in
the
heart
of
Los
Gatos,
California
approximately
2.4
miles
south
of
The
Steadman
Hospital.
The
Los
Gatos
Surgical
Center
is
a
facility
designed
strictly
for
outpatient
surgeries.
They
focus
much
of
their
treatment
towards
family
care
and
provide
an
excessive
amount
of
their
attention
towards
the
individual
patient.
The
surgical
center
does
not
specialize
in
one
specific
surgery,
rather
they
have
a
large
variety
of
different
services
such
as:
gynecology,
vascular,
ophthalmology,
gastroenterology,
and
plastic
surgeries.
Based
off
research
and
the
general
sizes
of
hospitals
and
centers
in
the
surrounding
area,
Los
Gatos
Surgical
Center
is
not
an
extremely
large
center.
Even
though
this
is
a
surgical
center,
what
differentiates
The
Steadman
Hospital
from
Los
Gatos
Surgical
center
is
not
only
the
fact
the
reconstructive
surgery
is
something
we
specialize
in
but
also
since
we
are
linked
with
the
Steadman
Clinic
out
of
Vail,
Colorado
we
automatically
have
that
competitive
edge
over
other
hospitals
surrounding
us.
This
is
due
to
the
simple
reason
that
the
Steadman
Clinic
is
one
of
the
most
famous
and
well-­‐known
hospitals
in
the
world
and
being
linked
with

15. 15
them
allows
us
to
have
the
top
doctors
treat
our
patients.
In
addition,
The
Steadman
Hospital
has
its
own
physical
therapy
clinic
right
on
campus,
which
allows
our
patients
to
get
all
the
treatment
they
need
in
one
place.
Having
the
reconstructive
surgeries
being
apart
of
our
‘growth’
business
proves
to
patients
that
we
are
attracting
a
high
range
of
patients
due
to
our
extraordinary
service.
2. Stonebrook
Health
and
Rehabilitation:
Stonebrook
Health
and
Rehabilitation
is
located
in
Los
Gatos,
California
about
3.2
miles
south
of
The
Steadman
Hospital.
The
center
focuses
on
helping
individuals
recover
from
surgeries,
injuries
or
serious
illnesses.
The
main
segment
that
Stonebrook
targets
is
more
of
the
older
generation,
as
they
provide
nursing
and
social
services
to
these
patients.
The
clinic
is
made
up
of
about
73
beds
and
believes
in
helping
individuals
thrive.
Stonebrook
Health
and
Rehabilitation
center
focuses
on
different
aspects
of
health
services
then
The
Steadman
Hospital
does.
Stonebrook
is
concentrated
on
providing
a
nurturing
facility
for
the
elder
generation
that
contains
various
types
of
therapy.
The
Steadman
Hospital
does
not
target
the
older
population
as
highly
as
we
target
the
more
active
generation.
Although,
having
Stonebrook
so
close
to
The
Steadman
Hospital
could
lead
to
us
having
more
patients
from
the
ages
of
70
and
above.
Since
Stonebrook
Health
and
Rehabilitation
does
not
provide
surgical
procedures
that
could
be
somewhere
where
we
come
in
which
would
give
The
Steadman
Hospital
a
competitive
advantage
over
the
Stonebrook
Center.

16. 16
3. Stanford
Hospital
and
Clinics:
Stanford
Hospitals
and
Clinics
is
the
main
hospital
that
surrounds
The
Steadman
Hospital.
It
is
a
huge
organization
located
mainly
in
Palo
Alto,
California
but
is
also
spread
around
various
parts
of
Northern
California.
Stanford
Hospitals
is
approximately
20
miles
north
of
The
Steadman
Hospital
and
provides
our
hospital
with
many
opportunities.
The
Stanford
Hospital
has
over
fifty
different
complex
services
along
with
twenty
separate
buildings.
This
gives
The
Steadman
Hospital
a
slight
advantage
because
all
of
our
services
take
place
in
three
buildings
that
are
just
steps
away
from
one
another.
We
also
designed
the
buildings
so
that
similar
patient
needs
can
be
accessed
within
the
same
structure.
Going
to
a
large
hospital
can
be
over
whelming
and
the
size
of
our
hospital
gives
our
doctors
and
employees
the
opportunity
to
be
able
to
really
connect
with
each
patient
and
give
them
a
memorable
experience.
Even
though
Stanford
Hospital
does
specialize
in
many
different
services,
one
they
do
concentrate
more
on
is
organ
transplants,
which
The
Steadman
Hospital
does
not
do.
We
specialize
in
other
reconstructive
surgeries
and
because
we
dedicate
ourselves
to
fewer
‘growth’
services
it
allows
our
doctors
to
really
excel
in
them.
In
addition,
Stanford
does
have
a
very
prominent
research
center
and
intern
program.
Instead
of
seeing
this
as
a
threat
The
Steadman
Hospital
looks
at
is
as
an
opportunity
because
we
are
also
conjoined
with
Stanford.
Our
goal
is
to
bring
in
the
medical
students
from
University
of
Stanford
to
help
our
doctors
with
their
research,
while
gaining
experience
from
some
of
the
best
around.
It
is
merely
impossibly
for
the
Stanford
Hospital
to
accept

