MAY 2015 • FOODSERVICE EQUIPMENT & SUPPLIES • 25
our guide map. This document reminds why you are doing
some things and why you should not do others.
FE&S;: In this case, that approach really paid dividends
because you were dealing with a client that had some success
in the past and was really attached to a specifc layout and
way of doing things. And they had ambitious goals for the
future. So how did you work together to change their minds?
CN: This was one of the frst hospitals in the U.S. to implement
room service. But they were using a technique that was 20
years old. Looking to the future, they wanted to expand
the room service program to other buildings. And, while
the patient service required only one line today, that would
not be the case long term. So the biggest challenge we had
was communicating that what made them successful in the
past would be the same in the future. Tim and I had worked
together for a project at Reading Hospital in Pennsylvania.
And when that project came online, the team at Reading was
nice enough to let us bring the Salem team out to see what
was planned. That's when the light bulb went off for them.
FE&S;: This is probably not the frst time an operator has
been resistant to change and having an advantage like
Reading Hospital was a great tool to have. But when you
don't have something like that at your disposal, how do you
handle this situation?
CN: I had been an operator and once you explain to an
operator how doing things another way will beneft their
business most customers want to adopt that approach. In this
instance, we wanted to make sure this design would last past
the current operations team. It's important to note operators
don't need to be bleeding edge when it comes to technol-
ogy but they need to be cutting edge. In this instance, they
needed to know moving to this design would not increase
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