Authors: (including presenting author): :
SZETO SY(1), LAM HL(1)
Affiliation: :
(1)Property Management and Supporting Services Department, United Christian Hospital
Introduction: :
There are seven public lifts and five operation lifts serving Block S of United Christian Hospital. Among the seven public lifts, three were running all floors and four were running upper floors. The all-floor lifts, which served up to twenty floors, were heavily occupied at major operation hours, while the upper-floor lifts were available in most of the day. User feedbacks on long lift waiting and travelling time were frequently received. In the meantime, one lift would be suspended due to lift modernization works. It was foreseen that the use of lift would become more demanding.
Having considered the need of more efficient lift service, the Property Management team has revisited lift allocation and programming as well as rescheduled material transportation logistics to speed up the vertical movement.
Objectives: :
1.To reduce average lift waiting and traveling time
2.To enhance lift 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.
