Arvind eye care hospital

 

aravind eye hospital case study

He graduated in medicine from Madras Medical College, DO and DNB from Aravind Eye Hospital, Madurai. He has done observership in India and abroad like Cornell University, New York, Johns Hopkins – Wilmer, Wills Eye Hospital, Philadelphia and Julies Stein Eye Institute, LA. Access to case studies expires six months after purchase date. Publication Date: April 01, Starting as a modest bed hospital, Aravind had grown into a 1,bed hospital complex by ZENITH International Journal of Multidisciplinary Research Vol.2 Issue 1, January , ISSN RIGHT TO SIGHT: A MANAGEMENT CASE STUDY ON ARAVIND EYE HOSPITALS DR.


Aravind Eye Hospitals - Wikipedia


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Mathivanan Mps. University, Patan Gujarat Started, the Aravind Eye Hospital. It was demonstrated by this non-profit system that it is practically possible to combine high quality, low cost, world scale and sustainability.

It has been seen as a unique business model by many Organizations and has proven that care provided at low cost can also yield sustainability and even profitability. This Organization has been a source of case studies to not only national, but International agencies as well. Its rapid expansion over three decades was not built through government grants, aid agency donations or bank loans.

Instead, Dr. V took the unusual step of asking even poor patients to pay whenever they could, believing the volume of paying business would sustain the rest. Poor people with cataracts in Tamil Nadu www. If they can't afford that, it's free. Starting with an bed clinic inDr. V's system is now a five-hospital system. His model became the subject of a Harvard Business School case study, and is being copied in hospitals around the subcontinent.

The cheap, high-quality implantable lenses the system manufactures are exported to more than 80 lenses the system manufactures are exported to more than 80 countries around the world, Aravind says.

Venkataswamy's basic insight was that health care can be marketed to the poor if a program is closely tailored to a local niche, something that has come to be known as social marketing. In India, health professionals say, the years of life left to those who go blind can be counted on one hand.

With sight restored, the patient can return to work. The Aravind system offers services that range from a simple pair aravind eye hospital case study spectacles to optical oncology. The bulk of surgeries are to treat cataracts -- removing the cataract and replacing it with an artificial intraoptical lens.

The assembly-line approach is most evident in the operating aravind eye hospital case study, where each surgeon works two tables, one for the patient having surgery, the other for a patient being aravind eye hospital case study. In the OR, doctors use state-of-the-art equipment such as operating microscopes that can swivel between tables. Surgeons typically work hour days, and the fastest can perform up to surgeries in a day.

The average is 2, surgeries annually per surgeon -- nearly 10 times the Indian national average. Despite the crowding and speed, complication rates are vanishingly low, the system says. Outside the operating rooms, conditions are as spartan as the tables at a fast-food restaurant: Often only a straw mat on a ward floor for postsurgical recovery, aravind eye hospital case study.

V liked to say that his ambition was to stamp out needless blindness in India, and broaden his model all over the world. V commented to the Harvard Business School researcher who conducted a case study in Aravind says its model has made significant gains in the subcontinent in recent years, with the basic model being adopted in hospitals in Mumbai, Kolkata and Nepal, and the Indian government adopting its medical protocol for training centers around the country.

But Dr. V's dream of McDonald's-style eye-care franchises around the world may aravind eye hospital case study difficult, because the culture of Aravind involves more than the profit motive and a fast-food manual, aravind eye hospital case study.

Like Dr. V, many of the highly dedicated surgeons and staff are devotees of Sri Aurobindo, a Hindu master for whom the hospital was named. V has said they are "building an organization that seems to be linked to the higher consciousness. A quarter of the professional staff defects each year to better-paid aravind eye hospital case study in the private sector, the system says.

Management is still largely with Dr, aravind eye hospital case study. V's family. But where are the charismatic capitalists to open new Aravinds abroad? V lamented in a interview with an Indian business journal. This was not an insignificant problem — whilst the treatment itself — diagnosis, operation and after-care — is well-developed in the eye hospitals of the world, it comes at a price. What Dr V wanted to do was find a way of making it available to people like this at what C.

That vision drove a programme of innovation which persists today — and has already achieved significantly against the original goals. The innovation challenge here is significant — how to carry out a high quality process at low cost? But it also reminds us of a key principle — whilst different sectors may appear to have little in common, aravind eye hospital case study, there is often a rich opportunity to learn across these worlds.

Looked long and aravind eye hospital case study at other fields where the same challenge of carrying out activities systematically, reproducibly and to a high quality standard — but at low cost — and eventually developed a new approach to the eye care problem. He found inspiration in McDonalds, the fast food company which has managed aravind eye hospital case study spread its golden-arched empire across the planet based on systematic, high volume production of a range of meals offered at low cost.

Central to their success is the idea of reproducibility — despite huge variations in the context in which they are located, all Mc Donalds outlets operate on the same model, and staff are trained in a core set of skills which are common to all its operations.

Their solution was to design a system which standardised as much of the process as possible and reduce the key skills and discretionary elements to a minimum — and then apply this across a high volume of production. He opened his first hospital in with 30 beds and managed to generate a surplus in the first year of work so that a second 70 bed hospital could be opened catering exclusively to the poor and offering operations free of charge.