17. 17
every
medical
student
looking
for
an
intern
ship.
Therefore,
being
correlated
with
Stanford
allows
us
to
work
with
them
and
distinguish,
which
interns
will
work
where
based
on
what
they
want
to
specialize
in
and
experience.
One
aspect
of
research
we
focus
on
that
Stanford
does
not
is
pharmaceutical
research.
Likewise,
besides
having
the
greatest
minds
behind
our
drug
research,
those
interns
who
want
to
excel
in
the
pharmaceutical
field
will
come
to
The
Steadman
Hospital
in
order
to
give
them
the
best
shot
at
succeeding
and
outshining
others.
Also,
even
though
Stanford
Hospital
and
Clinics
is
very
well
known
throughout
Northern
California,
the
“Steadman
name”
is
famous
throughout
the
whole
world.
4. El
Camino
Hospital
Mountain
View:
El
Camino
Hospital
Mountain
view
is
located
in
Mountain
View,
California
about
twelve
miles
north
of
The
Steadman
Hospital.
This
hospital
contains
395
beds
and
is
a
non-­‐profit
organization
promoting
more
freedom
with
their
patients.
The
El
Camino
hospital
is
more
of
a
general
based
hospital
providing
services
such
as
surgeries
to
daily
care.
They
also
have
a
wide
range
or
programs
such
as
psychiatric
aid,
eating
disorder
programs,
and
sleep
disorder
programs.
Even
though
El
Camino
offers
a
few
similar
services
The
Steadman
Hospital
does,
we
still
have
a
great
advantage
because
of
the
fact
we
are
associating
ourselves
with
the
Steadman
Clinic
out
of
Vail.
This
allows
us
to
have
the
best
doctors,
which
will
have
a
positive
impact
on
our
patients.
The
Steadman
Hospital
also
has
a
very
efficient
and
well-­‐rounded
research
program,
which
El
Camino
Hospital
does
not
have.
This
will
help
our
doctors
become
more

18. 18
educated
along
with
them
being
able
to
publish
studies
to
assist
other
hospitals
throughout
the
world.
By
showing
that
we
are
distributing
a
large
amount
of
informative
studies
it
will
show
the
knowledge
and
professionalism
that
goes
in
behind
our
work.
Once
again,
The
Steadman
Hospital
is
slightly
smaller
then
El
Camino
Hospital
which
leads
to
better
patient
to
physician
connection
and
easier
access
to
our
various
facilities.
Our
greatest
advantage
over
El
Camino
Hospital
will
be
the
fact
that
we
specialize
in
reconstructive
surgeries,
cancer
treatment,
cancer
research,
pharmaceuticals,
and
drug
research
and
development.
Also,
being
affiliated
with
Stanford
gives
us
a
competitive
benefit
considering
the
elite
level
of
education
of
the
university.
Through
the
given
information,
Steadman
Hospital
proves
to
be
at
a
rather
high
advantage
compared
to
other
hospitals
within
the
Los
Gatos
area.
With
that,
along
with
Steadman
Hospital
being
associated
with
Steadman
Clinic,
we
assume
successful
business
projections
within
the
near
future.
(V)
Overview
of
Data
Used
in
Analysis
Overview
of
Data
Used:
In
order
to
provide
the
most
accurate
and
reliable
business
plan
possible,
our
group
was
very
careful
about
differentiating
what
data
sources
to
use
in
our
proposal.
It
is
vitally
important
that
Steadman
Hospital
West
has
the
most
dependable
and
precise
data
to
be
able
to
prove
why
the
hospital
is
striving
to
be

19. 19
one
of
the
best
in
the
world.
All
of
our
information
presented
was
found
through
trustworthy
sources
and
numerous
hours
of
concise
and
effective
research.
Websites:
A
majority
of
our
data
sources
came
from
informative
online
websites.
The
group
would
thoroughly
research
each
resource
we
came
across,
making
sure
it
was
the
best
and
most
knowledgeable
source
we
were
able
to
find.
We
based
Steadman
Hospital
West
off
an
existing
hospital
in
Los
Gatos,
California
named
El
Camino
Hospital
Los
Gatos.
Based
off
of
this,
a
majority
of
our
generalized
facts
about
the
hospital
campus
came
from
their
website.
We
were
able
to
develop
a
well
organized
campus
for
Steadman
Hospital
West
due
to
the
layout
on
El
Camino’s
website.
El
Camino’s
website
was
one
of
our
most
prominent
resources
towards
the
beginning
of
the
project
because
it
gave
us
the
opportunity
to
evaluate
a
current
hospital
and
learn
what
we
could
apply
when
constructing
our
business
plan.
This
was
also
the
reason
we
decided
to
buy
out
an
existing
hospital
because
we
were
aware
that
the
information
about
El
Camino
would
help
us
in
gaining
ideas
for
Steadman
Hospital
West.
Another
main
data
source
for
us
was
using
salary.com
and
indeed.com.
These
websites
were
extremely
resourceful
when
it
came
to
our
human
resource
staffing
plan.
More
specifically,
we
were
able
to
accurately
define
key
employee
salaries
by
finding
the
average
pay
rate
within
the
San
Jose,
California
area.
We
decided
to
use
these
websites
because
they
allowed
us
to
get
as
precise
as
possible
when
it
came
to
generating
the
salaries
because
of
the
ability
for
us
to
choose
the
geographic
area.
In
addition,
our
group
utilized
a
number
of
collegiate
website
that
supplied

20. 20
professionally
written
journals.
These
journals
were
mainly
based
off
a
study
that
had
been
conducted
at
a
prestigious
university.
The
section
where
the
periodicals
were
most
helpful
was
within
our
e-­‐commerce
segment.
We
came
to
a
conclusion
to
use
the
sources
we
did
due
to
the
simple
fact
that
the
research
presented
was
based
on
e-­‐commerce
role
in
the
medical
sector.
By
doing
this,
we
were
able
to
support
our
information
with
very
accurate
evidence
because
of
the
experiments
that
were
done
which
were
shown
in
the
journals.
Lastly,
the
rest
of
our
websites
were
found
from
various
sources
in
which
we
felt
were
the
most
correct
and
reflective
of
our
hospital.
Our
group
did
not
just
use
the
first
website
we
came
across
on
when
finding
certain
information.
Rather,
we
found
a
significant
number
of
sources
for
each
piece
of
data
we
had
to
find
and
then
filtered
the
sites
out
as
we
went
from
general
to
specific.
Also,
we
would
compare
each
website
with
another
in
similar
categories
to
make
sure
major
ideas
and
facts
were
the
same
throughout
multiple
sources.
Interviews:
For
our
project
we
were
able
to
connect
and
interview
four
different
people
who
each
assisted
us
in
their
own
way.
First
was
Mike
Stears
whom
we
found
through
the
mentor
program.
Mike
did
not
have
any
experience
working
in
the
healthcare
industry
but
he
did
have
a
vital
amount
of
knowledge
when
it
came
to
operations
management.
Mike
helped
us
excessively
at
the
very
start
of
the
project.
Within
our
group
none
of
us
were
familiar
with
hospitals,
which
is
why
we
decided
to
talk
with
someone
who
had
a
strong
familiarity
in
the
business
world.
We
found

