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Paediatric Orthopaedic Clinic

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PAEDIATRIC ORTHOPAEDIC CLINIC AT THE CHILDREN'S HOSPITAL
OF WESTERN ONTARIO

Manpreet Hora wrote this case under the supervision of Professor Robert D. Klassen and Dr. Kellie Leitch solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality.
Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of
Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca.
Copyright © 2008, Ivey Management Services

Version: (A) 2010-01-13

Dr. Kellie Leitch glanced at the data on wait times collected from the patients in one of her clinics. As
Chief of Paediatric1 Orthopaedic surgery at the Children’s Hospital of Western Ontario (CHWO), she was very concerned by the long times that the young patients (and their parents) were experiencing in the daily clinic. Long wait times tended to aggravate the already pent-up distress and concern that they were feeling, and parents were understandably irritated at missing significant time at work. Currently, on an average, patients were spending roughly two hours in the clinic.
Patient health was not Dr. Leitch’s only concern. Clinical staff had increasingly complained about being over-extended, yet budgetary pressures to reduce the cost of service continued to mount. She was not convinced that all staff was being

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