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Mission Vision Food Services Provided In Hospitals

Mr.Bobby Singh (Managing Director)

Hospital kitchen & cafe company

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Dr. Rajat Mohan

CHAIRMAN Capt. R. K. Bhardwaj, War Veteran

Senior Consultant-Sir Gangaram Hospital

Prof. Dr. A.K. Sood

FOUNDER & CHIEF EDITOR Dr. Pradeep Bhardwaj

Former Executive Director, NBE Dean & Head, NIHFW

EDITOR Dr. Anita Bhardwaj

Sh. Bhikhubhai N. Patel Managing Trustee & Secretary Sardar Patel Education Trust, Anand, Gujarat

EDITORIAL TEAM Sh. Ashish Sharma Sh. Bharat Sharma Sh. Siddhant Sharma Sh. Sanjeev Kumar Sh. Baldev Batra Dr. Bhanu Pratap Singh Ms. Palak Sethi Ms. Tanisha Upriti Sh. Abhishek Shrivastava Sh. Rakesh Kumar

ADG Robin Hibu, IPS Special Commissioner Of Police Delhi Police

P.K. Bhardwaj, IPS Former Spl. CP-Delhi Police

DESIGN Sh. Sanjeev Kumar Sameer Kishore, Udaysim Group

BOARD OF ADVISORS Dr. Kirit P. Solanki

SUBSCRIPTION & CIRCULATIONS Sh. Siddhant Sharma Sh. Baldev Batra

Member of Parliament - Loksabha

Major General Atul Kaushik Chairman-HP-PERC, Govt. of Himachal Pradesh Former Commandent-HAWS

Editorial Correspondence & Circulation Office Six Sigma House, 10A, Sai Baba Enclave, Najafgarh New Delhi-110043, India Email: sixsigmahealthcare@gmail.com Website: www.sixsigmahealth.org Tel No: 011-25324000/4001 Mob No: 9818868727

Prof. (Dr.) ‘Padmashree’ D.S. Rana Chairman-Sir Gangaram Hospital

Prof. (Dr.) M.C. Misra Former Director- AIIMS, Delhi

Air Marshal Pawan Kapoor VSM, FR Director General, Medical Services, Air

Dr. S.P. Byotra Vice Chairman- Sir Gangaram Hospital

Dr. D.R. Rai

Printed and published by Dr. Pradeep Bhardwaj Printed at Polykam Offset, C-138, Naraina Industrial Area, Phase-1, New Delhi-110028. Published at RZL-16A, Shankar Park, Sagarpur West, New Delhi - 110046. Editor: Anita Bhardwaj

Dr. B.C. Roy Award 2017

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The Inside Story 3

Editor's Note

Messages of the Dignitaries

Proud Makers of India Profile

Special Guest's Profile

Jury's Profile

Key Note Speaker's / Speaker's Profile

128

106 News you can use 110

Apathy Of Non Covid Patients During Pandemic Era

113

Tips for Increasing Hospital Profitability

110

120 Consultancy Services-The Turning Point Of Hospital Growth And Innovation 128 Cost of Medical Education

138

138 How Mhealth (Mobile Health) Can Revolutionise The Indian Healthcare Industry 144 Medication Errors An Impact On Healthcare Settings 5

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Maj. General (Retd) Atul Kaushik

Chairperson of the Himachal Pradesh Private Educational Institutions Regulatory Commission (HPPPEIRC)

Maj. General (Retd) Atul Kaushik, Kaushik Niwas Nahan Distt. Sirmaur HP has been appointed as Chairperson of the Himachal Pradesh Private Educational Institutions Regulatory Commission (HPPPEIRC). He will hold the post for a period of three years from the date of his joining or until he attains the age of 65 years, whichever is earlier under Section 4(2) of the Himachal Pradesh Private Educational Institutions (Regulatory Commission) Act, 2010 (Act No 15 of 2011). The Governor Himachal Pradesh on the recommendations of Search Committee, has appointed is pleased to appoint Maj. General (Retd) Atul Kaushik as Chairperson. However his appointment shall be subject to the final outcome of CA No 11290/2013 pending in Honble Supreme Court.

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AWARD

NOMINATION

FORM

16th March, 2022 (Wednesday) New Delhi, INDIA

NOMINEE 'S INFORMATION : (Who will get the Award)

Photo of the person - who will get the Award

31Nominator Sing :

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GENERAL TERMS AND CONDITIONS 1. Eligibility: Participation is open to anyone involved with the healthcare industry, including doctors, hospitals, institutions, government agencies, NGOs, hospital administrators, entrepreneurs and government organizations etc. 2. Number of permissible entries: The maximum number of entries from any individual, group or partnership can be more than one per category (Nominators are required to submit separate Nomination Form with Fee for each category) 3. Incomplete information will NOT be accepted: Entrants must clearly identify the category of submission; otherwise the entry will be disqualified. 4. Nomination deadline: All completed nomination forms must reach the Awards Committee by the due date after which the nomination will not be accepted. (Awards committee is not responsible for any damage to entries/documents or for any postal delays) 5. Acceptance from Nominee's end: The nominee should sign all nominations, only then will the nomination be treated as consented by the nominee. 6. Cancellation or Withdrawal: Withdrawal of any nomination will only be accepted if made in writing and made before the nomination deadline. After the deadline, withdrawals will not be possible and the fee will be forfeited. 7. Acceptance of your nomination(s) : All nominations are subject to acceptance by the organizers. At the sole discretion of the organizer, any nomination may be disqualified or suspended. The organizers reserve the right to reject any nomination for acceptance without giving any reasons. 8. One nomination per form: Every nomination form will carry only one nomination in one specific category. 9. Disputes : All disputes concerning the awards will be liable for settlement in Delhi only.