21. 21
that
it
really
helped
to
converse
with
someone
because
we
were
able
to
bounce
ideas
off
of
me
and
gain
his
insight.
Mike
gave
us
great
assistance
in
where
we
should
being
our
project
and
what
we
should
mainly
concentrate
on
from
the
start,
which
we
came
to
a
conclusion
was
our
competitive
advantage.
The
main
reason
we
decided
to
talk
with
Mike
was
because
of
the
advice
we
had
received
in
class
about
meeting
with
a
mentor.
In
the
end,
we
are
very
happy
we
met
with
Mike
because
he
really
gave
us
a
starting
edge
on
our
project.
The
next
person
we
contacted
was
Kathy
Stevens.
Kathy
is
one
of
our
group
member’s,
Kendra
Otis,
aunt
who
works
in
the
hospital
El
Camino
Hospital
Mountain
View.
This
was
the
sister
hospital
to
the
existing
we
bought
out
called
El
Camino
Hospital
Los
Gatos.
Kathy
was
able
to
provide
us
with
general
information
such
as
what
the
hospital
specialized
in
and
key
facts.
Kathy
worked
with
us
throughout
the
entire
project
and
when
we
came
to
a
question
that
we
were
unable
to
find
about
the
existing
hospital
we
were
able
to
communicate
with
her
very
easily.
One
are
where
Kathy
really
helped
us
was
in
the
financial
analysis
segment.
Even
though
we
gain
a
ton
of
knowledge
about
hospitals,
Kathy
was
able
to
supply
us
with
a
more
detailed
idea
of
how
and
why
we
should
price
Steadman
Hospital
West.
She
also
helped
us
in
conducting
our
income
statement
and
balance
sheet
by
giving
us
data,
which
she
thought
would
be
useful.
We
decided
to
work
with
Kathy
because
she
has
experience
and
currently
works
in
a
hospital,
and
better
yet
she
works
in
a
very
similar
hospital
that
we
bought.
Thirdly,
we
were
able
to
interview
and
ask
questions
to
Doctor
Robert
LaPrade.
Robert
LaPrade
currently
works
in
the
Steadman
Clinic
located
in
Vail,

22. 22
Colorado.
He
is
known
as
one
of
the
best
knee
surgeons
in
the
world
and
professional
athletes
from
across
the
globe
will
travel
to
Vail
to
be
treated
by
him.
Our
group
member,
Brooke
Rice,
was
fortunate
enough
to
gain
a
close
relationship
with
Dr.
LaPrade
when
she
underwent
an
ACL/LCL
surgery
and
received
her
surgery
from
him.
Dr.
LaPrade
helped
us
with
many
of
the
equipment
questions,
such
as
if
certain
tools
come
in
bulk.
He
was
also
very
useful
with
staffing
hours
and
during
what
times
of
year
certain
departments
were
busier.
Those
were
the
main
sections
Robert
LaPrade
assisted
us
in,
but
we
were
aware
that
if
we
had
any
further
needs
he
would
respond
to
us
within
two
days.
We
decided
to
contact
Dr.
LaPrade
because
we
are
basing
our
hospital
off
of
the
Steadman
Clinic
in
Vail
so
we
figured
it
would
be
the
most
resourceful
to
talk
to
one
of
the
most
prestigious
doctors.
The
last
person
we
were
able
to
gain
insight
from
was
Brolin
Mawejje.
Brolin
is
currently
a
pre-­‐med
major
at
Westminster
College
in
Salt
Lake
City,
Utah.
He
has
spent
his
last
four
summer
working
at
The
Massachusetts
General
Hospital
in
Boston,
Massachusetts
working
as
an
intern
for
one
of
the
top
doctors
in
the
world,
Fred
Hochburg.
Brolin
is
in
the
process
of
studying
for
the
MCATS
and
having
worked
in
one
of
the
best
hospitals
we
were
able
to
ask
him
for
advice
throughout
the
project.
Brolin
assisted
us
in
defining
our
specialty
and
most
profitable
sector
of
Steadman
Hospital
West
along
with
answering
general
questions
about
hospitals.
Brolin
also
was
able
to
look
over
our
interim’s
to
see
if
he
had
any
further
suggestions
for
them.
We
decided
to
seek
Brolin’s
help
because
he
was
easily
accessible,
due
to
the
fact
of
being
a
close
friend,
and
have
been
studying
this
field

23. 23
for
many
years.
He
has
also
conducted
a
large
amount
of
research
for
Massachusetts
General
Hospital
and
has
experience
working
with
some
of
the
top
surgeons.
Hospital
Book:
One
of
our
final
and
most
essential
resources
was
the
Hospital
Book
that
we
were
provided.
We
used
the
hospital
book
throughout
the
entire
project
to
help
us
with
sectional
information
along
with
confirming
ideas
and
thoughts
that
we
had.
This
book
was
extremely
helpful
in
our
human
resource
staffing
plan
along
with
giving
us
ideas
for
different
departments
such
as
the
emergency
room.
The
book
is
filled
with
a
ton
of
information,
but
we
knew
what
facts
we
were
looking
for
and
were
able
to
narrow
it
down
based
on
that.
Basically,
the
hospital
book
was
a
consecutive
resource
for
us
throughout
the
project
that
we
referred
to
because
of
its
availability
to
our
group.
Data
Analysis
The
data
Steadman
Hospital
used
to
develop
our
accurate
forecasting
plan
was
collected
through
multiple
strategies,
depending
on
what
subject
or
field
was
being
looked
at.
To
begin,
the
first
stage
of
collecting
our
data
was
based
on
the
physical
location
needed
to
develop
a
profitable
hospital.
Because
there
are
so
many
regions
within
the
United
States
that
are
applicable
for
starting
a
good
hospital,
we
decided
to
start
with
a
strategy
similar
to
the
‘slice-­‐and-­‐dice’
or
multidimensional
strategy.
Using
this
strategy,
we
began
looking
at
all
profitable
hospitals
within
the
United
States.
We
then
reevaluated
those
specific
hospitals
to
find
one
located
in
a
wealthier
region.
Finally,
we
arrived
at
our
specific
location,
Los
Gatos,
California,
by

