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.
This Power Point Presentation is about the health care industry its opportunities in growing market and the company profile and swot analysis of Apollo Hospitals
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.
This Power Point Presentation is about the health care industry its opportunities in growing market and the company profile and swot analysis of Apollo Hospitals
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.
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.
Dr. Govindappa Venkataswamy or Dr. V as he was affectionately called brought about a revolution in eye care in the southern state of Tamil Nadu in India. His achievements are spectacular enough for Harvard University to have done a case study on him for its graduate students.
Apollo hospital, it's management philosophy, strategies, management issues, challenges faced by management and overcome activities with expansion plan and licensing.
How Aravind Eyecare become World class organizationAjith kumar
A different dimensions, where the service organisation excels in their process and purpose
For more clarity and learning, watch this video- https://youtu.be/YNNqIE4UlDc
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.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
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.
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
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2. “Entrepreneurs are simply those who understand that
there is little difference between obstacle and
opportunity and are able to turn both to their advantage.”
Is some one who sees a need and takes on the financial
risk to start a business to fill that need and make a profit.
Someone who sees the chances in every obstacle while
others see the obstacles in every chance.
2
4. Some one who
recognizes a social
problem
uses entrepreneurial
principles
to organize, create,
and manage a venture
to make social change
(a social venture)
4
5. Social mission driven organizations
Apply market-based strategies to achieve a social
purpose
Accomplish targets that are social and/or
environmental as well as financial.
Includes both non-profits that use business
models to pursue their mission and for-profits
whose primary purposes are social
Spiritual
Perspective
Global
Impact
5
6.
7. India has more blind people than any other country with
almost 20 million people.
2 million being added annually.
Cataract was the main reason by 75-80% of cases.
India has 8000 ophthalmologists perform nearly 1.2 million
cataract operations a year.
0.8 million gap needs to be covered.
One hospital for every 2 million people.
7
8. Large Number of patients.
Lack of Awareness about cataract among
patients.
Patients can’t afford operations.
Poor infrastructure.
Difficulty of transportations
No qualified stuff.
8
9. 1- Motivated by Social Impact
2- Business Model and Financial Model
3- Sustainability
4- Innovation
5- Measure and Evaluation of Impact
9
10. Motivation = Religion and spirituality
Spirituality = work culture
Better social level
Better training opportunities
That led to positive attitude and selfless actions and
join best members for his stuff
“Give More and Get Less”
10
11. Emphasis on
quality and quantity
Is possible and beneficial
to strive for both
Low-cost and high-
volume
Increase Aravind’s
number of patients and
turnover rate
11
12. Financing: free, minimal payment, regular ,premium
Social enterprise not a non-profit organization.
12
15. “Hospital-as-a-factory” format
Streamlined work-flow increased
efficiency =less waiting time for patients
Task repetition created competence =
better clinical outcomes and less
complications
15
19. Financial =increase of hospital ,employees and
patients.
Operational=generational leadership transitions
,continued relevance to the service
Several eye hospitals
Community outreach clinics
Local eye care centers
IOL and ophthalmic pharmaceutical manufacturing
plant
educational and training programs
research foundation
19
20. 1976: Dr. V mortgaged his house to establish
a 20-bed Aravind Eye hospital. He started
with three surgeons, himself, his sister and
her husband.
1977: A 30-bed annex was opened. Start
building a main hospital with 250 beds and
80,000square feet.
1978:A 70-bed free hospital was opened.
1981:The main hospital was completed.
20
21. 1984: A new 350-bed free hospital
was opened.
1988: A 400-bed hospital at
Tirunelveli was started. A100-bed
hospital at Theni was also started.
1991: Establishing Auro Lab for
producing lens.
1990: Aravind opened its Free
Hospital to walk-in patients.
1992:The staff reached 30 doctors,
120 nurses, 60 administrative
personnel, and 30 housekeeping
and maintenance workers.
21
22. Fee structure
Factory like operations.
Outreach program.
Eye research institute =IOLs factory=increase
in the market size and the mainstreamed IOL
surgery.
International training and consulting institute.
Using Software systems to maintain quality
data and organize work to Compensate for
the shortage of staff
22
24. LAICO has worked with over 300 hospitals in India and other
developing countries, and has trained over 2000
professionals from 70 countries. It is conservatively estimated
that LAICO’s work has resulted in an additional 700,000
surgeries annually.
24
motivation clearly presents itself as one of the most important and influential elements in Aravind’s success as a social enterprise.
Religion and spirituality are the cornerstones for Dr. V’s dedication to social change and selfless action.
Dr. V applied his spirituality to his enterprise in a way that was not overbearing, but still managed to deeply penetrate the core of Aravind’s work culture with its positive attitude.
