Improving Quality of Development: Perspectives from Operations Management 2 Improving Quality of Development: Perspectives from Operations Management 1 Introduction According to the United Nation’s global development network‚ UNDP‚ an organization advocating for change and to help people build a better life‚ the Human Development Index (HDI) is a summary composite index that measures a country’s average achievements in three basic aspects of human development: health‚ knowledge‚ and income
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“Aravind” Case Preparation Questions: 1. What should be the objectives for Aravind Eye Care System‚ and what implication do these objectives have for rural market? (As Aravind is the largest provider of eye care services in Tamil Nadu‚ the gap in the performance of cataract surgery between Tamil Nadu state and the state of Gujarat may be used as an indicator of possible improvement in performance for Aravind) The objectives of Aravind Eye Care System are eliminating needless blindness and restore
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founder of a large hospital he was still the normal villager he used to be and continued to be. He continued to dedicate a large portion of his time
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The Aravind Eye Hospital‚ Madurai‚ India: In Service for Sight 1) Identify the key factors that led to Aravind’s success. What was Dr. V’s role in all this? What was the support staff’s role in all this? Key success factors: The key success factor was to align a great social benefit with a sustainable business model. The conservative financial management with no debt allows sustainable growth. The vision and mission of the organization is well articulated and the collaborators are well
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Aravind Eye Care System: A unique model It was year 1976. Padmashree Dr. G. Venkataswamy‚ popularly referred to as Dr. V.‚ had just retired from the Government Medical College‚ Madurai‚ India as the Head of the Department of Ophthalmology. Rather than settling for a quiet retired life‚ Dr. V. was determined to continue the work he was doing at the Government Medical College‚ especially organizing rural eye camps to check sight‚ prescribe needed corrective glasses‚ do cataract and other surgeries
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Also‚ India had very less no. of ophthalmologists (only 8000). 1970 – 20 bed Aravind Eye hospital opened which performed all typed of eye surgery at a reasonable cost. Three people involved were Dr. Venkataswamy‚ Dr. Nam (brother in law) & Dr. Natchiar (his sister) 1977 – 30 bed annex opened for patients convalescing after surgery 1978 – 70 bed free hospital opened 1981 – Main hospital with 250 beds commences. It has 4
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are blind and India is home to 1/3 of the world’s blind population. Yet‚ for many of these cases‚ it is preventable and treatable. In developing countries‚ the leading cause of blindness is attributed to cataracts‚ in which the natural lens of the eye clouds over time. This requires surgical removal and replacement with an artificial one. In 2006 alone‚ India had nearly 7 million cataract-blind individuals‚ with roughly 3.8 million new cases occuring every year. However‚ with 25% of Indians considered
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Mission * Quality eye care to rich and poor alike. * Blindness is needless and curable most of the times. * Start the community outreach programmes. * No cross-subsidization. Objective * Increase the awareness of blindness-cures and need for early treatment. * Helping other hospitals to increase their level of productivity. * Increase the %age of IOL surgeries. * Increase the productivity of doctors. * Increase learning of doctors. * Large volumes were necessary
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G. Venkataswamy‚ Aravind Eye Case System was created with the idea of creating a sustainable eye care system. The mission if AECS was to eliminate needless blindness. They wanted to provide quality eye care that everyone could afford‚ to rich and to poor alike. It expanded itself to multispecialty eye care. AECS charged usually lower than comparable hospitals in its payable section. They followed the principle of high volume which would in turn also supplicate high quality in eye care. For patients
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Economics of Organization PATAGONIA Case * Introduction Corporate Social Responsibility (CSR) is a broad-based movement in business that encourages companies to take responsibility for the impact of their activities on customers‚ employees‚ communities and the environment. Patagonia is a manufacturer of high quality outdoor and adventure sport clothing. Patagonia have found unambiguous ways to couple their products’ function and the brands environmental values. Their business model
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