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 In the year 2000, a new management team embarked on a restructuring of Alexandra Hospital. At that point in time, the public image of Alexandra were that of a One-Star hospital, a former historical site filled with underground tunnels, a hospital for the old and the poor and cheap. Within the hospital, it was observed that car parks were reserved for staff rather than patients and patients often had to wait for service.
Imperative for Change
A management team with diverse background but possess shared value and trust and with a deep understanding of business was soon formed.
 One of the first things the management did was to invite patients to define what constitutes a good hospital. The result?
• Respect patient's dignity
• Provide information
• Facilitate access to integrated care and services
• Deliver consistent, good quality care and services
• Provide cost effective care
The Focus Then
• To provide an immaculate physical environment (as good as Raffles Hotel). The environment must be clean and well maintained. The environment must be tranquil and allows plenty of rest.
 • To provide a "WOW" level of service (as great as Ritz Carlton Millenia Hotel). The process and service must be patient-friendly. The staff must be professional and well-groomed.
• To provide a highly competent and professional care (as good as Mayo Clinic). Staff and technical capability must be highly competent and caring.
Our philosophy is to provide a level of care and service good enough for our loved ones, without the need for special arrangements.
Benchmarking Against the Best
At the same time, Alexandra Hospital was tasked with the challenge to build a new hospital in the North. With dual roles of restructuring and building a new hospital, Alexandra Hospital found itself in a position to quickly learn new things, both within and outside of the healthcare industry.
Within the healthcare industry, Alexandra Hospital benefited greatly from benchmarking sessions with the Kameda Medical Centre (Japan) and Mayo Clinic (United States of America).
Out of the industry, Alexandra Hospital was privileged to have learnt from luminaries and business doyens including Mr Koh Boon Hwee (Chairman of DBS Bank Singapore), Ms Jennie Chua (President and CEO, Raffles Holdings Limited), Dr Christopher Chia (CEO, Media Development Authority of Singapore), Mr Philip Wee (General Manager, IKANO Pte Ltd/IKEA), Mr Bernard Harrison (Bernard Harrison & Friends), Ms Lee Phui Mun (Retired Principal, Victoria Junior College). Staff had also benefited tremendously from visits to organizations including Citibank, Citycab, Central Provident Fund Board, McDonald's, National Library Board, Raffles Hotel, Ritz Carlton Millenia Hotel, Singapore Airlines, Singapore Zoological Gardens, Toyota Bodycare (Singapore) and Toyota Manufacturing Plant (Japan).
The results of all the hard work?
In the year 2004 and 2005, patients ranked Alexandra Hospital the highest in the Ministry of Health's Patient Satisfaction Survey. |
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