Nomination fees is `9,500/- per nomination. Jury's decisions will be based solely on the information submitted. No eld trips are planned. Winners will be felicitated at a grand award function on 16th March, 2022 at Hotel Pullman, New Delhi.

The nominees declared winners by the Jury will be intimated by email / post about the result. Each successful Nominee / Winner would have to pay `19500/- (Rupees Nineteen Thousand Five Hundred only) before attending /the Award Function to receive the award. By paying above fee you will also be entitled to attend Six Sigma Leadership Summit 2022 – “Leaders who inspire ” to be held during the Award Function on same day on 16th March, 2022 at New Delhi.

If more than one person would like to come with you / like to attend the award function, they are required to pay additional fee of `5,000/- per person. This will also entitle them to attend the Six Sigma Leadership Summit 2022 – “Leaders who inspire ”, if they desire.

Please sign on the nomination form agreeing to the Terms & Conditions and the Privacy Policy.

Nomination received after due date will not be accepted for review.

SCAN TO PAY Account Name : Six Sigma Star Healthcare Pvt Ltd | Bank & Branch : ICICI Bank, Janakpui, New Delhi Account No.: 008705006693 IFSC CODE : ICIC0000087 | GSTN No : 07AANCS4200J2ZB

Nominations must be submitted as a complete packet to the following address:

Six Sigma Healthcare Excellence Awards Committee:

Six Sigma Star Healthcare Pvt. Ltd. Six Sigma House, 10-A, Phase - I, Sai Baba Enclave, Tehsil Road, Najafgarh, New Delhi - 110043 Mob : +91- 9818868727, 8802222677 Tel : 011-25324000/4001/4111 E-mail : sixsigmahealthcare@gmail.com, sixsigmahealthcareawards@gmail.com FEBRUARY–MARCH 2022 www.sixsigmahealth.org

Fax : 011-25324001 Web : www.sixsigmahealth.org

Region’s No. 1 Multisuper Speciality Hospital

R OYA L S A L U T E T O T H E G R E AT L E G E N DA RY

M E S S AG E S

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M E S S AG E S

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M E S S AG E S

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M E S S AG E S

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M E S S AG E S

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PROUD MAKERS OF INDIA

Captain Yogendra Singh Yadav PVC (Param Vir Chakar)

aptain Yogendra Singh Yadav PVC is a Junior Commissioned Officer (JCO) of the Indian Army, who was awarded the highest Indian military honour, the ParamVir Chakra, for his 4 July 1999 action during the Kargil War. Aged 19 when he received the decoration, he is recorded as the youngest person to ever be awarded the ParamVir Chakra. Yogendra Singh Yadav was born on 10 May 1980 in Aurangabad Ahir village of Sikandrabad, Bulandshahr District, Uttar Pradesh. His father Karan Singh Yadav had served in the Kumaon Regiment, participating in the 1965 and 1971 Indo-Pakistan wars. Yadav joined Indian Army at a very young age of 16 years and 5 months. Yadav, enlisted with 18 Grenadiers, was part of the commando platoon 'Ghatak', tasked to capture three strategic bunkers on Tiger Hill in the early morning hours of 4 July 1999. The bunkers were situated at the top of a vertical, snow-covered, 1000-foot-high cliff face. Yadav, volunteering to lead the assault, climbed the cliff face and installed ropes that would allow further assaults on the feature. Halfway up, an enemy bunker opened up machine gun and rocket fire, killing the platoon commander and two others. In spite of having been hit by multiple bullets in his groin and shoulder, Yadav climbed the remaining 60 feet and reached the top. Though severely injured, he crawled to the first bunker and lobbed a grenade, killing four Pakistani soldiers and neutralizing enemy fire. This gave the rest of the platoon the opportunity to climb up the cliff face. Yadav then charged the second bunker along with two of his fellow soldiers and engaged in hand-to-hand combat, killing four Pakistani soldiers. Overall Yadav was hit by 14 bullets and played a major role in capture of

Tiger hills. The platoon subsequently succeeded in capturing Tiger Hill. The ParamVir Chakra was announced for Yadav posthumously, but it was soon discovered that he was recuperating in a hospital, and it was his namesake that had been slain in the mission. Grenadier Yogender Singh Yadav was part of the leading team of a Ghatak Platoon tasked to capture Tiger Hill on the night of 3/4 July 1999. The approach to the top was steep, snowbound and rocky. Grenadier Yogender Singh Yadav, unmindful of the danger involved, volunteered to lead and fix the rope for his team to climb up. On seeing the team, the enemy opened intense automatic, grenade, rocket and artillery fire killing the Commander and two of his colleagues and the platoon was stalled. Realising the gravity of the situation, Grenadier Yogender Singh Yadav crawled up to the enemy position to silence it and in the process sustained multiple bullet injuries. Unmindful of his injuries and in the hail of enemy bullets, Grenadier Yogender Singh Yadav continued climbing towards the enemy positions, lobbed grenades, continued firing from his weapons and killed four enemy soldiers in close combat and silenced the automatic fire. Despite multiple bullet injuries, he refused to be evacuated and continued the charge. Inspired by his gallant act, the platoon charged on the other positions with renewed punch and captured Tiger Hill Top. Grenadier Yogender Singh Yadav displayed the most conspicuous courage, indomitable gallantry, grit and determination under extreme adverse circumstances.

