Surgery Godfather

Currently being modified!!!

Moreover, Dean Xia consulted Yang Ping, who of course agreed. Establishing this remote surgery center will allow surgeries in other locations to be performed without leaving the office, extending the institute's technology beyond spatial distances.

However, while the idea is good, implementation is not so easy. In addition to preparing the hardware equipment, Sanbo Hospital needs to regularly organize training sessions to train the doctors at network hospitals, enabling them to use surgical robots, at least to qualify as competent assistants during surgery.

Otherwise, in case of an accident, if the chief surgeon is in another location and the doctor beside the patient lacks the ability to handle the incident, they can only watch helplessly as tragedy unfolds.

There's another big issue: a comprehensive system must be established to determine which surgeries require assistance from the remote medical system, the indications for remote surgery, how responsibilities are distributed, and so on.

If there is no comprehensive system for management, lower-level hospitals might use the remote surgery system frequently, while upper-level hospital doctors are constantly on the move, leaving lower-level hospital doctors without opportunities for exercise. Sometimes, lower-level hospitals may shirk responsibility by frequently requesting remote surgery support for critical severe patients, ultimately eroding the independence and sense of responsibility of doctors at lower-level hospitals.

However, these are not issues; improvement can be made concurrently with implementation, allowing us to eventually figure out a comprehensive system. If we wait until the system is perfect before establishing the remote surgery center, who knows how many years it would take?

The cost of robotic surgery is very high, and lowering costs is the most substantial part of popularizing surgery robots in terms of hardware.

If costs aren't reduced, and the expenses for surgery robots remain high, they simply cannot be popularized.

Huang Jiacai is currently gathering the company's executives to consider how to reduce costs. Presently, the volume of orders is not an issue. If we follow the approach of international giants, a super remote surgery center will only be able to serve the wealthy, not the ordinary people, because the high surgery costs are not something the average person can afford.

Regarding costs, as order volume increases, they will certainly gradually decline, but it's unlikely to reduce drastically. After all, a vast sum was invested initially in research and development, and if this can't be reclaimed in time, continuing future development iterations will be difficult.

Huang Jiacai is contemplating whether there could be two types of surgical instruments, as surgeries using surgery robots are quite expensive. Aside from the machine's high price, another significant reason is the high cost of consumables, with usage limits on supporting surgical instruments.

He wonders if it's feasible to distinguish between reusable consumables and single-use consumables. Thus, individuals who don't mind spending can opt for single-use items, whereas those with financial constraints can choose reusable ones. By having two pricing categories, we ensure that those with limited economic means can use the service while allowing affluent individuals additional choices. This is evidently more favorable for widespread adoption than promoting a singular high price.

Moreover, Huang Jiacai decided that abroad, the prices for surgery robots and supporting consumables should be higher than domestically. This differentiated pricing helps quickly recover research costs while offering economic considerations to domestic patients.

The method of execution is something Huang Jiacai needs the company to thoroughly research, ideally conducting a detailed market survey before establishing a reasonable pricing strategy.

The post-operative CT scan of Academician Fang's head showed that the hematoma in the original brainstem area has been completely removed, and the mild edema caused by the surgery has dissipated. The headache problem has been thoroughly resolved, leaving no subsequent worries.

He really wants to see what the remote surgery robot that performed surgery on him looks like, as Professor Yang used this machine from thousands of miles away to save his life.

Because he has multiple fractures throughout his body, he can temporarily only go out in a wheelchair. Even though he can walk under the guidance of rehabilitation doctors, his activities are limited to rehabilitation training for now. Typically, he's either in a wheelchair or using crutches to assist in walking.

In the surgery robot operating room, Professor Fang, dressed in an isolation gown, met Yang Ping. Yang Ping and Chen Zhi were exchanging views on the use of the surgery robot this time; the product must be constantly improved through use for it to get better and better, as standing still can easily leave you behind competitors.

There must be minor revisions every year and major revisions every three years; this is the technological innovation rhythm of Ruixing for surgery robots.

In the world of industry, speed is invincible, and the same holds true in high-tech fields. Chinese people are industrious, and relative to the accustomed slow pace of Europeans and Americans, we combat their slow pace with our quickness, thus possibly narrowing certain gaps. Because we started late, our efforts naturally exceed those of others.

Back when we were still in the Qing Dynasty, others had already entered the industrial era. Others accumulated centuries of experience in industry, while we must use decades to overtake them in what they've accumulated over hundreds of years. If they rest and we rest as well, catching up becomes very challenging.

Professor Fang observed these busy engineers and deeply understood why these people worked so hard; if you don't work hard, you can't surpass others.

The metallurgy industry was the same back in the day. Core technology couldn't be bought; it had to be broken through bit by bit by ourselves. These developed countries always aim to master the most cutting-edge technology, using this technological hegemony to earn high profits, while Chinese factories could only engage in low-value-added, high-pollution work.