24. 24
singling
out
the
hospital
with
the
most
potential
of
opportunity
and
growth.
Therefore,
our
cubical
analysis
was
divided
among
the
following:
Region,
profitability
and
opportunity
for
growth.
By
using
this
strategy
of
data
collection,
we
were
able
to
find
a
building
that
has
a
very
large
opportunity
for
immense
profits
and
growth.
Our
means
of
data
collection
is
hard
to
be
classified
solely
as
‘drill-­‐down’
or
‘roll-­‐up’
because
we
managed
to
use
both
strategies
in
the
development
of
Steadman
Hospital.
Because
we
started
off
looking
at
all
hospitals
and
narrowing
down
our
data
to
find
the
single
best
location,
that
stage
could
be
classified
as
‘drill-­‐
down’.
But
then
we
reversed
our
means
of
collecting
data
when
looking
at
what
facilities
would
be
useful
at
Steadman’s
campus.
To
do
this,
we
sought
out
the
most
profitable
procedures
hospitals
do,
and
then
compared
that
to
our
competition.
This
allowed
us
to
incorporate
as
many
low-­‐cost
and
high-­‐profit
operations
to
generate
the
most
profit.
Similarly
to
the
previous
example,
Steadman
Hospital
used
several
forms
of
both
quantitative
and
qualitative
data
to
generate
successful
information,
which
translated
to
proper
operations.
To
do
this,
it
was
mentioned
earlier
that
we
were
in
contact
with
several
doctors
and
a
mentor
to
help
arrive
at
useful
data.
These
people
acted
in
a
way
a
business
‘sage’
would
act
for
training
a
new
manager
how
to
run
a
store.
To
gain
insider
knowledge
from
these
doctors,
we
set
up
a
questionnaire
that
was
related
to
each
individual
doctor.
This
allowed
us
to
gain
further
data
on
certain
hospital
procedures
and
potential
profitability,
along
with
consumer
congestion

25. 25
during
specific
seasons.
By
asking
a
sage
such
as
an
experienced
doctor,
we
were
able
to
come
to
specific
conclusions
that
related
to
our
specific
hospital.
When
looking
at
operational
and
overhead
costs
to
operate
Steadman
hospital,
we
chose
to
look
at
quantitative
data.
In
this,
we
observed
historical
costs
and
other
expenses
related
to
the
current
hospital’s
location
to
help
gauge
approximate
expenses
Steadman
Hospital
will
experience.
Generally,
all
quantitative
data
used
for
Steadman
hospital
was
for
future
forecasts
of
expenses
and
revenues.
This
is
primarily
because
most
of
the
data
collected
on
how
to
operate
the
physical
building
is
best
collected
through
personal
sources.
With
that,
the
primary
use
for
quantitative
data
collection
methods
was
for
financial
reports
and
forecasts.
(VI)
Physical
Location
and
Financial
Plan:
The chosen destination that Steadman Hospital is to be located in is Los Gatos,
California. Los Gatos is within the Northern region of California, and is recognized as
one of the wealthier cities of America. We chose this location because we understand
that, like many companies, the only way to make a significant profit with a stationary
‘brick’ company, is to have a target market that can afford the products. Because
specialized medical care is rather costly for patients, so to be located within a wealthy
section of the country is a priority for Steadman Hospital. With that, we hope that our
specialized services and doctors, combined with our location, will be highly attractive for
individuals with a need for medical attention. This will result in the value of the
Steadman name to increase, and further, for profits to dramatically increase. But to begin

26. 26
making a profit, we must first examine the initial expenses required to buy the currently
standing building within Los Gatos that we will soon transform into Steadman Hospital.
The building chosen to be developed into Steadman Hospital is currently named
“El Camino Los Gatos”. This building was chosen because this location within Los Gatos
is a highly valued piece of property. With that, we found that the following financial
information:
• As a result of purchasing the physically standing structure that is already laid out
and functioning as an existing hospital known as El Camino, we are asking for
$8,797,500 from you as a primary investor to help fund this developmental
hospital. Assuming monthly payments of $58,700 would be included, the average
revenue of a hospital is approximately $100,000,000 per year. This, over time,
will balance out the initial payments towards Steadman Hospital. Additionally, to
rent or lease this physical building, it would cost a total of $652,800 per month (or
$7,833,600 per year). The standard thirty-year mortgage for this hospital is
estimated to be valued at $235,008,000 for the entire campus, which would not
include supplies needed for standard operations. These calculations were based
off of an average $230 per square footage cost within Northern California.
Finally, to maintain the Steadman name, we agreed to include a yearly expense
(based off profits) to the Steadman Corporation. As a result, Steadman Hospital
will provide 9% of its yearly profits to the Steadman Company in allowance for
us to become a franchise under the Steadman name.
• How we determined the asking investment price we suggest earlier followed this
guideline: you as an investor will automatically buy into 15% of the total cost to

27. 27
build Steadman Hospital. For this investment, you will receive, in turn, a total of
30% of the organization plus a royalty of 3% (of profits) yearly. The remaining
amount needed to build Steadman Hospital will be achieved through various other
reliable investments.
One
campus
–
255,000
square
feet
3
Buildings
–
143
beds
1st
building
–
100-­‐110
beds
2nd
building
–
30+
beds
3rd
building
–
±5
beds
Three
buildings
1. Main
Hospital
–
100,000
square
feet
Basement
–
3,000
square
feet
• Storage
3,000
square
feet
The
basement
for
now
is
going
to
be
a
place
for
storage
and
backup
equipment
and
supplies.
This
also
can
be
a
place
for
employees
to
be
while
off
the
clock.
1st
floor
–
40,000
square
feet
• Lobby
1,500
square
feet
• Cafeteria
1,500
square
feet
• Gift
Shop
1,000
square
feet
• ER
10,000
square
feet
• Intensive
Care
6,000
square
feet
• Pediatrics
10,000
square
feet