FEBRUARY–MARCH 2022 www.sixsigmahealth.org

PROUD MAKERS OF INDIA

Capt. Bana Singh (Param Vir Chakar)

ubedar Major and Honorary Captain Bana Singh, PVC (born 6 January 1949) is a retired Indian soldier and a recipient of the nation's highest military award, the ParamVir Chakra. He has held the ranks Naib Subedar, Subedar, Subedar Major and Honorary Captain in the Indian Army. As a Naib Subedar, he led the team which conquered the highest peak in the Siachen area as part of Operation Rajiv. The peak was named as "Bana Post" in his honour. Bana Singh was born into a Sikh family in Kadyal in Jammu and Kashmir on 6 January 1949. His father was a farmer and his uncles were soldiers in the Indian Army. He enrolled in the Indian Army on 6 January 1969 into the 8th Battalion of the Jammu and Kashmir Light Infantry (JAK LI). He was trained at the High Altitude Warfare School in Gulmarg and also at another school at Sonamarg. He was promoted to Naib Subedar from Havildar on 16 October 1985. In 1987, the strategically important Siachen area had been infiltrated by the Pakistani forces. The Pakistanis had captured an important position, which they called "Quaid post" (from Quaid-e-Azam, the title of Muhammad Ali Jinnah). The post was located at a height of 6500 metres on the highest peak in the Siachen Glacier area (the peak was later renamed to "Bana Top" by the Indians, in honour of Bana Singh).

From this feature the Pakistanis could snipe at Indian army positions since the height gave a clear view of the entire Saltoro range and Siachen glacier. The enemy post was virtually an impregnable glacier fortress with ice walls, 457 metres high, on either side. On 18 April 1987, the Pakistanis from Quaid Post fired on the Indian troops at Point Sonam (6,400 m), killing two soldiers. The Indian Army then decided to evict the Pakistanis from the Post. Naib Subedar Bana Singh was posted in Siachen on 20 April 1987, as part of the 8th JAK LI regiment, which was given the task of capturing the Quaid Post. On 29 May, a JAK LI patrol led by Second lieutenant Rajiv Pande made at an unsuccessful attempt of capturing the post, resulting in deaths of 10 Indian soldiers. After a month of preparation, the Indian Army launched a fresh operation to capture the post. This operation, called "Operation Rajiv" in honour of 2/Lt Rajiv Pande, was headed by Major Varinder Singh. On 26 January 1988, Nb Sub Bana Singh was awarded the ParamVir Chakra, the highest wartime gallantry medal in India for his bravery during Operation Rajiv. The peak which he captured was renamed Bana Top in his honour. At the time of the Kargil War, he was the only PVC awardee who was still serving in the Army.

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R OYA L S A L U T E T O T H E G R E AT L E G E N DA RY

General Bipin Rawat PVSM, UYSM, AVSM,YSM, SM, VSM, ADC Chief of Army Staff; Chairman of the Chiefs of Staff Committee

eneral Bipin Rawat, PVSM, UYSM, AVSM, YSM, SM, VSM, ADC is the 27th Chief of Army Staff of the Indian Army. He assumed office on 31 December 2016 after retirement of General Dalbir Singh. He is also the Chairman of the Chiefs of Staff Committee. BipinRawat was born in Pauri, Uttarakhand, India. His family had been serving in the Indian Army for multiple generations, and his father was Lieutenant General Laxman Singh Rawat. Rawat attended Cambrian Hall School, Dehradun, St Edward’s School Shimla, National Defence Academy, Khadakwasla and the Indian Military Academy, Dehradun, where he was awarded the 'Sword of Honour'. He is also a graduate of the Defence Services Staff College, Wellington and the Higher Command Course at the United States Army Command and General Staff College at Fort Leavenworth, Kansas. From his tenure at the DSSC, he has a MPhil in Defence Studies as well as diplomas in Management and Computer Studies from Madras University. In 2011, he was awarded a Doctorate of Philosophy by Chaudhary Charan Singh University, Meerut for his research on military-media strategic studies. Rawat was commissioned into the 5th battalion of 11 Gorkha Rifles on 16 December 1978, the same unit as his father. He has lots of experience in high altitude warfare and spent ten years conducting counter insurgency operations. He commanded a company in Uri, Jammu and Kashmir, an infantry battalion in the Eastern sector along the Line of Actual Control at Kibithu, 5 Sector of Rashtriya Rifles (Sopore) as brigade commander, 19 Infantry Division (Uri), III Corps (Dimapur) and was General Officer Commanding-in-Chief (GOC-C) Southern Command (Pune). He also held staff assignments which included an instructional tenure at the Indian Military Academy

