Throughout Dr Ramesh’s career in medicine, he observed that there could be significant changes that one could make to the healthcare industry in terms of affordability to the patient by the elimination of unnecessary overhead costs. He observed that this could be achieved by making changes starting from the way a hospital is constructed right until the departmentalisation.
Dr Sanjay Tapadia, Director and Centre Head, Zoi Hospitals, says “The two principles that bring out the essence of Zoi Hospitals, Attapur, include the elimination of large scale operations while catering to about 90% of the patients with sufficient support from all the departments at an affordable cost.”
We are all aware that as an organisation becomes bigger, administration staff and management required to maintain it also becomes more in number and hence the overhead and utility costs rise. While this continues to happen, the onboarding of core members like doctors and nurses takes a hit.
The founders of Zoi Hospitals have recognised many such factors and have facilitated the operations of the hospital in such a way as to reduce costs for the patients and also aid in increasing the workability of the entire organisation.
Nowadays, due to the technological advancements and home therapies, the Average Length Of Stay (ALOS) of a patient in the hospital has reduced to a maximum of 2-3 days as compared to 5-10 days in earlier times. This research point paved the way to designing spacious and larger wards with fewer beds to optimise the patient’s stay even if it is just for 2-3 days.
We have decided to have huge spaces to help the patient have a comfortable and rehabilitating stay while in the hospital.
At Zoi Hospitals, the average bed space for a patient is 70-100 square feet (almost equal to a single room) and consists of only 100-beds but there is enough room for emergency cases and sufficient medical personnel taking care of patients due to the unique way in which the functionality of the organisation has been planned.
When we say the operations of the organisation isn’t as large as compared to corporate hospitals, it doesn’t mean the pay scales are lower or the equipment and medical facilities are less advanced. We are on par with most corporate hospitals in all aspects and sometimes even ahead of them as the thought process behind building Zoi Hospitals is unique and sustainable for both patients and the hospital alike.
As the idea was to set-up a lean organisation, following this ideology in every step of the process has helped bring out the philosophy in every department of the hospital.
The departments in the hospital have also been carefully chosen depending on a variety of factors like cross-functionality, 24x7 availability etc.
Hence, departments like physiotherapy and outpatient department that need not be open in the night are grouped in the infrastructure of the hospital. These departments constitute one of the floors of the hospital and as they are non-functional in the nights, the overhead costs greatly reduce due to this.
We believe in treating the patient as soon as possible and sending them to the comfort of their home for a safe and happy recovery. Being a patient-centric hospital, we focus on the patient’s spend and hence a quick treatment helps in less cost for the patient.
Setting a limit on the number of days a patient stays in the hospital also allows all the departments of the organisation to function efficiently and in coordination with each other to make sure the patient’s admission-discharge process is done seamlessly and all concerns are met effectively.
Another speciality at Zoi Hospitals is also the unique method followed to keep a tab on the infection rates in the operation theatres. An operation theatre is like the human body. It also needs some downtime to recharge and clean up.
The theatre rooms at Zoi Hospitals are shut by 10 PM in the night. While they are shut, they undergo fumigation and recharge process that brings down infection rates. In most hospitals, operation theatres are functional 24x7 and hence it is most probable that the infection rates are high.
Emergency cases are taken care of in the operation theatre closer to the casualty so that the main operation theatres can remain shut at night.
Many other uniquely developed methods like the ‘Doctors lounge’ that helps doctors from different departments interact and create more cohesiveness, having one pharmacist at night, instead of two pharmacists increases the workability of the organisation and also reduces unnecessary stocking costs.
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