28. 28
• Pharmaceuticals
10,000
square
feet
The
first
floor
is
typically
the
place
of
entrance
for
patients
and
visitors.
The
lobby,
cafeteria,
and
gift
shop
make
the
most
sense
to
be
on
the
first
floor
where
visitors
can
eat
and
buy
gifts,
while
patients
check-­‐in
in
the
lobby.
The
ER,
Intensive
Care,
Pediatrics,
and
Pharmacy
are
also
located
on
the
first
floor.
Emergency
rooms
on
the
first
floor
make
the
most
logical
sense
as
patients
are
arriving
from
ambulances
or
other
forms
of
transportation
and
need
to
be
quickly
attended
to.
Intensive
care
being
much
associated
with
emergency
needs
to
be
located
on
the
first
floor
so
that
it
is
easy
and
convenient
to
transport
patients
directly
there
or
even
from
the
ER.
Pediatrics
should
also
be
located
on
the
first
floor
for
easy
access
for
children
and
their
guardians.
Finally,
the
Pharmacy
will
be
on
the
first
floor
because
of
the
ease
of
accessibility
and
as
it
is
considered
a
quicker
process
of
getting
a
customer
in
an
out
of
the
facility.
Each
wing
and
department
of
the
first
floor
will
have
its
respective
overnight
rooms
and
rooms
for
outpatients,
which
will
total
to
about
85-­‐90
beds.
2nd
floor
–
40,000
square
feet
• Radiology
10,000
square
feet
• Specialized/Reconstructive
Surgeries
10,000
square
feet
• Cardiovascular
10,000
square
feet
• Cancer
Treatment
10,000
square
feet
The
second
floor
is
mainly
consisting
of
more
intense,
yet
planned
operations.
Surgeries
of
the
reconstructive
and
specialized
type
are
planned

29. 29
and
can
be
kept
out
of
the
way
of
the
first
floor
emergencies.
The
same
goes
for
cardiovascular
operations,
radiology,
and
cancer
treatment.
Although
these
conditions
could
be
serious,
they
typically
come
with
planning
and
preparation
and
could
be
separated
from
sudden
operations
or
traumas
located
on
the
first
floor.
The
second
floor
will
also
have
its
respective
beds
necessary
for
any
outpatients
or
overnight
patients,
which
will
total
to
about
25-­‐30
beds.
Fewer
beds
are
needed
on
the
second
floor
than
on
the
first
floor
because
the
operations
held
on
the
second
floor
can
be
controlled
and
prepared
for,
while
the
need
for
first
floor
beds
is
inconsistent,
unknown,
and
unplanned.
PARKING
LOT–
17,000
square
feet
TOTAL
of
Main
Hospital
=
100,000
square
feet
2. Rehabilitation
and
Physical
Performance
Institute
–
6,000-­‐7,000
square
feet
• Physical
Therapy
• Rehabilitation
–
30
beds
• Psychiatric
aid
We
have
a
second
building
for
Rehabilitation,
Physical
Therapy,
and
Psychiatric
Aid,
which
is
completely
separate
and
typically
is
needed
following
any
operations
that
take
place
in
the
main
hospital.
This
building
has
one
floor,
and
is
not
a
far
distance
from
the
main
hospital,
so
transportation
is
easy.
PARKING
LOT
–
10,000
square
feet
TOTAL
of
Rehab/Physical
Performance
Institute
=
17,000
square
feet
3. Cancer
&
Other
Research
Centers
–
3,000
square
feet

30. 30
• Cancer
Research
• Cardiovascular
Research
• Drug
research
and
development
Our
third
building
is
mainly
dedicated
to
research
and
development
of
a
variety
of
fields
that
our
hospital
of
El
Camino
Los
Gatos
specializes
in.
We
would
like
to
further
our
knowledge
and
use
this
building
as
a
source
for
our
growth
as
a
successful
business
of
operations.
PARKING
LOT
–
2,000
square
feet
TOTAL
of
Research
center
–
5,000
square
feet
4. Parking
Structure,
Campus
Area
–
50,000
square
feet
FINAL
TOTAL
OF
EL
CAMINO
LOS
GATOS
HOSPITAL
=
172,000
square
feet
83,000
square
feet
to
spare
(VII)
Medical
Service
Plan:
Every
functioning
moment
at
Steadman
Hospital
requires
crucial
planning
on
what
supplies
and
inventory
is
required
for
each
process
and
service
provided
by
our
hospital.
We
recognized
that
every
step
from
when
a
patient
walks
into
the
door
until
they
leave
involves
very
specific
set
of
tools
and
people
to
help
them
through
safely
and
successfully.
Therefore,
we
have
developed
a
intricate
system
of
understanding
exactly
what
supplies
will
be
needed
for
every
movement
happening
on
Steadman’s
campus.
The
organizational
map
of
customer
movement
can
be
referred
to
in
the
Appendix,
Image
7.1.
To
fully
understand
Steadman
Hospital’s
systems,
it
is
best
to
visualize
they
processes
of
how
a
patient
moves
within
campus.

