HP1 is a major component of chromatin and regulates gene expression through its binding to methylated histone H3. Most eukaryotes express at least three isoforms of HP1 with similar domain architecture. However, despite the common specificity for methylated histone H3, the three HP1 isoforms bind to different regions of the genome. Most of the studies so far focused on the HP1a isoform and its role in transcriptional regulation. As HP1a requires additional factors to bind methylated chromatin in vitro, we wondered whether another isoform might also require additional targeting factors. Indeed, we found that HP1c interacts with the DNA binding factors Woc and Row and requires Woc to become targeted to chromatin in vivo. Moreover, we show that the interaction between HP1c and Woc constitutes a transcriptional feedback loop that operates to balance the concentration of HP1c within the cell. This regulation may prevent HP1c from binding to methylated heterochromatin.

PurposeHealthcare systems are very costly and the inpatient treatment in hospitals is a major part of these costs. The question is, how can greater efficiency be effected without influencing the core business of a hospital – the cure of patients. Through improving the process flow of facility management (FM) processes, savings within these processes and less disturbance of primary processes should be accomplishable.Design/methodology/approachIn order to help introducing professional FM methods in hospitals the OPIK research project has designed standard processes for typical FM services. Processes have been field tested and evaluated in terms of interference with the core process as well as cost and quality factors have been determined.FindingsThe research has shown that standard processes can be defined and the performance can be improved through restructuring the process flow by having detailed knowledge of the process characteristics. The analysis of data through linear regression shows a significant correlation between product costs and possible clearing units. These results encourage to look for reasonable methods of cost allocation.Research limitations/implicationsIn terms of statistical significance the good results can be up valued through increasing the amount of data by applying the method in other hospitals. Future activities should concentrate on this room for improvement.Originality/valueFor the first time a reasonable basis for comparing FM processes in hospitals has been defined.

PurposeThe increasing percentage of aging population (longer life expectancy) and the changing financial policies in the healthcare systems put governments under pressure to optimize its healthcare expenditures without compromising quality. One way to cut down the costs is through improving and optimizing the facility management processes. This paper aims to focus on the issues surrounding this.Design/methodology/approachTo demonstrate the application of the research, service management (SM) process which deals with the building services related requests from the customer, one of the facility management (FM) processes, is taken as the focus of this paper. The study applies the lean principles to the SM process to identify the value added and non‐value added activities in the process. Process logistics flow is modified to comply with the lean theory. The collected data from six participating hospitals in Germany for the two months of the year 2002 are also used as inputs for the simulation model.FindingsSimulation is used to quantify the impact of the lean principles proposed changes on the system performance. The simulation analysis has proved to be an effective tool in the selection of optimum resources for the SM process in hospitals. The implementation of lean and simulation will assist the facility manager in the selection of the optimum crew size in various sub processes, thus eliminating the trial and error approach.Research limitations/implicationsTo develop a generic model for all categories of hospitals, substantial data are needed for the simulation model. In this paper, the SM process results from one category of hospitals are presented.Practical implicationsThe methodology can be extended to the other FM processes in different hospitals, with proper modification.Originality/valueThe simulated process model was useful to analyze “what if” scenarios for the decision‐making regarding optimum resource allocation.

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The German health care system is in dire straits financially. The costs of stationary patient care in hospitals are prohibitive. Currently, 30 per cent of hospital costs are a result of facility related processes, a percentage representing the equivalent of more than €14bn annually. Optimising facility‐related processes in hospitals has the potential to incur major savings and improve medical processes at the same time ‐ meeting the strategic need to reduce health care costs without having a negative impact on the quality of the core competencies and processes of hospitals. This paper presents the findings of the OPIK research project, which analysed the interaction between primary (medical) and secondary (facility management) business processes in six hospitals, with a view to identifying a holistic approach and comprehensive framework for evaluating business processes to ensure their optimisation.