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(Dehradun), General Staff Officer Grade 2 at the Military Operations Directorate, logistics staff officer of a Re-organised Army Plains Infantry Division (RAPID) in central India, Colonel Military Secretary and Deputy Military Secretary in the Military Secretary’s Branch and Senior Instructor in the Junior Command Wing. He also commanded MONUSCO (a multinational brigade in a Chapter VII mission in the Democratic Republic of the Congo) where he was twice awarded the Force Commander’s Commendation. During his career span of 37 years, he has been awarded for gallantry and distinguished service with the UYSM in 2013, AVSM, YSM, SM, VSM, COAS Commendation on two occasions and the Army Commander’s Commendation. Rawat assumed the post of GOC-in-C Southern Command on 1 January 2016 and assumed the post of Vice Chief of Army Staff on 1 September 2016. On 17 December 2016, the Government of India designated him as the 27th Chief of the Army Staff, superseding two more senior Lieutenant Generals, Praveen Bakshi and PattiarimalMohamadaliHariz.[22] He is the fourth officer from the Gorkha Brigade to become the Chief of the Army Staff. He is also the honorary General of Nepalese Army as it has been a tradition between the Indian and Nepali armies to confer the honorary top rank on each other's chiefs to signify their close and special military ties. While commanding MONUSCO (a Multinational Brigade in a Chapter VII mission in the Democratic Republic of the Congo), Rawat had a truly outstanding tour. Within two weeks of deployment in the DRC, the Brigade faced a major offensive in the east which threatened not only the regional capital of North Kivu, Goma, but stability across the country as a whole. The situation demanded a rapid response and North Kivu Brigade was reinforced, where it was responsible for over 7,000 men and women, representing nearly half of the total MONUSCO force. Whilst simultaneously engaged in offensive kinetic operations against the CNDP and other armed groups, Rawat (then Brigadier) carried out tactical support to the Congolese Army (FARDC), sensitization programmes with the local population and detailed coordination to ensure that all were informed about the situation and worked together in prosecuting operations whilst trying to protect the vulnerable population. This hectic period of operational tempo lasted a full four months and during this time Rawat, his headquarters and his international Brigade, were tested to the full, across the operational spectrum. His personal leadership, courage and experience were pivotal to the success that the Brigade achieved. Goma never fell, the East stabilized and the main armed group was motivated to the negotiating table and has since been integrated into the FARDC. He was also tasked to present the Revised Charter of Peace Enforcement to the Special Representatives of the Secretary General and Force Commanders of all the UN missions in a special conference at Wilton Park, London on 16 May 2009.In June 2015, eighteen Indian soldiers were killed in an ambush by militants belonging to the United Liberation Front of Western South East Asia (UNLFW) in Manipur. The Indian Army responded with cross-border strikes in which units of the 21st battalion of the Parachute Regiment struck an NSCN-K base in Myanmar. 21 Para was under the operational control of the Dimapur based III Corps, which was then commanded by Rawat. SSHC

SPECIAL GUESTS & GUEST OF HONOURS

Dr. Kirit Premjibhai Solanki Member Of Parliament: Ahmedabad West, Gujarat; Chairman: Parliamentary Committee, Welfare of Scheduled Castes& Scheduled Tribes

1. 2. 3. 4.

Speaker (penal)- 17th Loksabha CHAIRMANof Parliamentary Committee on the Welfare of SC/ST Socio Medical Relief” Dr. B.C.Roy National Award” for the year 2017 Number One Most Impressive MP in Asia Post Survey (Fem India Magazine) 2018 & 2019

Constituency Party Name Email Address

com Date Of Birth Marital Status Highest Qualification Educational & Professional

: Ahmedabad West (SC) -Gujarat : Bharatiya Janata Party (BJP) : twitter.com/drkiritsolanki facebook.com/kirit.solanki (i) sansadkiritsolanki@gmail.com (ii) drkiritsolanki@yahoo.co.in (iii) ahmedabadwestmp@gmail. : : : :

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17/06/1950 Married Professional Post Graduate M.B.B.S., M.S. and F.I.C.S Educated at Qualification (i) Smt. N.H.L. Municipal Medical College and K.M. School of Post Graduate. Medicine and Research,

Sheth V.S. General Hospital, Ahmedabad. (ii) B. J. Medical College and Civil Hospital, Ahmedabad. And (iii) Fellow of International College of Surgeon Profession : Medical Practitioner, & Professor of Surgery, GCS Medical College, Hospital & Research Centre, Ahmedabad Former Head Of Dept. & Hon. Chief Laparoscopic Surgeon, Dept. Of MinimalAccess Surgery, Sheth V.S.Gen. Hospital. 15th Lok Sabha Member : Standing Committee : Industries Of Committee Consulttive Committee : Food Processing Industries Rajghat Samadhi Committee Committee on Welfare of SC/ST Indian Nursing Council & ICMR 16th Lok Sabha Member : Standing Committee for the Ministry for Finance of Committee Petroleum & Natural Gas. Welfare Of SC/ST Forum of Parliamentarians on HIV/AIDS(FPA) IPU’s Advisory Group on HIV/AIDS & Maternal, Newborn and Child Health. Indian Nursing Council 17th Lok Sabha : Speaker (Penal) Loksabha Chairman - Parliamentary committee on welfare SC/ST Permanent Address : 11-12,’Chirag Banglow”, Kirtan Society, Near. 13 Ft. Ring Road, Ranip Cross Road, Ahmedabad New Delhi Address : 12-A Winsdor Palace, Opp. le meridian , Ashoka Raod, New Delhi -110001, Office Address : Pandit Din Dayal Bhavan Ground Floor, J.P.Chowk, Khanpur, Ahmedabad. Telephone : Tel(Fax)No.079- 25502229 09925004644(M), 09013180144 (ND (M)) SSHC

SPECIAL GUESTS & GUEST OF HONOUR

Loksabha in 2014, and 17th Loksabha in 2019. Later, Thakur was appointed the president of the All India Bharatiya Janata YuvaMorcha. He was honoured with the Sansad Ratna Award in 2019 for outstanding performance in the 16th Lok Sabha. In May 2019, Thakur became Minister of State for Finance and Corporate Affairs.