31. 31
The
map
is
segmented
by
number
into
each
individual
segment,
which
involves
the
movement
or
actions
towards
a
patient.
Given
each
number,
the
tools
used
by
each
department
are
identifiable
by
looking
at
the
Appendix,
Chart
7.1.
To
read
the
map
accurately,
correspond
the
Blue
numbers
from
Image
7.1
onto
Chart
7.1.
In
image
7.1,
you
can
identify
that
Steadman
Hospital
has
broken
down
the
processes
into
a
readable
diagram.
As
mentioned
before,
this
diagram
represents
the
movement
and
tools
used
for
each
movement
for
our
hospital
to
run
effectively.
To
fully
grasp
the
idea
of
how
Steadman
Operates,
you
should
first
understand
how
admitted
patients
arrive
at
the
hospital.
There
are
three
forms
of
admitted
patients:
Emergency,
Appointment
and
(some)
Walk-­‐ins.
Patients
of
appointment
and
walk-­‐in
arrive
through
the
main
entrance
to
be
greeted
by
a
receptionist.
These
patients
will
then
sign
in
through
a
kiosk
system
and
be
asked
to
wait
within
the
Reception
Room
until
called
upon
by
a
nurse.
Emergency
patients,
such
as
critical
injuries
or
laboring
mothers,
will
be
admitted
once
within
a
treatment
center,
which
will
act
on
the
situation
based
on
a
scale
of
intensity.
This
first
step
of
Steadman
Hospital’s
operations
requires
minimal
equipment
for
walk-­‐in
and
appointment-­‐made
patients.
For
Emergency
patients,
some
of
the
equipment
required
by
each
patient
may
include
an
ambulance,
wheelchair
or
stretcher
(depending
on
the
situation).
You
can
observe
some
of
the
general
equipment
required
by
this
department
located
in
the
Appendix
under
Step
1
of
Chart
7.1.
Step
two
is
where
non-­‐critical
patients
are
asked
to
wait
within
the
Reception
room.
Because
of
the
non-­‐crucial
moments
happening
within
this
stage
of

32. 32
hospital
operations,
the
primary
equipment
used
within
this
section
includes
items
like
couches,
magazines,
televisions,
etc.
Step
three
is
dedicated
to
mothers
either
in
or
going
into
labor.
This
stage
of
operations
requires
quick
movements
between
departments
for
the
mother
to
get
the
medical
attention
required
within
a
short
amount
of
time.
Because
of
this,
there
will
always
be
equipment
such
as
wheelchairs,
labor
gowns
and
health
monitors
readily
available
both
within
close
proximity
of
the
main
entrance
and
within
the
labor
rooms
of
the
Steadman
Hospital.
As
mentioned
before,
more
equipment
for
this
operation
and
all
other
operations
occurring
at
Steadman
Hospital
can
be
found
within
the
Appendix,
Chart
7.1.
Step
four
is
a
very
crucial
stage
for
the
people
of
Los
Gatos.
Emergency
surgeries
and
operations
must
be
quickly
moving
and
precise
to
avoid
undesired
results.
As
a
result,
this
department
is
located
within
another
section
of
Steadman
Hospital,
which
avoids
immediate
admittance.
There
is
an
extensive
list
of
equipment
used
within
this
department,
which
will
later
be
discussed
under
the
“Equipment
Plan”
section
of
this
document.
Though,
to
simplify
things
currently,
some
of
the
equipment
used
to
transport
emergency
patients
from
the
unloading
zone
too
the
emergency
operations
department
would
include:
stretchers,
portable
beds,
and
emergency
supply
kits.
Though
this
is
not
limiting,
these
are
three
essential
items
to
get
a
patient
from
one
location
to
another
with
as
little
risk
as
possible.
Step
four
also
requires
patients
to
have
the
ability
to
stay
the
night
within
the
hospital
for
extended
care.
This
will
require
all
equipment
that
can
be
found
within

33. 33
a
typical
hospital
bedroom,
along
with
emergency
medication
and
several
forms
of
transportation
devices.
This
is
a
less
intensive
moment
for
the
operations
running
within
Steadman
Hospital,
therefore
it
will
require
less
emergency
items
and
more
general,
overnight
equipment.
Moving
forward,
patients
that
have
been
waiting
for
a
short
time
within
the
Reception
Room
are
then
taken
by
a
nurse
to
their
needed
department.
Because
of
the
low
level
of
intensity,
there
will
be
fewer
modes
of
transportation
from
one
department
to
the
next.
It
should
also
be
noted
that
specific
sections
of
the
hospital
might
be
located
within
different
buildings
on
campus.
Therefore,
each
building
will
have
a
separate
admittance
office
and
reception
room.
Located
on
Image
7.1,
this
process
is
identified
by
separate
departments
labeled
five
until
eleven.
After
a
patient
arrives
at
their
required
destination,
the
equipment
that
is
located
within
each
room
is
department-­‐specific.
That
is,
the
equipment
used
for
surgeries
(10)
will
differentiate
from
equipment
used
in
rehabilitation
(9).
For
a
department
specific
list
of
equipment,
you
can
look
at
Chart
7.1.
Outpatient
simply
falls
under
the
category
of
Walk-­‐in
patients,
though
they
do
not
follow
the
exact
guidelines.
They
may
skip
the
admissions
section
of
the
hospital
depending
on
their
condition
and
do
not
spend
the
night
within
the
hospital.
Therefore,
because
the
patients
do
not
spend
the
night
and
are
classified
as
a
walk-­‐in
patient,
they
use
the
same
equipment
and
operations
that
the
previously
listed
sections
use,
above.
Steadman
Hospital
is
dedicated
on
getting
patients
the
quality
service
they
need
and
deserve.
And
the
only
way
to
achieve
this
is
to
have
an
efficient
mode
of

34. 34
transportation
between
departments
along
with
all
of
the
necessary
equipment
found
within
each
department.
To
do
this,
our
hospital
has
separated
each
individual
path
a
patient
could
take
and
will
make
it
clear
to
management
exactly
what
is
necessary
to
have
for
successful
operations.
With
that,
Steadman
Hospital
will
prove
to
be
quick
and
tentative
to
each
patient’s
needs
within
any
given
situation.
(VIII)
Demand
Forecast:
Walk-­ins:
Walk-­‐in
services
will
be
continuous
–
in
that
it
will
be
twenty-­‐four
hours
a
day,
seven
days
a
week.
Though,
because
it
is
clear
that
people
typically
do
not
require
too
much
medical
assistance
during
the
middle
of
the
night,
Steadman
Hospital
will
operate
accordingly.
This
section
of
the
hospital
is
forecasted
to
have
a
rather
consistent
congestion
of
patients
through
out
the
year,
suggesting
that
Steadman
Hospital
does
not
change
any
operating
procedures
throughout
the
year
according
to
month
or
season.
Though,
through
various
sources
of
information,
it
is
evident
that
the
flu
season,
which
occurs
typically
in
early
January
until
late
February,
that
walk-­‐in
patients
somewhat
increase.
Although
this
is,
California
has
lower
rates
of
the
flu
compared
to
those
of
other
states.
As
a
result,
Steadman
Hospital
will
react
accordingly
by
hiring
slightly
more
nurses
to
administer
the
flu
shot
and,
by
a
small
margin,
increase
the
amount
of
pediatric
doctors
to
compensate
for
additional
walk-­‐in
patients.
Other
than
that,
this
department
is,
as
stated
before,
very
consistent
throughout
the
year.
Therefore,
the
slight
addition
during
these

