1. What does HOP Lachine mean?
HOP Lachine! — A hospital oriented towards patients, is the name given to the modernization project of the Lachine Hospital of the McGill University Health Centre (MUHC).
2. Why carry out this project now?
This project aims to expand and upgrade the historic building so the hospital can maintain its high quality of care and offer patients and families modern facilities and individual rooms.
3. Will the Lachine Hospital change its vocation?
No. The Lachine Hospital will remain a community hospital centre offering clinical expertise in ophthalmology, bariatric surgery, outpatient dialysis and in long-term respiratory care. Finally, it will continue to be an elderly-friendly hospital based on a targeted approach to senior care, which aims to improve the quality of hospital care and services for seniors.
4. What are the guiding principles of the project?
There are five:
1. The patient experience
2. Health care and best practices
3. The environment and support services
4. Our employees
5. Our hospital in the community
For more information, see the document Guiding Principles for the Modernization of the Lachine Hospital (in French).
5. What is the Lean Design method?
The Lean Design approach is based on continuous improvement of quality, the development of employees and managers and the simplification of processes and activities to make organization of work more efficient. Modernizing a hospital is a golden opportunity to rethink and reorganize how services are delivered to provide better care for patients and their loved ones.
6. What was the purpose of the workshops?
The Lean workshops provided participants with the opportunity to:
- Think about ways to put patients and their families at the heart of the care process and improve their experience.
- Develop the functional program, that is, the detailed plan that allows the establishment to comply with the requirements for the functional, operational and physical organization of the premises. Thanks to the commitment and efforts of the participants in each Lean workshop, the objectives to be achieved are even more precise and more ingrained in the reality of the patients.
7. Who participated in the Lean workshops?
- Members of the clinical and administrative leadership
- Hospital staff
- Health professionals
- The project’s planners and coordinator
- The patient partners
8. Which scenario was finally chosen?
The implementation scenario chosen was developed based on the two hypotheses put forward during the Lean meetings and on the efficiency exercises. This scenario not only meets the five guiding principles of the project, but it is also consistent with the Avis de reconnaissance (notice of recognition of clinical needs) from the Ministry of Health and Social Services (MSSSS).
9. How will the work be done? What are the phases of the project?
Given the scale of the expected work, the project will be divided into phases:
1. A new building will house emergency, intensive care and day hospital services, as well as the medical, surgical and palliative care units including the palliative care day clinic.
2. Upgrades will be carried out in the historic building, including the medical device reprocessing (MDR) unit, endoscopy suite, outpatient clinics and test centre.
3. The pharmacy, laboratories and ophthalmology clinic will be considered during the next phase.
10. Many units and services that are not part of this project need to be modernized such as the operating room, logistics services and the kitchen cafeteria. What will happen to these premises?
Although they are out of the scope of this project, we will make sure to study the needs of each service and explore different ways of funding their restoration at the appropriate time.
11. What is the SQI? What is its role in this project?
The Société québécoise des infrastructures (SQI) supports public organizations in the management of their public infrastructure projects by providing them with construction, operating and property management services. As part of the HOP Lachine! Project, the SQI will be responsible for pre-project studies (functional and technical programming, cost estimation, modelling and administrative follow-up with the government) and project management (general organization, calls for tenders, stakeholder coordination, contract management, quality control, budget and schedule monitoring, building commissioning and relocation).
12. What are the next steps?
In the coming months:
- Technical studies will be started
- Clinical teams will need to review their work processes – an essential step to validate reflections made during the Lean workshops – and, in some cases, to implement improvements immediately.
- Users will be asked to contribute to the development of detailed plans for their units.
I have a question/comment about the project. What should I do?
You can send us your questions/comments through Your Hospital, Your Questions, the interactive forum built for all members of the MUHC community.