Anurag Singh Thakur

Minister of Sports, Youth Affairs & Minister of Information & Broadcasting

nurag Singh Thakur (born 24 October 1974) is a member of the Lower House of Parliament in India from Hamirpur in Himachal Pradesh, and also serves as a Minister of State for Finance and Corporate Affairs. Anurag Singh Thakur is the current Minister of Sports, Youth Affairs and Minister of Information and Broadcasting in the second Modi Ministry. He is the son of Prem Kumar Dhumal, the former Chief Minister of Himachal Pradesh. He was first elected to the Lok Sabha in May 2008 in a by poll as a candidate of the Bharatiya Janata Party. He is a four time MP, being a member of 14th, 15th, 16th, and 17th Lok Sabha. He was awarded the SansadRatna Award in 2019. He was the President of the Board of Control for Cricket in India (BCCI) from May 2016 to February 2017 He was sacked from his position of BCCI president after the Supreme Court ordered him to cease and desist works within BCCI. On 29 July 2016, he became the first serving BJP Member of Parliament to become a regular commissioned Officer in the Territorial Army. In May 2008, Thakur succeeded his father when he was elected as Member of Parliament of India's 14th Lok Sabha from Hamirpur constituency. He was re-elected to the 15th Lok Sabha in 2009, 16th

FEBRUARY–MARCH 2022 www.sixsigmahealth.org

Anurag thakur played a Ranji Trophy match against Jammu & Kashmir in November 2000 when he was the president of HPCA and appointed himself as the chairman of selectors of HPCA Ranji trophy cricket team. He has assisted in the creation of the International Level Cricket Stadium at Dharamshala, Himachal Pradesh. He has played one match in first-class cricket representing Himachal Pradesh and leading the team as captain in a match against Jammu and Kashmir in the 2000/2001 season. Jammu and Kashmir won by 4 wickets. He was the President of the Board of Control for Cricket in India (BCCI) until Supreme Court of India sacked Anurag Thakur as president on 02/01/2017. Early on in his administrative tenure, he gained fame for possibly being the first cricketer to have made his first-class debut after taking over as the president of the state cricket association in July 2000. This debut was his one and only first-class cricket match. This experience in first-class cricket enabled his induction into the BCCI national junior selection committee, satisfying the condition that only first-class players could be national selectors. Thakur has continued to rise up the ranks to the position of Secretary for BCCI. On 22 May 2016, Thakur became the president of BCCI, and in January 2017, he was removed from the post by the Supreme Court, Supreme Court also initiated perjury & Contempt of Court proceedings against him that later dropped when he tendered unconditional apology. Thakur is also the Founder of the Honour Our Women (HOW) Foundation, an initiative that works for creating social awareness about women's issues, safety and empowerment through seminars, street plays and involvement of various civil society stakeholders, celebrities, journalists and parliamentarians. SSHC

SPECIAL GUESTS & GUEST OF HONOURS

He is currently indulged in social activities for social cohesiveness and upliftment of poor people in the society. He is also the secretary of Jat education society Rohtak. He is also the member of managing committe of DAV education society, Hasangarh, Harayana

Bhupinder Singh Hooda Former Chief Minister of Haryana Present Profession: Agriculture and Politics

hupinder Singh Hooda (born 15 September 1947) is an Indian National Congress politician who is the current Leader of the Opposition in Haryana Legislative Assembly. He also served as the Chief Minister of Haryana from 2005 to 2014. When he began a second term in October 2009 after leading the Congress to an election victory, it was the first time since 1972 that a Haryana electorate returned a ruling party back to power. Hooda is also a Member of the Bar Council of Punjab and Haryana. In 2010, Indian Prime Minister Manmohan Singh constituted the Working Group on Agriculture Production under Hooda's chairmanship to recommend strategies and action plan for increasing agricultural production and productivity, including long-term policies to ensure sustained agricultural growth. Bhupinder Singh Hooda was born to Chaudhary Ranbir Singh Hooda and Har Devi Hooda at the Sanghi village in Rohtak district of Haryana. His father Ranbir Singh Hooda was a renowned freedom fighter. He is an alumnus of Sainik School, Balachadi, Jamnagar, Gujarat. He did his B.A., LL.B. was educated at Panjab University, Chandigarh and the University of Delhi. He started his political career from Youth Congress.

FEBRUARY–MARCH 2022 www.sixsigmahealth.org

Chaudhary Bhupinder Singh Hooda was elected as a Member of parliament from RohtakLok Sabha segment for four terms in 1991, 1996, 1998, 2004. He also remained the Leader of Opposition in Haryana's Legislative Assembly from 2001 to 2004. He also served as the President of HPCC (Haryana Pradesh Congress Committee) from 1996 to 2001. In three consecutive Lok Sabha elections of 1991, 96 & 98, he defeated Ch. Devi Lal in electoral battles fought in the Jat heartland of Rohtak in Haryana. He attended international Conferences like World Youth Festival in USSR, World Parliamentary Conference in China, International Conference in USSR as a delegate of AICC and OISCA and International Conferences in Japan and South Korea. He is also President, All India Young Farmers' Association, Haryana ; Ex-Member, Market Committee, Rohtak; Director, Bank of India, 1989–92; Secretary, Farmers' Parliamentary Forum, 1991 onwards; FounderMember and Working President of All India Freedom Fighters' Successors' Organisation; Working President, National Federation Railway Porters, Vendors and Bearers. Elected as a President for the Khadi & Village Industries Commission Employees Union & Patron for the National Khadi & Village Industries Board's Employees Federation – an apex body of all State K&V.I Board's Employees Unions. To encourage youngsters to pick up Olympic sports, Hooda announced a cash award of Rs 25 million for the state athletes who would win gold medal in any discipline at the London Games. Cash prize money of Rs 15 million and Rs 10 million for silver and bronze medal winners has also been announced. Hooda has come under the scanner of the CBI for alleged misappropriation of funds and scams. In 2019, CBI’s preliminary inquiry (PE) has revealed that Hooda and TC Gupta, a 1987 batch IAS officer and the then head of the town and planning department, allegedly hatched a criminal conspiracy with private builders to deliberately notify huge chunks of land in various sectors of Gurgaon for acquisition for public purpose. This led to the landowners selling their lands at throwaway prices to private builders. But the government ended up actually acquiring only a small proportion of these notified land tracts. SSHC

SPECIAL GUESTS & GUEST OF HONOUR

Rajsamvad, Jaipur, Alwar&Shriganganagar districts of Rajasthan.

