About Us

It is an honor for me to be appointed as Director of Showa University Hospital. Previously, I had worked as Vice-Director under the former Hospital Director, Dr. Kazuo Itahashi, for three years, during which time I was able to gain a wealth of relevant experience. In this new post, I am determined to improve myself further by building upon what I have already learned.
Showa University Hospital operates based on its three core principles: to provide medical care in a manner that is patient-centric, to promote advanced medicine, and to cultivate medical professionals.
The first principle of providing patient-centric medical care is premised on our ability to provide medical services that are safe and confidence-inspiring at all times. This requires team-based medical care. While various medical professionals are involved in the treatment of each patient, their perspectives and functions are unique by design. As each professional may have their own view of what is best for each patient, differences of opinion are bound to arise.
It is too easy to dismiss others’ opinions, assuming them to be due to their different professional responsibilities. In fact, each opinion counts, provided it considers what is best for each patient in terms of safety and reliability.
What are facts, and what are not, change depending on one’s perspective. But the essential aspect of such discourse is the truth as to what medical care each patient requires.
The condition of each patient is constantly changing, time is limited, and we work under various constraints.
Under such challenging circumstances, I firmly believe that team-based medical care is the only way we can arrive at the aforementioned truth.
When various medical professionals are able to engage in discussion across different areas of specialization, one-dimensional information becomes multi-dimensional, and the cause and effect of each phenomenon being observed suddenly emerge.
Each medical professional observes the patient through the lens of their own specialty, whereas the team looks at the entire image pieced together from each member of the team, thus identifying what each patient truly requires. This is the ideal process of team-based medical care.
As Hospital Director, I will make utmost effort to foster an organizational culture that allows all medical practitioners in different roles to communicate openly with each other across specialties.

Our initiative to provide team-based medical care is not limited to our activities on the hospital premises. In the local community we serve, the primary care doctors are the ones who really know and provide care to their patients living nearby.
Therefore, communicating among the various hospitals and regions we serve is the key to providing optimized, safe and reliable medical services.
To this end, I am committed to establishing and maintaining good relationships with other hospitals and members of the local community, and paying utmost attention to their needs and circumstances.

As a university hospital, one of our missions is to provide advanced medical care.

Medical science is rapidly evolving, so we must facilitate the advancement of medicine, while recognizing that what we think are the best solutions today are merely incomplete substitutes for the truth that we might never know.
Most of the medical technologies that we use regularly today used to be cutting-edge technologies in previous years. In other words, the practice of medicine today means pioneering the medical science of tomorrow, and is crucial for the continuous advancement of medicine.
In practicing medicine, ensuring safety is paramount, and so we are constantly working to improve safety. But the provision of patient-centric medical care and the promotion of medical advancement are only possible with the continuous training of medical professionals. In this respect, our education and training to develop new medical practitioners might be our most crucial mission.
In the world of business, it is often said that customer satisfaction is unattainable if the employees are not satisfied, but this concept is rarely mentioned in the medical industry. Clearly, our jobs come with the heavy responsibility of caring for people’s lives, and we usually do not emphasize employee satisfaction or a sense of contentment for medical workers.
When reforming our workstyles, I believe we should revolutionize our ways of working that have been bound by conventional approaches, so that as medical professionals we can feel more content both at work and in our private lives. Sharing work and shifting tasks might be key ways to improve our workstyles.
At any rate, it is important not to design our future as an extension of the present. We must first practice team-based medical care in a manner that is optimal for our patients. We must recognize that the best solutions today always have room for improvement, and should constantly seek specific solutions and ideas that are different, newer, or better than our previous ways.
In the future, I hope that each individual working for Showa University Hospital will be able to celebrate the daily incremental improvements that we make together, congratulate each other as members of this united team, appreciate each other’s growth, be grateful for a sense of fulfilment each day, and achieve contentment ultimately.
Toward achieving this ideal, I will strive to manage our institution with sincerity and diligence. Thank you for your support in this journey together.