This document discusses service excellence at Alexandra Hospital from 2000 to 2010. It outlines the hospital's history and poor reputation in the 1990s. After restructuring in 2000, the new leadership implemented initiatives like benchmarking best practices, emphasizing patient-centered care, quality improvement programs, and talent development to transform the hospital culture and improve service quality. Their goal was to provide a level of care and service good enough for their own families. Through continuous improvements, Alexandra Hospital became a high-performing institution focused on patient experience, clinical outcomes, and staff excellence.

1. Service From The Heart - Back to Basic 24 June 2010

3. Work Experience Chief Executive Officer Alexandra Hospital / Khoo Teck Puat Hospital (2000 till to-date) Pharmacist, SGH (1978 – 1984) Director of Pharmacy & Materials Management, NUH (1985 – 1989) Operations Manager, KKH (1989 – 1991) Chief Operating Officer, SGH (1991 – 1992) Chief Executive Officer, TPH/CGH (1992 - 1999)

4. Other Appointment – Service & Quality Council Member, Institute of Service Excellence at SMU (ISES) Governing Council Singapore Management University Member, People Developer Council (2000 – 2002) Member, Standards Council, SPRING Singapore (2001 – 2007) Member, Lifelong Learning Endowment Fund Advisory Council, Ministry of Manpower (2006 – 2009) Member, Incentives & Grants Committee, Singapore Workforce Development Agency (2006 – 2009) Member, Singapore Tourism Board (2004-2007)

8. In Pursue of Service Excellence Alexandra Hospital 2000 - 2010

10. Before Restructuring (2000)

14. First get the right people on the bus (and the wrong people off the bus) and then figure out where to go.

18. The Bureaucrat’s Approach Prove to me that you are dying then I will give you what you need to barely stay alive because we didn’t want you to develop a dependency mindset. We don’t really have to do this for you, you know? You would better appreciate it.

19. We are ladies and gentlemen serving ladies and gentlemen

20. Setting The Tone From The Top Our Priority Our patients are the most important people in this hospital. We put the well-being, interests and convenience of our patients before our own in everything that we do. No reserve car parks for bosses

23. Alexandra Hospital Post 2000

25. Bringing Services To Patients

26. Diabetes Centre Health for Life Centre Dental Ophthalmology & Visual Sciences ENT Cardiology Endoscopy Centre General Medicine Orthopaedic Surgery

27. Geriatric Medicine General Surgery Sports Medicine 1.5T MRI 64 Slice CT Scan Interventional Radiology Suite

32. “ Learning from the Best” Raffles Hotel National Library Board Singapore Telecoms General Electric Ritz Carlton Hotel Bernard Harrison & Friends Glaxo SmithKline Agilent Technologies Victoria Junior College Ikea Chris Lowney Singapore Prisons

37. Better, Faster, Cheaper & Safer Diagnose, Treat, Advise Customer’s Needs :

38. 1. Define 2. Measure 3. Analyse 4. Improve 5. Control Six Sigma Process Design/Re-Design

39. Grab a bite! Paging Service Home Sweet Home Pre-Appointment Reminder via SMS/Letter Appointment Day Registration Blood Test Consultation Post Consult Services Appointment & Payment Pharmacy “ WOW @ Specialist Outpatient Clinic ” Preparing you for Hospital Admission Height & Weight Chaperon Your experience starts here Waiting for Consultation Meal Voucher

43. Balanced Scorecard Financial Internal Process Learning and Growth Customer MISSION AND STRATEGY OUTCOMES DRIVERS

44. Balanced Scorecard Charts

45. Paradox of Measurement It is important to measure. But the most important cannot be measured.

46. 会认人 会用人 会做人 Talent Building Recognise talent Deploy talent - - - - - -

50. Career Sweet Spot Talent Value to Others Passion Thinking style : Visual, auditory or kinesthetic

52. Staff Training

58. A Bias For Action “ Take small steps in rapid succession.” - Mr Khaw Boon Wan Minister for Health Think, think, do, think, do, think, do ….. (not paralysis through analysis) Fast, temperamental horses, not slow docile mule

60. Execution Is Everything Ideas (including those from CEOs) are a dime a dozen. Ability to execute, making the idea work is worth millions. ~ Mr Koh Boon Hwee Chairman, DBS

62. Rewards The capable gets more responsibility but also more authority, freedom and rewards. Equality is unfair.

64. “ Vitality Curve” “ Top 20” “ Bottom 10” “ The Vital 70” General Electric

74. Running Faster and Going Nowhere

75. “ Only the paranoid survive.” - Andrew S Grove

76. “ Only the paranoid survive.” - Andrew S Grove Business goes on to new heights Business Declines Inflection Point The Strategic Inflection Curve The Next S Curve

77. AH Khoo Teck Puat Hospital

79. Do to healthcare what NLB has done for library Transforming Healthcare

80. Trailblazing Hospital of The Future Touching Lives, Pioneering Care, Making A Difference - Dr James Low, Head, Geriatric Medicine

85. Finding The New Breakthrough Learn from everyone Follow no one Look for pattern Work like hell

86. El Camino Hospital Sutter Health Sacramento Latter-Day Saints (LDS) Hospital

87. Make Visual the Patient Process Flow Designing The Patient Flow

88. Focal Group Discussion

89. Engaging URA, PUB, NParks, LTA and Sembawang Town Council in developing Yishun Pond and integrating with Yishun Park

91. Khoo Teck Puat Hospital Subsidized Ward Tower Private Ward Tower Medical Centre Entry & Lobby A&E

96. Fast Medicine Slow Medicine Cruise Medicine (Assembly Line)

99. Conclusion

100. Selling a product ≠ Addressing customer’s needs Eg. Seller : Selling a T-shirt Customer : Buying a “cool” image

101. All about the customers not us

102. There is no secret recipe

104. [email_address]