35. 35
months
is
relatively
insignificant,
considering
the
minimal
turnover
rate
from
patient-­‐to-­‐patient
receiving
the
flu
shot.
Emergencies
and
Outpatient:
Similar
to
Walk-­‐ins,
Steadman
Hospital’s
emergency
department
will
operate
around-­‐the-­‐clock,
through
out
the
year.
Through
given
research,
there
does
not
appear
to
be
any
direct
correlation
between
emergency
and
day
of
the
week.
Though,
during
the
day,
research
shows
that
during
rush
hour
(3pm-­‐9pm),
there
are
the
most
non-­‐fatal
emergencies
as
a
result
of
vehicular
accidents.
And
from
9pm-­‐12am
there
are
the
most
fatal
emergencies
related
to
alcohol.
Therefore,
the
emergency
department
will
function
at
consistent
level
throughout
the
week,
though
during
the
time
frames
listed
above,
it
will
be
most
highly
demanded
during
the
most
curial
times
of
day.
Because
of
Steadman
Hospital’s
location,
within
Los
Gatos,
California,
there
are
minimal
changes
in
quantity
of
emergency
patients
and
outpatient
services
due
to
weather.
Therefore,
the
services
provided
within
these
sections
of
the
hospital
will
have
little
change
throughout
the
year
as
a
result
of
an
unchanging
demand.
Non-­reconstructive
surgeries
(surgical
services):
General
surgical
services
will
be
held
during
surgeon’s
work
hours.
A
surgeon’s
typical
workday
for
Steadman
Hospital
is
from
7am
until
5pm.
Depending
on
the
doctor,
scheduled
surgeries
will
occur
Monday
through
Saturday
throughout
the
year.
Noted,
emergency
surgeries
are
part
of
the
emergency
department,
which
will
be
functional
during
the
times
given
above.
There
does
not
appear
to
be
any
significant
change
of
general
surgical
procedures
based
on
the
month
or
season.
Given
that,
a

36. 36
surgeon’s
workday
will
not
typically
change
throughout
the
year
to
comply
with
seasonal
changes.
Infant/Newborn
and
Child
Services:
Infant
and
Newborn
Services
are
relatively
random
compared
to
other
services
provided
by
Steadman
Hospital.
There
does
not
seem
to
be
any
connection
between
hour
of
the
day
and
baby
births,
though
according
to
the
US
Census,
babies
are
most
likely
to
be
born
on
a
Tuesday,
with
Wednesday,
Thursday,
and
Friday
not
too
far
behind.
The
same
article
also
explained
that:
the
summer
months
of
the
year,
July
and
August,
seem
to
be
the
most
popular
birth
month,
with
October,
November
and
December
being
the
least
popular
months
for
births.
Given
this,
doctors
and
nurses
within
this
field
will
have
schedules
which
correlate
to
these
highly
or
hardly
demanded
months
and
days.
Men’s/Women’s
Health
&
Pediatrics:
This
department
of
Steadman
Hospital
is
specifically
by
appoint
only,
with
certain
functioning
hours
of
the
day.
Given
that,
the
typical
hours
for
this
field
range
from
7am
until
4pm,
which
will
be
directly
connected
to
doctor’s
work
hours.
Studies
show
that
the
most
congested
times
of
year
for
this
department
is
during
early-­‐year
months
(January
until
March).
As
a
result,
there
will
be
more
doctors
working
during
these
months,
to
respond
to
the
increased
demand.
During
the
week,
Steadman
Hospital
will
provide
these
services
Monday
through
Saturday.
Senior
Services:
Senior
services
will
be
functional
twenty-­‐four
hours
a
day,
seven
days
a
week
to
comply
with
senior’s
health
conditions.
With
that,
there
will
always
be
attentive
nurses
to
help
with
these
patients.
During
winter
months,
there
is
a
rather
drastic
increase
for
the
amount
of
elderly
patients
that
require
assistance.

37. 37
This
is
resulted
from
seniors
within
the
Midwest
and
Northern
states
who
move
out
to
warmer
states,
such
as
California,
to
escape
the
cold
and
unstable
weather.
During
the
week,
there
are
no
differentiating
factors
that
suggest
a
busier
time.
Therefore,
the
staff
provided
will
not
change
throughout
the
week.
Though,
on
an
hourly
basis,
it
is
apparent
that
the
elderly
require
more
assistance
during
the
day,
compared
to
the
night.
This
change
in
demand
will
allow
for
a
specific
schedule
for
each
nurse
and
assistant.
Robotic
Surgeries,
Imaging
Center,
and
Radiology:
These
segments
within
Steadman
Hospital
are
part
of
the
electronic
services,
which
have
specific
functional
hours
during
the
day.
These
hours
range
from
7am
until
3pm,
and
are
appointment
only.
The
procedures
will
occur
Monday
through
Saturday
throughout
the
year.
There
are
no
factors,
which
suggest
a
change
in
demand
throughout
the
year,
week
or
days
that
these
fields
are
required
by
patients.
Though
for
robotic
surgeries,
the
most
typical
day
of
operation
occurs
on
Friday,
specifically
for
the
patient
to
recover
on
hospital
grounds
until
the
following
Monday.
Cardiovascular
Treatment:
Cardiovascular
treatment
will
occur
Monday
until
Saturday
from
7am
until
4pm,
similarly
to
Men’s
and
Woman’s
heath.
This
field
has
little
correlation
between
time
of
month
and
day
and
services
required;
therefore
there
will
be
little
change
in
schedules
between
cardiovascular
doctors
throughout
the
year.
Physical
Therapy
&
Rehabilitation:
These
sections
will
occur
during
similar
hours
compared
to
that
of
General
Surgeries
and
Specialized
Surgeries.
This
is
because
patients
typically
require
physical
therapy
and
rehabilitation
directly
after
(no
more