Arjun Ram Meghwal Minister of State for Parliamentary Affairs; and Culture in the second Modi Ministry

member of the Bhartiya Janta Party, Arjun Ram Meghwal formerly served as Chief Whip and Minister of State for heavy industries and public enterprises. He has been elected to the 15th and 16th LokSabhas (terms of the lower house of the Parliament of India) from Bikaner constituency, in 2009 and 2014. He was awarded the Best Parliamentarian Award in 2013. Mr. Meghwal doesn't use the car provided by the government in commuting for work. Instead, he uses his push-bike as a local transport mode. After completing graduation in Law in the year 1977 and post-graduation in Arts in the year 1979 as a regular student, In 1982, he qualified the RAS Exams and got elected for the Rajasthan UdhyogSeva. He was appointed as Assistant Director in the JilaUdhyog Kendra, and worked as the General Manager of JilaUdhyog Kendra of Jhunjhnu, Dhaulpur,

FEBRUARY–MARCH 2022 www.sixsigmahealth.org

In the year 1994, he was appointed as the Officer on Special Duty (OSD) to the Mr. HarishankarBhabda, then Deputy Chief Minister of Rajasthan. While working as OSD to Dy. CM, he was also having charge of General Manager of JilaUdhyog Kendra, Jaipur. In the same year, he was elected as the State President for Rajasthan UdhyogSevaParisad. Then, he was appointed as Additional Collector (Development) in Barmer. Later on, he won the election of General Secretary for Dr.Ambedkar Memorial Welfare Society, Rajasthan. He was promoted as IAS officer of 1999 batch in Rajasthan cadre & worked on many administrative posts like Deputy Secretary, Technical Education; Special Secretary, Higher Education; Managing Director, Rajasthan LaghuUdhyog Nigam Limited; Additional Commissioner; Commercial Tax Department; District Collector and District Magistrate, Churu. He took voluntary retirement from the Indian Administrative Service in order to join politics. In the year 2009, he got elected as the Member of Parliament representing the Bhartiya Janata Party from Bikaner Constituency. On 2 June 2009, took oath as the Member of Parliament in Lok Sabha. In general election 2014, he got reelected from the Bikaner Constituency for 16th Lok Sabha. During his 2nd term as an MP, he was Chief Whip of BhartiyaJanta Party in Lok Sabha. Speaker of Lok Sabha also nominated him as the Chairman of House Committee, Lok Sabha. In May 2019, Meghwal became Minister of State for Parliamentary Affairs and Heavy Industries and Public Enterprises. SSHC

SPECIAL GUESTS & GUEST OF HONOUR

the previous AAP Government. Jain is an architect by profession.

Satyendar Kumar Jain Cabinet Minister-Health, Industries, Power, PWD, Home & Urban Developement, Govt. of Delhi

atyendar Kumar Jain is a Cabinet Minister in the Government of Delhi and is a politician from AamAadmi Party. He is currently in his third term as Delhi's Health Minister. He is one of the seven Cabinet Ministers in the Government of Delhi led by Arvind Kejriwal. His portfolio includes Health, Industries, Home, Public Work Department, Power, Urban Development, Transport. He is currently in his second term as Delhi Health Minister, having previously served as Health and Industries Minister from 28 December 2013 to 14 February 2014 in

FEBRUARY–MARCH 2022 www.sixsigmahealth.org

Satyendar Kumar Jain began his foray into politics after becoming involved with Anna Hazare’s movement against corruption. Prior to his involvement with politics Jain worked at the Central Public Works Department (CPWD), later quitting the job to set up an architectural consultancy firm. Jain has also been involved in work with social welfare organizations; he has been involved with Drishti, an organization working to help the visually impaired and Sparsh, an organization working to the dedicated to the empowerment and welfare of the physically & mentally challenged. Recently the Shunglu Committee report accused Mr. Jain of Nepotism and Procedural misconduct. CBI investigated his hiring of his daughter to help support AAP's healthcare initiative, AAP has called this harassment by CBI to derail development in the sector. CBI relented and closed the case as it discovered that his daughter worked for free and did not use any government resources. Satyendar Jain lived with his family in SaraswatiVihar in North West Delhi and now in a government bungalow in Civil lines. Jains father a retired teacher, moved to Delhi after Jains birth from his hometown Kirthal in Baghpat tehsil, in the state of Uttar Pradesh. SSHC

Accreditation Programmes Available Centre for Accreditation of Health and Social Care (CAHSC) • Assisted Reproductive Technology (ART) including IVF Centres Accreditation Programme • Home Health Care Accreditation Programme • Dialysis Centres Accreditation Programme • Green Health Care Facility Accreditation Programme • Healthcare Facility Certification Programme • WHO Patient Safety Friendly Hospital Standards Certification Programme • Primary Care Clinic Accreditation Programme • Ambulatory Care Facility Accreditation Programme • Recognition Programme for Telemedicine Practitioners • Accreditation Programme for Telehealth • Accreditation for Emergency Department • Accreditation Programme for Hotels and Home Stays

