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Hospitalbuildarticle Dec2012 121213142657 Phpapp02 (1)
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  ISSUE 4  2012    L   i  c  e  n  s  e   d    b  y    I  n  t  e  r  n  a  t   i  o  n  a   l   M  e   d   i  a   P  r  o   d  u  c  t   i  o  n   Z  o  n  e PATIENT SAFETY TAKING ENVIRONMENTAL INFECTION CONTROL TO THE PATIENT DURING CONSTRUCTION AND RENOVATION LEAN DESIGN CAN FORD’S MODEL T SOLVE THE HEALTHCARE CRISIS? LEADERS IN HEALTHCARE FOR YOUR FREE  SUBSCRIPTION VISIT US AT WWW. LIFESCIENCESMAGAZINES .COM HOW DO WE DEVELOP TOMORROW’S HEALTHCARE LEADERS?  003 www. lifesciencesmagazines .comHOSPITAL BUILD 2012 ISSUE 4 FOREWORD All images © shutterstock.com unless otherwise stated. This publication may not be reproduced or transmitted in any form in whole or in part without the written consent of the publishers. Hospital Build magazine is published quarterly. For subscription information visit www.lifesciencesmagazines.com and follow the link. Follow us on @HospitalMag and join us on Arab Health Magazines According to the dictionary, a leader is a person who guides or directs a group, and we assume this automatically equates to the management of an organisation or institution. But does it? A physician may be incredibly skilled in his speciality and a fantastic medical professional, but does that make him a great leader with the ability to inspire and guide his staff to be best  they can be? Leadership is not restricted to people who hold designated leadership roles, instead, could anyone be a leader? Steven Thompson, CEO of Johns Hopkins International, a non-physician leading one of the world’s largest healthcare organisations with branches and collaborations all over the world, has written an article on mentorship vs. management on page 12 in anticipation of this year’s ‘Leaders in Healthcare’ conference at Arab Health on January 31 st  2013, where he acts as chairman.Lean methodologies are gaining momentum in a constantly changing healthcare market. Lean in its simplest terms is how to increase value by eliminating waste. Lean encourages decentralised decision-making and working out ways to involve the staff on the floor in decisions on how  to improve flow and everyday functions of an organisation, decisions  traditionally made by Boards and management staff not involved in the day- to-day operations. John McGuire from AECOM covers a comprehensive guide to Lean in his article on page 28, while Kent Gregory of TGB Architects offers a case study of how Lean can be implemented using the 3P’s in improving a healthcare department in his article on page 16. With the year drawing to a close, we want to thank all our contributing authors, our advertisers and of course, you, our readers, for another successful year. The Hospital Build brand has grown to a truly global event with shows in Dubai, Russia, Turkey, China, Europe, and India and we hope  that you’re able to attend one of the events next year. If you have any ideas of articles you want to read, or if you have any other feedback that will help us getting even better in 2013, please drop us a line. Elin Boyd Acting Editor  WHAT DO WE MEAN BY LEADERSHIP? EDITOR  Jenna WilsonTel: +971 4 336 5161 jenna.wilson@informa.com ACTING EDITOR Elin Boydelin.boyd@informa.com THE TEAM ADVERTISING SALES DIRECTOR  Joseph ChackolaTel: +971 4 336 5161 joseph.chackola@informa.com ADVERTISING SALES EXECUTIVE Leslie Failanoleslie.failano@informa.com ART DIRECTOR Mark Wallsmark.walls@informa.com PRINTED BY: Zabeel Printing PressTel: 04 2626171 Fax: 042696067 PUBLISHED BY: Nicholas Publishing International FZ LLC Cover:   Graphic render of University Hospital, Dubai © AECOM I S S U E 4   2 0 12                  L                i          c          e          n          s          e               d                 b           y                      I          n            t           e          r          n          a            t                i          o          n          a                l               M          e               d               i          a                 P          r          o               d          u          c            t                i          o          n                 Z          o          n          e P AT I E N T S AF E T Y  T AK I N G E N V I RO N M E N T ALI N F E C T I O N C O N T RO LT O  T H E P AT I E N T D U RI N G C O N S T RU C T I O N AN D RE N O V AT I O N  LE AN  C AN F O RD ’ S  M O D E LT S O LV E T H E H E ALT H C ARE C RI S I S ?  LE AD E RS  I N  H E ALT H C ARE  F O R  Y O U R   F RE E   S U B S C R IP T IO N  V IS I T  U S  AT  W W W . LI F E S C IE N C E S M AG AZ IN E S  .C O M  H O W D O  W E D E V E LO P  T O M O RRO W ’ S  H E ALT H C ARE LE AD E RS ?   HOSPITAL BUILD & INFRASTRUCTURE MAGAZINE ISSUE 4  2012 036 By:  Nico Dingemans, Hospitality in Health (HIH), The Netherlands GETTING HOSPITALITY IN HOSPITALS RIGHT  LET THY PATIENT bE THY GuEST   www. lifesciencesmagazines .comFEATURE  PATIENT EXPERIENCE 037 HOSPITALITY AND HEALTHCARE As global healthcare continues to change and grow, so do patient expectations in medical quality and, increasingly, in non-medical quality i.e. great services. On the curative side, we see hospitals and clinics becoming increasingly aware of the pivotal role hospitality and guest satisfaction play in the Patient Experience, while on the preventive and recovery side, hotels and resorts are increasingly adding health and wellness services for their guests with lifestyle, healthy nutrition, medical spa and wellness programmes. We see a global trend of healthcare and hospitality growing and working closer together. In this opinion piece we focus on hospitality in hospitals, and whether or not it suffice to integrate 5 star hotel features such as designer atrium lobbies, VIP suites, 24/7 room service, butler service, spa’s, healthy cooking classes, wellness retail shops, gourmet restaurants, and health bars? The answer is both yes and no.   IN SHORT   With the change in healthcare and healthcare delivery, patients are also becoming more demanding in their expectations of both care and facilities   A hospitality culture needs to be adopted by the whole organisation, from medical, clinical and nursing teams, and hospital leadership   To incorporate hospitality in hospitals, we first need to define  the scope by identifying which hospitality services are transferable  to hospitals such as front desk services, food & beverage and housekeeping, but not forgetting back-of-the-house hospitality operations such as sales, business development and security.

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