The document discusses barriers to eye care services faced by Aravind Eye Care and their efforts to overcome them. Cultural and perceptual barriers include stereotypes, lack of education, transportation issues, age, acceptance of services, and costs. Aravind addresses these barriers through community outreach like home visits, screening camps, vision centers, and partnerships. Their solutions propose a holistic approach including policy advocacy, community education starting in childhood, low-budget awareness campaigns, engaging leaders, and linking rural hospitals to larger sites.
The presentation in detail analyses the story of Arvind eye care hospital which is considered to be one of the most successful non-profit hospitals all around the world.
All you need to know about the existence and sustainability of the great Aravind eye care by Dr. V. a very comprehensive and appropriate description about this business.
The presentation explores the CSR initiatives of Aravind Eye Hospitals. The efforts to create a holistic approach to providing eye care to the underprivileged section of the society and end to end integration of product and services to generate a low cost, strategic competitive model.
Havells acquisition and turnaround of Sylvania - A comprehensive analysisIshan Pratik
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1. How does Progressive’s performance as an auto insurer compare to that of typical insurance companies? How does its performance changed over time? What explains the difference in performance?
2. Customers of auto insurers are very price sensitive. How problematic is it to Progressive that customers almost always select the insurer that offers the best price?
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Made and presented for the course Service Operations Management at the Viadrina University, winter term 2012/2013
The presentation in detail analyses the story of Arvind eye care hospital which is considered to be one of the most successful non-profit hospitals all around the world.
All you need to know about the existence and sustainability of the great Aravind eye care by Dr. V. a very comprehensive and appropriate description about this business.
The presentation explores the CSR initiatives of Aravind Eye Hospitals. The efforts to create a holistic approach to providing eye care to the underprivileged section of the society and end to end integration of product and services to generate a low cost, strategic competitive model.
Havells acquisition and turnaround of Sylvania - A comprehensive analysisIshan Pratik
A comprehensive analysis of one of the most comprehensive acquisition and turnaround of marquee brand Sylvania and massive restructuring efforts that it undertook to turnaround Sylvania
Narayana hrudayala heart hospital Business StrategyAshis Sarangi
The slide include how Devi Shetty implemented his business strategy in order to position his trust among all by giving below cost quality care and in order to compensate the investment, he indirectly targeted rural areas in the form of insurance scheme and also the scheme helped him in planing to expand his business for long time sustainability.
Innovation at Progressive (A) - Harvard Business School
Answering the following questions:
1. How does Progressive’s performance as an auto insurer compare to that of typical insurance companies? How does its performance changed over time? What explains the difference in performance?
2. Customers of auto insurers are very price sensitive. How problematic is it to Progressive that customers almost always select the insurer that offers the best price?
3. Assess the viability of the Autograph system. What level of consumer acceptance will it take to make Autograph successful? What are the barriers to consumer acceptance? Should Autograph be expanded nationwide?
Made and presented for the course Service Operations Management at the Viadrina University, winter term 2012/2013
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this presentation is all about operation efficiency of one of biggest eye care hospital. it will tell how they improve efficiency and cut cost through mass operation. what problem they faced and what could be possible solution
Your opportunity to feedback on stakeholder thinking to date.
Identify opportunities and any challenges in the proposed new ways of working.
To be confident we can bring about the proposed changes by ensuring we have expert views from all those who have a role to play in supporting the implementation.
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Make the call, and we can assist you.
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Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
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Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Case Analysis - The Sky is the Limit | Principles of Management
Aravind Eye Care - Case analysis
1. ARAVIND EYE CARE
GROUP 5
ANIRUDDH (90) | APOORVA (95) | NIKHIL S (124) | PAARMI (127) | SAARINI (139) | SURABHI (152)
2. BARRIERS
Cultural and perceptual barriers
faced by Aravind Eye care in
spreading their Service
• Stereotypes
• Lack of Education
• Transportation
barrier/distance
• Old Age
• Acceptance of eye care
services
• Fear of new place
• Casual attitude/ignorance
•God’s will / Superstition
• Fear of surgery
• No one to accompany
• Family opposition and
responsibilities
• Monetary and Time cost
• Gender issues
• Lack of awareness
3. REMEDIAL EFFORTS
Efforts taken by the Aravind eye
care team to overcome the cultural
and perceptual barriers
•Innovative service and delivery operations
•House to house visits to motivate by successfully operated patients
and basic eye health worker
•Screening camps at central locations
•Vision centres to spread awareness and educate
•Distribution of flyers, pamphlets, handbills, posters etc.
•Promotional campaigns using loudspeakers, audio/video
•Referrals through community leaders (doctors, teachers,
panchayat, NGO’s etc)
4. REMEDIAL EFFORTS
Efforts taken by the Aravind eye
care team to overcome the cultural
and perceptual barriers
•Economic incentives
•Mobile units to solve distance barrier & save time
Community centre clinics
•Hiring young women paramedics [17 – 19 yr olds]
•Sponsors & Partners – Rotary, Lions Club, Religious Organisations,
etc.
•Outpatient Coordinator to help patients negotiate admission
procedure
5. SOLUTIONS
The solutions are based on the
A K L C P A C model where we have
created a holistic approach to tackle
the outreach problems faced by
Aravind Eye Care Chain of hospitals.
•Advocate policy change at the state and national level
•Change the focus from long eye term care and crisis care to “health
care” through government, physician, and health care worker buy-
in.
•Community radio programs to spread awareness
•Children as influencers: Sensitize children at a young age to
promote healthy eye care
•Low budget movies and street plays
•Engage elected municipal leaders to foster support for eye care
6. SOLUTIONS
The solutions are based on the
A K L C P A C model where we have
created a holistic approach to tackle
the outreach problems faced by
Aravind Eye Care Chain of hospitals.
•Educate individuals about their responsibility for their own health,
promoting changes in behaviour. Start with children.
•Develop a rural social marketing campaign
•Link rural hospitals and health care settings to larger sites. Make
them robust.
•Review past efforts – avoid pitfalls and build on best practices
learned from the past
•Developing ‘rural-specific’ training for health professionals
Utilize research findings to build support for rural health policy and
resource allocation
•Develop age-friendly rural and remote communities by addressing
the determinants of active age related eye disorders. From early life
to adult life to older age, policies have to start at birth
•Implement the Collaborative Care Model : Community support for
each other