Centre for Laboratory Accreditation (CLA) • Medical Laboratory (ISO 15189) Accreditation Programme • Testing Laboratory (ISO/IEC 17025) Accreditation Programme including food, forensic and veterinary testing labs • QAI Recognition for Medical Laboratory (Basic, Medium and Advance) (Based on the requirements prescribed in Gazette Notification G.S.R.468 (E) dated 18 May 2018 and related amendment dated 14 Feb 2020 by Ministry of Health and Family Welfare, Government of India related to Clinical Establishments (Central Government) Rules, 2012) • Biobanking (ISO 20387) Accreditation Programme

QAI Accreditation Mark

J U RY & A DV I S O RY B OA R D

B. N. Patel Managing Trustee & Secretary Sardar Education Trust

Managing Trustee & EDUCATION TRUST

Secretary,

Anand Member, Governing UNIVERSITY, AHEMEDABAD

SARDAR

Board,

Joint Secretary, SOCIETY FOR HIGHER EDUCATIONAL INSTITUTIONS, Ahmedabad

GLS

Chairperson, INDIAN PIERRE DE COUBERTIN ASSOCIATION, India

Secretary General, GLOBAL SPORTS FEDERATION (UNOSDP), UNITED NATIONS

President, WORLD SCHOOL SPORTS CLUB ALLIANCE

Chairman, NRG CENTRE, Gujarat State NonResident Guajarati Foundation, Govt of Guj

Awards and Achievements: SARDAR PATEL AWARD – 2013 in the field of “Academic Leadership” (SardarVallabhbhai Patel Foundation)

Member, Advisory Board, SIX HEALTHCARE GROUP, NEW DELHI

SIGMA

President, GUJARAT TOBACCO MERCHANTS & GROWERS ASSOCIATION Chairman, Core Committee, SENIOR CITIZEN FEDERATION, Gujarat Region

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SALUTE INDIA NRI AWARD - 2016 (Global Gujarati Foundation – RAA Positive Media) LIONS SATABDI AWARD 2016-17 (LIONS CLUBS INTERNATIONAL – Dist. 323 F1) NATIONAL EDUCATION EXCELLENCE

B. N. Patel Institute of Paramedical and Science (Paramedical Division) B. N. Patel College of Physiotherapy Managed by Sardar Patel Education Trust, Anand (Gujarat) (India) (2(f) and 12B Recognition by UGC)

Afﬁliated to Sardar Patel University, Vallabh Vidyanagar Faculty of Medicine

B.Sc. in Medical Technology • • • •

B.Sc. in Operation Theatre & Anaesthesia Technology B.Sc. in Renal Dialysis Technology B.Sc. in Clinical Lab Technology B.Sc. in Imaging Technology

Faculty of Medicine

• B.Sc. Physician Assistant • Bachelor of Optometry • Bachelor of Physiotherapy Faculty of Medicine

M.Sc. in Medical Technology • M.Sc. in Clinical Lab Technology Faculty of Medicine

Post Graduate Diploma Courses

Clinical Facilities • Dialysis Unit • X-Ray and Mammography • Physiotherapy OPD • Eye OPD • Aapnu Family Clinic - Medical OPD

• P.G Diploma in Hospital Management • P.G. Diploma in Dialysis Technology • Diploma in Medical Lab Technology

Sardar Patel Education Trust (www.spet69anand.org) Sardar Patel Education Trust (SPET), Anand, Gujarat (India) established in the year 1969 is the registered public trust catering to the need of the society through 16 education institutes under its umbrella. It offers courses from kindergarden to Post Graduate and also Doctoral Research in various subjects to the aspiring youth of the nation. This year Trust has completed 50 years of Passion, Shri Bhikhubhai N. Patel Innovation and celebrating as a Golden Jubilee year. Total 16,000 students are (Managing Trustee & Secretary) SPET studying in the various institute of SPET. N.S. Patel Arts College Circle, Anand (Gujarat) (India) – 388001, Phone No.: (02692) 250432, Mo. No.: 9574734450,

Website: www.bnparamedical.org.in, Email: bnparamedical@yahoo.com

J U RY & A DV I S O RY B OA R D

Dr. Rajat Mohan Senior Consultant, Cardiology, Sir Gagaram Hospital, Delhi

Objective : to help and serve mankind in the field of cardiology with my experience in the field and also to set new bench marks in all the projects i under take Professional experience • Senior consultant interventional cardiology at sir ganga ram hospital • Director non invasive cardiology at sir ganga ram hospital and have conducted approx 1 lakh non invasive procedures • Examiner for dnb cardiology • Member selection board for dnb • Refree for selection of papers for cardiological society of india • Thesis guide for dnb • Zonal medical refree for life insurance corporation of india. • Post doctoral student at lps institute of cardiology kanpur from february 92’ to january 94’ • Resident cardiologist at escorts heart institute new delhi from may 90’ to dec91’ • Resident physician at gtb hospital and university college of medical sciences new delhi from oct.88’ To may 90 • Resident physician at pgi rohtak from april 1986 to june 1988 Social activities • Involved with various non government organasations (ngo) with the aim of helping the poor and needy by providng door step cardiac care • Conducted cardiac camp at rajinder nagar new delhi in association with residents welfare association in nov 2010 • Cardiac camp at west patel nagar in association with bharat vikas parishad in august 2010 • Cardiac camp at dwarka in july 2010 • Cardiac camp at dwarka in january 2009 • Cardiac camp at roorkee, uttranchal in association with innerwheel club • Cardiac camp at rampur, up in association with lions club • Cardiac camp at moradabad in association with lions club • Public lectures concerning preventive cardiology at west patel nagar in august 2010