38. 38
than
a
day
after)
surgical
procedures.
Therefore,
the
operation
hours
of
these
segments
within
Steadman
Hospital
will
happen
from
7am
until
5pm,
Monday
through
Saturday.
The
most
demanded
time
of
year
for
Physical
Therapy
and
Rehabilitation
are
during
the
late
summer,
early
fall
months,
being
August
until
October.
As
a
result,
our
staffing
plan
will
correlate
to
these
months,
without
changing
the
hours
of
operation.
The
Growth
section
of
Steadman
Hospital
will
run
within
a
similar
time
and
staffing
fluctuation
that
was
listed
within
the
previous
Base
section.
In
doing
this,
hospital
staff
will
have
a
rather
unchanging
schedule
depending
on
the
areas
on
campus
that
require
their
attention.
Though
these
sections
are
considered
specialized
categories
of
Steadman
Hospital,
and
may
take
more
time
per
procedure,
the
intention
is
to
have
them
operate
at
a
similar
frequency
because
they
are
the
high-­‐grossing
profit
procedures.
Therefore,
the
hours
that
these
specialized
procedures
are
run
at
will
not
be
any
less
than
that
of
the
base
section.
Given
this,
the
following
medical
demand
forecast
for
the
Growth
section
will
be
the
following:
Specialized/Reconstructive
Surgeries:
These
procedures
will
occur
during
the
same
time
frame
of
General
Surgery
procedures.
That
is,
Monday
through
Saturday,
from
7am
until
5pm.
The
demand
for
specialized
surgeries
does
have
a
relation
between
month
and
injury,
which
is
very
similar
to
that
of
physical
therapy
and
rehabilitation.
Because
of
this,
the
highest
population
of
patients
will
occur
between
August
and
October
as
a
result
of
highly
physical
sports
injuries.
Each

39. 39
doctor
within
specialized
surgeries
will
have
specific
days
to
operate
on
certain
procedures.
Though,
that
will
be
discussed
in
a
later
section
under
“Staffing
Plan”.
Cancer
Treatment:
Cancer
Treatment
is
a
very
random
and
difficult
field
to
forecast
because
there
has
been
no
historical
research
to
suggest
when
an
individual
is
most
likely
to
develop
any
form
of
cancer.
As
a
result,
Steadman
Hospital
will
have
a
rather
steady
and
unchanging
schedule
for
what
and
when
specific
cancers
will
be
treated.
Though,
to
help
increase
efficiency
and
effectiveness
of
the
hospital,
there
will
be
certain
cancer
treatments
operating
during
specific
days
of
the
week;
meaning
one
type
of
cancer
will
be
treated,
for
example,
on
Monday,
Wednesday,
and
Thursday
–
where
as
other
cancers
will
be
treated
on
other
days.
The
most
common
hours
of
operation
for
cancer
treatments
is
during
the
hours
of
8am
until
5pm,
Monday
through
Friday.
This
will
remain
a
steady
schedule
for
this
procedure
until
Steadman
Hospital
can
publish
a
correlating
graph
on
time
of
year
and
cancer
developments.
Pharmaceuticals:
Pharmaceuticals
is
a
never
fluctuating
operation
because
it
applies
to
nearly
all
segments
within
hospitals.
Though
this
is,
there
may
be
slightly
more
sales
during
the
flu
season
as
a
result
of
medication
prescribed
by
doctors.
Therefore,
Steadman
Hospital
will
simply
staff
the
pharmaceuticals
department
from
8am
until
5pm,
all
days
of
the
week.
This
is
compared
to
a
pharmacy
similar
to
that
of
a
Walgreens,
which
will
help
keep
Steadman
Hospital
at
a
competitive
advantage.
Because
people
and
the
hospital
are
always
functioning
throughout
the
year,
pharmaceuticals
will
have
no
change
in
quantity
of
people
who

40. 40
need
drugs
when
compared
to
time
of
year.
Therefore,
Pharmaceuticals
will
run
at
a
very
consistent
and
predictable
schedule.
All
Research
&
Development:
Research
and
Development
is
mostly
operational
during
the
summer
months
within
the
US.
This
is
primarily
because
many
college
medical
students
(such
as
those
attending
Stanford
University)
have
time
over
the
summer
to
intern
for
desirable
hospitals,
such
as
Steadman
Hospital.
Because
Research
and
Development
is
highly
related
to
the
business
field
within
the
hospital,
the
time
of
research
and
development
will
occur
during
regular
business
hours.
That
is,
Monday
through
Friday
from
7am
until
5pm.
This
time
frame
attracts
college
students,
while
still
allowing
professionals
to
take
time
from
their
week
to
participate
within
this
field.
Once
again,
R&D
is
always
occurring,
therefore,
the
facility
will
be
functional
throughout
the
year,
though
with
a
higher
density
of
researchers
during
the
late
summer
months.
Visiting
hours:
Visiting
hours
are
entirely
important
for
the
sake
of
overnight
patient’s
families
and
friends.
The
emotional
support
for
the
patient
allows
for
customers
to
see
Steadman
Hospital
as
not
just
business
oriented
but
also
tied
with
family
relations.
A
typical
day
of
visiting
hours
runs
from
10am
until
8pm
for
adult
patients
and
anytime
for
children.
Although
these
hours
are
in
writing,
they
are
not
entirely
limiting.
By
that,
Steadman
Hospital
allows
for
after-­‐hour
visitations
by
family
that
can
be
made
by
appointment
through
phone
or
Internet.
By
doing
this,
Steadman
hopes
to
make
families
comfortable
with
our
processes
and
be
highly
active
with
patients
that
require
extensive
care.