Authors (including presenting author) :
SZETO SY(1), WONG WY(2)
Affiliation :
(1) Property Management and Supporting Services Department, United Christian Hospital (2) Information Technology Department, United Christian Hospital
Introduction :
Providing a changing room for our staff is undoubtedly one of the most basic functions of Supporting Services team in every hospital. With the rapid expansion and development of medical services at UCH over the years, the occupancy of lockers was on the verge of overflowing due to limited space available at the hospital compound and a soaring demand for lockers resulting from increasing number of permanent / temporary staff.
In view of the critical situation, the Supporting Services team has been exploring effective and creative ways to relieve the pressure from high locker occupancy as the team presumed that simply opening up more and more changing rooms is not a long-term and sustainable solution to the problem. Moreover, the team would like to improve locker user experience and address other locker-related management issues.
After investigation, the Supporting Services team came up with the concept of “Sharing Lockers” on non-full time staff (e.g. TUNS / medical interns), who have been occupying their own locker under prevailing practice. It was believed that a considerable number of lockers could be released if “Sharing Lockers” are adopted among these users.
Complying the SMART strategy of the hospital, the Supporting Services team collaborated with our Information Technology Department to tailor-made a Smart Locker system - 智快Lock for UCH. As the system is fully self-developed, it could cater the needs of our non-full time staff and the Supporting Services team, and most importantly, it is of much lower cost than the proprietary products selling in the private market.
The Smart Locker system provides a seamless experience to our users and management. It does not only alleviate the pressure at our changing rooms but also helps to cultivate a SMART working environment at UCH.
Objectives :
1. Reduce locker occupancy in changing rooms
2. Better utilization of resources
3. Develop a user friendly and manageable locker system for non-full time staff and the Supporting Services team
Methodology :
To start as pilot, the supporting services team decided to deploy the new locker system on TUNS as they could release most number of lockers.
After understanding and consolidating the needs and expectations of users (TUNS and clinical supervisors), our information Technology Department worked on the program and software design of the system, which was later integrated and installed on 2 sets of ready-made lockers purchased online.
With the upgraded locker system, the booking mechanism was further streamlined as follows.
1. Registered users reserve the locker for their working shifts via phone (Interactive Voice Response System) themselves; or clinical supervisors (i.e. Ward Managers / delegated i/c) reserve lockers for registered users through the online management dashboard in advance.
2. The system would automatically assign lockers to users according to the booking details.
3. Users could then access their computer-assigned lockers simply using their personal PIN or personal QR code under their booking timeslots.
The entire booking process is highly automated, flexible and seamless, and the locker management could be easily monitored by the Supporting Services team though the online management dashboard. Common issues like locker users registration, locker assignment, key management…etc. were avoided under the use of the system.
Result & Outcome :
In the pilot stage, 45 TUNS coming from 7 units were registered to the Smart Locker system in December 2021. Positive feedbacks were received from Ward users and TUNS, suggesting the Smart Locker system was efficient, convenient and flexible. Around 120 lockers were released during the trial.
Users have also expressed appreciation to our Information Technology Department for their hard work on customizing a system based on users’ requirement.
With the great result achieved, the Supporting Services team is planning to roll out the project to all TUNS in UCH in Q1 2022.
