IT is one of the biggest health complexes in Europe; boasting state-of-the-art medical equipment, over a thousand beds and even a fleet of linen delivering robots.

But while there is no doubt that the South Glasgow University Hospital will drive the city’s healthcare into the 21st century, the immediate transition period was always likely to be testing.

So it has proved.

Data released over the last fortnight revealed that of Scotland’s 31 Accident and Emergency departments, the new super-hospital is performing poorest.

At the last count a mere 78.3 per cent of patients were seen within the 4 hour target – against the Scottish Government’s benchmark of 95%.

In response, the health board cited the inherent difficulties in combining previously separate clinical teams into a single harmonious unit. This is a fair point.

After all, practices have to be shared and new working relationships fostered – processes that simply do not happen overnight.

However, while certain teething problems were always likely to arise, tanking A & E figures were not part of the plan.

Equally concerning is the case of Robert Argo, featured in this very paper last week. Mr Argo, terminally ill with leukaemia, waited 11 hours to get into the new South Glasgow Hospital.

His family – rightly appalled at the care he received – have taken the brave decision to speak out and explain what he had to endure.

First, there was a seven hour wait for an ambulance to take him from the Prince and Princess of Wales Hospice to the new hospital campus.

Then, upon finally arriving, Mr Argo found himself on the corridor, languishing through the wee hours.

This is truly shocking and cannot be batted away.

Transition periods may well prove challenging, but they should not be allowed to impact on patient care.

Responding to the latest figures, Shona Robison, the Health Secretary, announced that additional support was to be offered to the hospital to boost its outcomes in the short-term.

This is a welcome measure because quite frankly the present situation isn’t good enough.

All of us in Glasgow recognise that the new hospital can and will be a tremendous asset for the city, but to reach these goals we must get the complete package right.

When it comes to healthcare, we can ill afford a slow start and so it is vital that problems are identified and ironed-out at the earliest opportunity.

It is simply unacceptable that a newly opened £842 million hospital is languishing at the bottom of the class and I trust both the Scottish Government and NHS Greater Glasgow and Clyde will take all the necessary steps to improve matters – and fast.