Aravind Eye Care System has experienced tremendous growth over the last three decades by focusing on expanding hospitals, establishing training programs, and increasing specialty care services. Key steps taken include establishing Aurolab to manufacture low-cost lenses, charging fees from paying patients to reduce the hospital's burden, using local sponsors to bring in more patients, and training other hospitals through LAICO to improve management practices. Aravind has achieved high productivity and volumes through a basic model of providing free treatment to some and charging fees to others. Continuous improvement, developing people and partners, maintaining effective processes, and focusing on long-term philosophy have been central to Aravind's success.

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

3. 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:

4. 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.

5. 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.

6. Achievements

7. 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)

8. Leadership
leading by doing
Culture
Service, Humility,
Kindness and
Equality
Vision
To focus on
improving the
total health of
the country
Mission
To eradicate
needless blindness
by providing
appropriate
compassionate and
high quality eye
care for all
Philosophy
Values are our unique strength. Values are the real reason for efficiency. By Mr. Thulasiraj

9. Arvind Eye Care System

10. Process
Started Hospital with
five beds which were for patients
who would pay to get treatment
and six were reserved for those
who would be offered free
treatment.
A basic model adopted by
Aravind from the very beginning
was that no surgeries were done
at the eye camp sites, All
patients were checked at the
camps and those patients
needing surgery were brought to
the main hospital.
Adoption of intra-ocular lens
(IOL), the thoroughly tested
latest technology to cure
cataract was adopted by Arvind
Eye Care hospital.
Aurolab was set up with the
mission of achieving “local
production at an lowest cost”.
The technology was obtained
from “IOL International”, Florida,
USA. Raw material for the lenses
was imported from US/UK
Our destination is “good sight”. We provide our doctors with the best that is available in the
world. Dr. Nam

11. We do not think part time
or external doctors can
develop institutional
loyalties. They also may
not develop the skills we
need.
People and partner
“Journal Rounds”
where medical officer
or Fellow picked up an
article of interest from
a journal and resented
it to all others.
the “Grand Rounds” where
doctors of all the units of AEH
discussed pre-decided topics
through 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 the
recognition that they get in society.
They get a lot of respect. Then
they also get very good training
and experience here. Opportunity
to go abroad, even for short
periods, is also seen as a positive
factor
Dr. V was humble
and modest
(distinguishing
characteristics of
Level 5 leaders)

12. Organizational Structure
1
2
3
4
5
6
The organization was very open and transparent.

13. 4th P - Continuous Improvement

14. Thank You