Assoc Prof Henry Ho Sun Sien
Chairman, Division of Surgery & Surgical Oncology,
Singapore General Hospital & National Cancer Centre Singapore
Executive Director,
National Healthcare Innovation Center, Singapore
A/Prof Henry Ho is the Chairman, Division of surgery and surgical oncology In Singapore General Hospital (SGH) & National Cancer Center and Chairman of Surgical Academic Program, Singhealth DUKE-NUS. In addition to overseeing the surgeons’ practice and professional development, clinical operational productivity is another important area of his responsibility.
He is also the Executive Director of National Healthcare Innovation Center which is celebrating their 10 years anniversary in funding innovation and transformation for healthcare in Singapore. He starts his innovation journey with Mona Lisa, a device for accurate and safer prostate biopsy for cancer diagnosis. The start-up has raised series B funding and is used in Germany, Italy and Australia. As the inaugural graduate of the Singapore – Stanford Biodesign scholar, he formulated the Singhealth innovation ecosystem and launched several units from Medical Technology Office to ALICE Innovation Center.
As a Senior Consultant Urologist in SGH, he specialized in robotic surgery in prostate and kidney cancer. In benign prostate enlargement; which is a common chronic disease in elderly men, he wishes to connect the urologist to primary care doctor to better triage its appropriate care. This is done though a plethora of innovation, training and clinical protocol co-creation.
Presentation Synopsis
HM 13 - Smart Hospital - Lessons from the Operating Theatres
With ever-rising healthcare cost and ageing population (care providers included), a SMART hospital is highly sought after. It can only be built over time with iterations, and start small with a segment of care. We chose operating theatres (OTs) as it is an area that inefficiencies are costly (time and manpower) and talents are vulnerable to turnover.
In Singapore General Hospital, our OTs build several innovations with the following tenets - safety, synchrony, sustainability and social, which is applicable to many other healthcare areas.
We built robotic systems to help with equipment support in the OTs. They are Gonzales for sterile delivery of surgical instruments during surgery and Goldfinger for sorting, checking and packing of clean surgical instruments.
Our lessons learnt include needed data type may not be routinely collected. Existing infrastructure and its connectivity to the equipment may not exist. Workflow needs to be adapted to new innovation and the workforce needs to prepared for re-training.
The definition of value creation should be diverse and beyond that of finances. With the world-wide insatiable need for healthcare provider, both patient’s and staff experiences must be added in our equation for healthcare value.
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