Authors (including presenting author) :
SZETO SY (1), LAM HL (2)
Affiliation :
United Christian Hospital, Property Management and Supporting Services Department
Introduction :
There are seven public lifts and five operation lifts serving Block S of United Christian Hospital. Among the seven public lifts, three are serving all floors and four only from 3/F to 14/F. The all-floor lifts, which have twenty stops, are heavily occupied during peak operation hours, while the upper-floor lifts are less utilized other than visiting hours. User feedbacks against long waiting and travelling time were frequently received. The condition was expected to get worse with the upcoming lift modernization work during which one lift should be shut down for 1 month at a time.
To cope with the strong demand for more efficient lift service, the department has revisited lift allocation and programming as well as rescheduled material transportation logistics to speed up vertical transportation.
Objectives :
1. To reduce average lift waiting and traveling time
2. To enhance operation efficiency
Methodology :
In order to shorten lift traveling time, the all-floor lifts were converted to lower-floor lifts with maximum nine serving floors. Users could transit at G/F or 3/F for upper-floor lifts. “Lunch Express” lift which stops at B2, B1, 7, 10 and 13/F was also launched to cater staffs’ need during lunch and visiting hour.
Meanwhile, administrative teams have rescheduled their transportation flow. Satellite cleansing and linen station was set at different floors and be replenished at late light or early morning. Store replenishment and waste collections were also schedule at off-peak. Catering service combined the meal and snack transportation rounds to reduce the use of lifts.
Promulgations on lift revamp were conducted through promotion video, posters, signage and ambassadors. Users were encouraged to use less busy upper-floor lifts and staircase to reach their designation.
Result & Outcome :
The lift taking time has significantly shortened with 47% reduce at lower floors and 58% reduce at upper floors. With the joint effort of various parties, the designated lift hours have reduced 30%, which made the operation lifts more available for general staff movements. Users also expressed their satisfactions on less congested lift lobbies, a more reasonable travelling time to basement floors and shortened lift waiting time.
Furthermore, it was observed that staffs of different floors had created a habit to take the “Lunch Express” at one floor up or down. It helped to strike the balance between lift travelling time and conveniences.
