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Aravind Eye Care System

Aravind eye care system case presentation by radha shalini srikanth vanaja vision of aecs the vision of aecs is to focus on improving the total health of the ... – powerpoint ppt presentation.

• Case Presentation
• The vision of AECS is
• To focus on improving the total health of the country
• Their main goal must be to determine the most efficient and optimal methods of supporting patient care delivery which can be achieved through improving quality and efficiency of the available resources.
• They must focus on managing patient flow - the movement of patients through a set of locations in a health care facility.
• Have an organized and smooth coordination with pharmacy and laboratory.
• Focus on proper transporting of patients and equipment.
• Focus on labour productivity, reduce waiting lines, and generally improve the patients overall experienceall of which helps to improve the organizations financial health
• Flexibility in the working hours of the hospital.
• Aim to develop Decision support systems for effective capacity planning in a hospital environment
• Reduce the defect rate of the lenses.
• Importance is given to Quality and safety needs
• They set up factory so that they can focus on eye care
• They provide similar services to both the paid and non-paying patients.
• To recruit and retain the doctors
• To change the number of hours of working
• To reduce the defects in the lenses
• THANK YOU ?

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Aravind Eye Care System: Giving the Most Precious Gift

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• Cases and Notes [2722]

Aravind Eye Care System as Transformational Entrepreneurship: Spiritual Roots, Multi-Dimensional Impact

• Published: 13 January 2016
• Volume 15 , pages 83–94, ( 2016 )

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• Arundhati Virmani 1 &
• François Lépineux 2  

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Initiated almost four decades ago in the form of an 11-bed clinic in Madurai, Aravind Eye Care System with its large network of hospitals, vision centres and community outreach programs is now recognized in India and beyond as a major actor of health care. This paper upholds the view that Aravind’s innovative characteristics call for the creation of a specific category: transformational entrepreneurship. It first clarifies what may be called the ‘Aravind paradox’: Aravind achieves compassion through Taylorism, providing free eye care to poor patients while expanding its robust entrepreneurial model. It then analyses the social, cultural and policy implications of Aravind’s success, notably from the perspective of its contribution to the common good. Finally, the paper identifies the definitional components of transformational entrepreneurship.

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ESC Rennes School of Business, Rennes, France

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Virmani, A., Lépineux, F. Aravind Eye Care System as Transformational Entrepreneurship: Spiritual Roots, Multi-Dimensional Impact. Philosophy of Management 15 , 83–94 (2016). https://doi.org/10.1007/s40926-016-0032-z

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Published : 13 January 2016

Issue Date : February 2016

DOI : https://doi.org/10.1007/s40926-016-0032-z

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RIGHT TO SIGHT: A MANAGEMENT CASE STUDY ON ARAVIND EYE HOSPITALS

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Aravind Eye Care System: Retaining the Legacy

By: Sankaran Manikutty, Kavil Ramachandran

The case deals with issues on the management of values in a family organization when it is growing and undergoing a generational transition. The organization at the center of this study is Aravind…

• Length: 18 page(s)
• Publication Date: Sep 29, 2017
• Discipline: General Management
• Product #: ISB090-PDF-ENG

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The case deals with issues on the management of values in a family organization when it is growing and undergoing a generational transition. The organization at the center of this study is Aravind Eye Care System (Aravind), a non-profit organization managed as a trust but fully financially self-reliant, both for its current expenses and its expansion needs. It gave about 50% of its services free, and though its medical competence was unquestioned, its executives believed that its main strength was its value system. Though it may not be fully correct to call it a "family organization" (many of its top management people were not from the family at the time of the case events), family members were seen as having a special responsibility in not only managing the organization but also as custodians of its values and legacy. Its founder, Dr. Govindappa Venkataswamy (Dr. V), had passed away in 2006, and his siblings, who were responsible for building the hospital in its early years, had largely dissociated themselves from its day to day operations and even some aspects of its strategic management. The units were run by the second generation, who would themselves be retiring in a few years. The third generation members were already functioning at the lower levels of the organization, and in another five to ten years, the fourth generation would be coming in. The case presents Aravind Eye Care System's situation in this context, with a view to identifying the problems in retaining its legacy, which all of its executives agreed was not only invaluable but also the source of its competitive strength. It describes the different mechanisms employed in the organization to preserve the values and culture, such as recruitment, training, communication as regards the norms of behavior to patients, colleagues and staff and the reflections of its executives. regarding the continuance of the legacy.

