This was 2008 when they were fighting for titles still (turns out they were robbed and the FIA knew about it and let it play out).
That said I imagine what Jonathan Wheatley would be able to achieve in a task similar to this since he had the Red Bull team maintain a consistent sub-2 second pit stop at Red Bull and he was able to significantly quicken the Sauber one this year.
To play devil's advocate a bit, Ferrari won both championships in 2007 and the constructors in 2008, so it's hard to say they were robbed when they actually won. Massa though, is another story.
"Some aspects of the Formula One handover were not transfer-
able to the medical handover process. When the consultant from
Formula One went to GOSH and looked at the whole handover
process, he said it would be best to engineer out parts and get
new equipment. He noted the complex technical problems with
the handover ... The Formula One consultant asked,
“Why don’t you just have one thing that does both and has its
own power supply and its own ventilator?” This was obviously
what needed to be done, but it turned out not to be feasible
since manufacturers were not interested in producing the needed
equipment. They were not interested because the market is
very small (only children) and hospitals would never be able to
replace all its beds at the same time due to the exorbitant cost of
the proposed new equipment. While the Formula One crew can
count on using technology to improve their handover process,
the hospital team could not; they had to rely more on human
beings and less on state-of-the-art technology."
Formula One teams are known to throw money (and lots of it) at problems. It works for them because:
- 2 drivers/cars per team.
- ~2 hour race on a weekend every ~2 weeks per season.
They don’t need to solve every problem and the solutions just need to work well during the race (at least for the pit crew).
The hospital needs to do this for hundreds of patients every day. They need solutions that can scale (cost less per person). This was about one specific problem (handover) but different patients could bring with them different complications and add new constraints.
Still very cool though. Glad they got some actionable insights.
It's more to do with the bureaucratic costs of getting a product licensed as a medical device. By the standards of the medical industry, an F1 wheel nut gun or a WEC refuelling rig isn't particularly expensive; the prohibitive part is getting a specialist item approved for medical use. Motorsport can do things that don't scale, because no-one is stopping them from using a one-off prototype made to precisely fit their needs. They (and their suppliers) iterate incredibly rapidly Bringing a new medical device to the market is an immensely expensive multi-year project. Obviously there are benefits to the precautionary principle, but I'm not sure that anyone has quantified the costs.
> they had to rely more on human beings and less on state-of-the-art technology.
They would do better to look at the Michelin starred kitchens starting with leaning to keep their work spaces organized and clean no matter how fast they are moving. Here is a good example of an engineered kitchen. "Oui" https://www.youtube.com/watch?v=klfxQuXT66s
AI summary for those who are really confused by the terrible title:
Great Ormond Street Hospital in London improved patient safety during cardiac surgery handoffs by benchmarking against Ferrari’s Formula One pit crew. Two exhausted surgeons watching F1 racing noticed the similarity between pit stops and their ICU transfers. After visiting Ferrari and studying their processes, the hospital implemented a new protocol with clear roles, choreographed movements, separation of equipment and information transfer, and designated leadership. This reduced combined equipment/information errors from 30% to 10%, though some F1 practices (multiple rehearsals, specialized equipment) weren’t transferable due to cost and complexity constraints.
That said I imagine what Jonathan Wheatley would be able to achieve in a task similar to this since he had the Red Bull team maintain a consistent sub-2 second pit stop at Red Bull and he was able to significantly quicken the Sauber one this year.
The hospital needs to do this for hundreds of patients every day. They need solutions that can scale (cost less per person). This was about one specific problem (handover) but different patients could bring with them different complications and add new constraints.
Still very cool though. Glad they got some actionable insights.
They would do better to look at the Michelin starred kitchens starting with leaning to keep their work spaces organized and clean no matter how fast they are moving. Here is a good example of an engineered kitchen. "Oui" https://www.youtube.com/watch?v=klfxQuXT66s
Great Ormond Street Hospital in London improved patient safety during cardiac surgery handoffs by benchmarking against Ferrari’s Formula One pit crew. Two exhausted surgeons watching F1 racing noticed the similarity between pit stops and their ICU transfers. After visiting Ferrari and studying their processes, the hospital implemented a new protocol with clear roles, choreographed movements, separation of equipment and information transfer, and designated leadership. This reduced combined equipment/information errors from 30% to 10%, though some F1 practices (multiple rehearsals, specialized equipment) weren’t transferable due to cost and complexity constraints.