Submitted By:Amandeep Singh-401107006Sohilpreet Singh-401107028Himanshu Arora-401157006Manjot Singh-401157007

Time Scale

1978 - 1987

• Setting up and developing hospitals by coming into existence, focusing on community outreach and cataract curing services

1988 - 1997

• Refining and scaling up internally by adding more hospitals, establishing Aurolab and the Lions Aravind Institute of Community Ophthalmology (LAICO), education and training programs

1998 - 2007

• Foundation for scaling up externally through capacity building work at LAICO, establishing managed hospitals, rapid growth in specialty care (e.g., diabetic retinopathy), and a focus on research and drug development

Aravind has experienced tremendous growth over the last three decades:

Market Opportunities

• India has 12 million blind people, more than any other country, and 200 million people in need of eye care

• In India, simple cataract surgery can restore vision to 7.5 million blind people, while refraction and a pair of spectacles can restore vision to 2.4 million people

• There is still a lot of opportunities for them as they still haven’t touched even 10% of the blind population.

Key Points

Steps taken by Arvind eye Hospital:• The Auro Lens company: Manufacturing lenses at low costs hence,

reducing the cost of the surgery. • Charging a amount from those who can pay for it. Hence reducing the

burden of the hospital.• Using local sponsors like the local mills (for eg.) to leverage and use their

influence to bring in more people.• LAICO is also one of the major steps towards better management and

spreading the management practices to other hospitals. LAICO trained many non profitable/ Loss making charitable hospitals back on track.

• Good event management: Follow-up, Refreshments and food for the patients waiting for surgery. Conducting the event like a mela with food, music. Making the surgery a good experience.

• High productivity and volumes were necessary if the hospital had to be viable and generate a surplus for providing funds for expansion rather than catering to rich class people.

Achievements

4P’s

Problem

Solving(Continuous improvement and learning)

People and Partner(Respect, Challenge and Grow them)

Process(Right process produces right result)

Philosophy (Long Term thinking)

Leadershipleading by doing

CultureService, Humility,

Kindness and Equality

VisionTo focus on

improving the total health of

the country

MissionTo eradicate

needless blindness by providingappropriate

compassionate and high quality eye

care for all

Philosophy

Values are our unique strength. Values are the real reason for efficiency. By Mr. Thulasiraj

Arvind Eye Care System

Process

Started Hospital withfive beds which were for patientswho would pay to get treatmentand six were reserved for thosewho would be offered freetreatment.

A basic model adopted byAravind from the very beginningwas that no surgeries were doneat the eye camp sites, Allpatients were checked at thecamps and those patientsneeding surgery were brought tothe main hospital.

Adoption of intra-ocular lens(IOL), the thoroughly testedlatest technology to curecataract was adopted by ArvindEye Care hospital.

Aurolab was set up with themission of achieving “localproduction at an lowest cost”.The technology was obtainedfrom “IOL International”, Florida,USA. Raw material for the lenseswas imported from US/UK

Our destination is “good sight”. We provide our doctors with the best that is available in the world. Dr. Nam

We do not think part timeor external doctors candevelop institutionalloyalties. They also maynot develop the skills weneed.

People and partner“Journal Rounds”where medical officeror Fellow picked up anarticle of interest froma journal and resentedit to all others.

the “Grand Rounds” wheredoctors of all the units of AEHdiscussed pre-decided topicsthrough tele-conferencing.

We look for the right kind of person. We give no consideration at all to any letters of recommendation from anyone.

More than salaries, it is therecognition that they get in society.They get a lot of respect. Thenthey also get very good trainingand experience here. Opportunityto go abroad, even for shortperiods, is also seen as a positivefactor

Dr. V was humbleand modest(distinguishingcharacteristics ofLevel 5 leaders)

Organizational Structure

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The organization was very open and transparent.

4th P - Continuous Improvement

Thank You