Learning Objectives

The central learning objective of the case is to understand: How does a family organization driven heavily by values ensure that these are maintained and passed on to the next generations?

Sep 29, 2017 (Revised: Feb 1, 2019)

Discipline:

General Management

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Healthcare service industry

Indian School of Business

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• April 1993 (Revised May 2009)
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Aravind Eye Hospital, Madurai, India: In Service for Sight, The

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V. Kasturi Rangan

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• Dr. V – Our Founder
• Our Group Profile
• Vision & Mission
• Board of Trustees
• Management Team
• Partners in Service
• Awards & Recognitions
• In the Media
• Annual Activity Reports
• Aravind News
• Hospital Locations
• Specialty Clinics
• Vision Centre
• Eye Hospitals
• Tele-Ophthalmology
• Education & Training
• Consultancy (LAICO)
• Manufacturing (Aurolab)
• Publications
• IT Products
• For AOP Trainers
• For Eye Hospitals
• Case Studies
• Covid 19 Resources
• About the eye
• Eye Diseases & Treatment
• What to expect at Aravind?
• Give us your Feedback
• For International Patients
• கண் ஒளி (Tamil Magazine)
• Training Overview
• Postgraduate Institute
• Residency Programmes
• Fellowships
• Short Term Courses
• Custom Designed Courses
• Campus Life
• Eye Donation
• Aravind Eye Foundation
• Organise an Eye Camp
• MLOP Recruitment

About Aravind

• Dr.V – Our Founder
• Awards & Recognition

A Humble Beginning

The problem of avoidable blindness rapidly escalating remained a major cause of concern in the Indian healthcare scenario. In a developing country like India, the government alone cannot meet the health needs of all owing to a number of challenges like growing population, inadequate infrastructure, low per capita income, aging population, diseases in epidemic proportions and illiteracy.

Realizing this, Dr. Venkataswamy wished to establish an alternate health care model that could supplement the efforts of the government and also be self-supporting. Following his retirement at age 58 in 1976, he established the GOVEL Trust under which Aravind Eye Hospitals were founded.

The hospitals are named after Sri Aurobindo, one of the 20th century’s most revered spiritual leaders. In essence, Sri Aurobindo’s teachings insist on transcendence into a heightened state of consciousness and becoming better instruments for the divine force to work through.

In an eleven bed hospital manned by 4 medical officers, Dr.V saw the potential for what is today, one of the largest facilities in the world for eye care. Over the years, this organisation has evolved into a sophisticated system dedicated to compassionate service for sight.

Aravind Model

Aravind, with its mission to ‘eliminate needless blindness’, provides large volume, high quality and affordable care. 50% of its patients receive services either free of cost or at steeply subsidised rate, yet the organisation remains financially self-sustainable. Much importance is given to equity – ensuring that all patients are accorded the same high quality care and service, regardless of their economic status. A critical component of Aravind’s model is the high patient volume, which brings with it the benefits of economies of scale. Aravind’s unique assembly-line approach increases productivity tenfold. Over 4.5 lakh eye surgeries or procedures are performed a year at Aravind, making it the largest eye care provider in the world. Since its inception, Aravind has handled more than 6 crore ( 65 Million) outpatient visits and performed more than 78 lakh (7.8 million) surgeries.  The Aravind Eye Care System now serves as a model for India, and the rest of the world.

Aravind Today

What started off as an 11-bed hospital has now become the conglomerate, Aravind Eye Care System. Today, Aravind operates a growing network of eye care facilities, a postgraduate institute , a management training and consulting institute , an ophthalmic manufacturing unit , a research institute and  eye banks . Aravind’s eye care facilities include 14 eye hospitals, 6 outpatient eye examination centres and 108 primary eye care facilities in South India.

Learn the story of Dr. V and Aravind