In a fee-paying hospital with beds was opened and another free hospital with beds followed in ; by the turn of the century there were around beds of which the majority were free in Madurai. The model spread out to other locations across Tamil Nadu so that by there were five Aravind hospitals with a total of beds of which were free. Key elements were added — for example, aravind eye hospital case study, a dedicated factory for producing lenses, a training centre to provide key skills, specialist ophthalmic research centres, aravind eye hospital case study, and an international eye bank.

Of particular importance has been the Aravind Eye Camp model which takes the system out to rural locations, offering advice and diagnosis and feeding aravind eye hospital case study into the core hospitals where the high productivity model can treat them. This brings an element of preventive medicine into the system — by identifying early symptoms, particularly amongst children, relatively low cost measures such as corrective glasses can be implemented. There is now an extensive education programme linked to the camps which reaches out to rural communities.

For example, in around 70, children were screened and given glasses to correct refractive errors. Another important element in the system approach is the attention given to training to ensure an adequate supply of key skills.

Central to the success of the model have been the economics. Target costing is a well-known tool in product innovation for engineering the design of production systems, and in the case of the original cataract operation Dr V. In Aravind became the largest single cataract surgery provider in the world. Inevitably the approach involved rethinking the underlying model. In a conventional Western hospital an eye operation would typically take 30 minutes — yet the Aravind system needs only This high productivity is achieved by significant process innovation driven by close analysis of value adding time.

For example, each surgeon works on two operating tables alternately, and is supported by a team of paramedics to carry out less-skill dependent aspects such as washing the eye, putting in sutures, giving anesthetic injections etc.

Of considerable importance is the fact that this treatment is not provided at low cost by compromising on quality. A key statistic in medical care is infection rate — and the Aravind system actually has better performance than many Western hospitals, aravind eye hospital case study. For instance in it was about 4 per 10, cases at Aravind, while the UK published rate was 6 per 10, Interestingly the idea of having two patients in the same operating area is prohibited in many US hospitals because of fears of infection.

Aravind also operate a very close outcome monitoring system, especially for cataract surgery, where every case sheet on discharge is fed into the computer and then analysed. In turn this feeds a continuous improvement process — measuring, reviewing and then changing. But there is another important feature to this story. Learning by doing is a powerful aid to developing robust systems — and in the Aravind case the model is now being looked at by many health authorities around t he world.

The only way people in many rural areas could get access to eye care was through eye camps. Eye camps were organized by different agencies and conducted differently. Aravind organized about eye camps per year. Each Aravind Hospital had its own set of camp organizers who planned their activities for each calendar year. Generally each district had a camp organizer who set a target for the year based on the population, aravind eye hospital case study, estimated percentage of blind people, estimated turn out at the camps and percentage needing surgeries.

The camp organizers then had to find the needed sponsors. The case writers were told that aravind eye hospital case study sponsors was not a problem. Generally, local NGOs, Lions and Rotary Clubs, aravind eye hospital case study, local industrialists and businessmen and philanthropists were the sponsors. Sponsors took care of the expenses connected with publicity such as posters, pamphlets, banners, and announcement from vehicles, aravind eye hospital case study, and the organization of the camps usually in some school or public place.

The camps were held usually on Saturdays and Sundays and started early in the morning. Lunch arrangements were made for those who were to go for surgery to the hospital. These expenses were also borne by www. Patients requiring surgery were provided free transportation to and from the hospital in addition to the free surgery, stay, and food in the hospital. This expense is borne by the hospital.

All medication that was needed for 40 days after surgery was also provided free by the hospital. Doctors mostly post graduate residents and paramedical staff usually reached the previous evening and camped for the night depending on the distance.

They saw the patients in the morning. The patients were registered with the help of local volunteers, and given a case sheet and an identity card. The identity cards helped in future follow-up. Doctors examined the patients and gave their advice for surgery, glasses etc.

Senior doctors evaluated the test findings, performed the final examination, reviewed the patient records, made the final diagnosis, and prescribed the treatment. An optician also accompanied aravind eye hospital case study team and based on forecasts took a stock of ready lenses and a wide selection of frames.

The grinding equipment required to edge and fit the lens to the selected frame was also taken along.

 

Aravind Eye Hospital - Case Study Analysis IMTG

 

aravind eye hospital case study

 

ZENITH International Journal of Multidisciplinary Research Vol.2 Issue 1, January , ISSN RIGHT TO SIGHT: A MANAGEMENT CASE STUDY ON ARAVIND EYE HOSPITALS DR. Aravind Eye Care Case Study - Free download as Word Doc .doc /.docx), PDF File .pdf), Text File .txt) or read online for free. Executive Summary The present case concerns Aravind Eye hospital which is a privately owned hospital and provides free services to the poor and needy people. Dr. Venkataswamy who is the founder of the hospital. CME: Cornea Connect at Aravind Eye Hospital, Chennai Project dissertation programme for winnetttbh.ml, / winnetttbh.ml, final year students at Aravind Medical Research Foundation Inviting applications for Long term fellowship in Retina at Aravind Eye Hospital, Tirupati.