Who Is Aravind Eye Hospital?

The Aravind Eye Hospital first set up in 1976 at Madurai, India is a unique institution providing hope and sight to millions in its operations. It does not astonish considering that the owner, Dr V., drew the idea from a favourite fast-food joint all across the world- McDonalds. This essay discusses how the Aravind Eye Hospital boosted it efficiency from two to seven times by providing a brief background of the Aravind Eye Hospital and its working, and then it discusses the techniques adopted by this institution in, after that, the principles of McDonaldisation integrated and finally

McDonaldisation is a work design concept based on the consideration that the fundamentals that dictate a fast-food joint can be extended to apply to different

Around twelve million people in India do not have the ability to see, most suffering from an unnecessary blindness that can be averted with minimum intervention or surgery (Rangan, 2009). Recognising the lack of the people and seeing opportunity, he set up this hospital to provide ophthalmological services with the primary goal of eliminating needless blindness, especially in his home state. The thought behind it was that if McDonalds could sell billions of burgers, he too could sell millions of eye-restoring operations while applying the same principles (ADD REFERENCE) The product, unlike a burger, was a simple surgery that was routine in nature with short recovery time and high demand (Burns, n.d.). Using the principles of McDonalization, the Aravind Eye Hospital has grown from strength to

Each group of the medical professionals is specialised to perform a set of repeating duties that are clearly defined (Mehta and Shenoy, 2011). All the procedures leading to the surgery, during the surgery and at the post-surgery period are the same, and the same practices are followed in all its institutions (Burns, n.d.). There are seven critical steps for a successful operation and recovery that are listed and to be followed (Rangan, 2009). All the staff can be identified and recognised by their distinctive blue uniforms (Rangan, 2009). This form of standardisation means that a potential or current patient knows what to expect, as the offering is homogenous. The same service and experience are guaranteed in any of the hospitals operated by the group. Patient arrangement and flow are the same in each of the hospitals it runs. The methods are all followed, listed out step by step. Consequently, predictability is achieved by emphasis on form, habitual behaviour, uniformity and systematisation with all details