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It is often said that buildings bear witness to their era or trends, and that they are shaped by regulations and technologies. Quite evidently, hospital architecture and engineering also reflect the practice of medicine and how patients are taken care of.
Institut Gustave Roussy à Villejuif, 1er centre de lute contre le cancer en Europe. - Crédits : TLR architecture / Archi graphi
In a constant quest for performance, and as they develop their activity and functions, healthcare facilities are amongst the most complex buildings. In a state of perpetual flux and redeployment, they combine the most acute constraints and cutting edge techniques with onerous and quickly outdated equipments.
For many years, hospitals took in and kept patients for long periods. They were known for their vast common rooms, and later for their buildings congregating patients according to their illness. Then came high-rise hospitals, with huge silos of bedrooms installed on a technical platform. This era now seems to be a thing of the past with a marked shift to outpatient care: the hospital no takes the patient in, but makes arrangements so that they can go home as quickly as possible.
For Egis as a program manager and consultant, thought and development today revolve essentially around fluidity, movement, performance, quality and safety. Indeed, the aim is to provide the appropriate environment, the correct resources and skills at each step of the patient journey to ensure that are fully catered to in a controlled and optimised timeframe and with a quality of service, diagnosis and added value treatments, both for the patient and for healthcare professionals.
Under these circumstances, it therefore appears quite logical to team up with our colleagues within the Group who are designers and sometimes even operators in industry, in airports or multimodal transportation hubs: areas in which the process dictates the structure to be designed and built.
The issues relating to how a patient is accommodated and their journey can indeed easily be compared with that of an industrial process, with a high level of quality and safety and with a flow and mobility management and control process. In fact, it is no coincidence that some project owners and contracting authorities in healthcare mention and sometimes even advocate lean management, a systemic approach originating in industry, to design and organise the “hospital process”.
Thus, our know-how in industry and mobility, with references such as the LMJ (Laser Mégajoule – CEA), Airbus Industrie, the Lyon Part-Dieu transportation interchange, the design of Lucknow airport (India) and the concession management of Brest and Quimper airports in France, contributes to our approach to hospital engineering and more generally to healthcare establishments.
Our hospital facility specialists, with support from the health committee - one of the expertise committees of the Buildings Business Unit at Egis, whose work is totally dedicated to healthcare establishments - provide, through these exchanges, added value to their concepts and decision.
In this search for efficiency, the performance of the process is not achieved by providing ever more technical and technological solutions, but by making targeted contributions, only where they are required. It is through this constant quest that on the one hand we can target/control investments and, on the other hand, we can facilitate operations, allowing users to focus purely on patient-centric tasks.
In the same way, we make reasoned use of the numerous possibilities offered by digital technology to serve this objective of fluidity, quality and safety. Flow management, traceability, localisation, personalisation, procurement, reporting, prediction, resource efficiency and risk management are all themes which may benefit from digital technology and bring the necessary intelligence to the correct and appropriate medical practice of our times.
Ultimately, in the Egis Group we benefit from the relevant expertise and the wider view required to support the implementation of the national healthcare strategy. The projects conducted over the last 15 years alone account for more than 24,000 beds and spaces, and 2.3 million m². With these significant references in hospitals, in laboratories and in medical and social establishments, we offer a suitable response which is founded on project management specific to healthcare establishments.