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• Public lecture concerning preventive cardiology at rajinder nagar in november 2010 Education • Dm cardiology from lps institute of cardiology in 1994 • Md medicine from pgi rohtak in 1988 • Mbbs from punjabi university patiala in 1984 Research • “Drug treatment of cardiac arrhythmias,” published as a review article in indian journal of medicine and cardiology issue february 92’. • M.D.Internal medicine thesis “autonomic function tests in case of chronic severe anemia “published as a research paper in japi in july 89’. • Initiated a research into clinical benefits and histological changes in idiopathic congestive cardiomyopathy after treatment with ayruvedic drug “arjun risht”. • Involved in project on psychiatric manifestations following acute myocardial infarction in rural indian population.’ • Initated a project on symptomatic and echocardiographic benefits following redo closed mitral valvutomy. Chairs and invited lectures • Delivered guest lecture on management of sudden onset dyspnea of pregnancy at narchi meeting at lady hardinge medical college in sept 2010 Leadership Administrative director of non invasive cardiology at sir ganga ram hospital since 1998. Awards • FCSI (fellowship of cardiological society of india) • Best graduate during mbbs (1979-1984) • Gold medals in medicine and surgery Life membership • Association of physicians of india • Cardiological society of india. • Indian society of echocardiography

J U RY & A DV I S O RY B OA R D

Dr. S. P. Byotra Vice Chairman Emeritus Consultant, Sir Ganga Ram Hospital

• Long Service Award in 2005 by Sir Ganga Ram Hospital in recognition of 20 years of service to the Hospital.

QUALIFICATIONS MBBS :1971, Government Medical College, Srinagar, Jammu & Kashmir MD : 1975, University of Delhi Registration No. : DMC 2622

• Long Service Award in 2010 by Sir Ganga Ram Hospital in recognition of 25 years of service to the Hospital. • Best Academician Award of the Year 2014. • Life Time Achievement Award by ALUMNI Association of Medical College Srinagar 2015.

PRESENT • Chairman, Department of Medicine Sir Ganga Ram Hospital, Rajinder Nagar, New Delhi 110060 • Vice Chairman, Board of Management, Sir Ganga Ram Hospital Rajinder Nagar, New Delhi 110060

BOOKS & CHAPTERS • Resident Manual for the Post Graduate Students • Interesting cases • Drug Prescription – A chapter in Principles & Practice of Geriatric Medicine • Year Book of Microbiology

MEMBER • Member, Board of Management • Chairman, Stationery Forms Publication Committee • Chairman, AMC Committee (Medical) • Member, Selection Committee (Medical) • Member, Selection Committee (Non-Medical) • Member, Outsource Facilities Negotiation Committee • Member, Quality Management Committee • Member, Internal Audit Committee • Member, Purchase Committee • Member, Investment Committee • Member, Building Committee • Member, Drug Committee • Organizer for various hospital functions i.e. New Year, Founders Day, Orations, all medical conferences • Chairman, Entertainment Committee Vedic Convention 2003, New Delhi • Member, Academic Committee

SOCIAL & CHARITABLE ACTIVITIES • Running free charitable clinic at Kirti Nagar since 1982 including Laboratory and ECG • Organizing free Eye Camps and Cataract Surgery for the poor people of society for the last 27 years. • Taking care of Orphaned Children at Shikarpur Village, Delhi. • Organizing various Health Check up Camps in and around Delhi. PROFESSIONAL ACHIEVEMENTS • Director Laboratories – Sir Ganga Ram Hospital • Professor of Medicine : Ganga Ram Institute of Post Graduate Medical & Education Research • Examiner for Post Graduate (DNB) for General Medicine and Family Medicine in India • Member of Inspection Team for Accreditation of DNB in India • Organizing Medicine Update at Sir Ganga Ram Hospital since 28 years for Department of Medicine.

PUBLICATION Over 25 publications in National and International Journals AWARDS FEBRUARY–MARCH 2022 www.sixsigmahealth.org

Shri. S. L. Nasa Registrar, Delhi Pharmacy Council Professor, DIPSAR/Jamia Hamdard

SL Nasa is the registrar with the Delhi Pharmacy Council. He is a person of great respect in the Pharmacy profession. He has done many changes in Pharmaceutical sciences. He is also an Associate & Honorary professor with Delhi Institute of Pharmaceutical Sciences and Research University. Sh. SL Nasa is also on the board of many pharmacy institutions, universities, and other healthcare organizations. He is the true ambassador and leader of the pharmacy. Nowadays, He is benchmarking the best practices at IHPA, Six Sigma, and DIPSAR.

FEBRUARY–MARCH 2022 www.sixsigmahealth.org

J U RY & A DV I S O RY B OA R D

ADG Robin Hibu (IPS) IP, Special Commissioner of Police

MEDALS: President of India i. President of India Police Medal for Meritorious Services, 2010 ii. President of India Police Medal for Distinguished Services, 2017 State Gold Medals i. Gold Medal for Arunachal Pradesh for Meritorious Services, 2003 ii. Gold Medal for Arunachal Pradesh for Distinguished Services, 2009 United Nation Medal i. UN Peace Medal for Meritorious Services in Bosnia, 1997 ii. UN Peace Medal forDistinguished Services Kosovo, 1999 EXPERIENCE: India i. Assistant Commissioner of Delhi Police ii. District Superintendent of Police, Arunachal Pradesh iii. Deputy Commissioner of Delhi Police iv. Dy. Inspector General of Police, Eastern Range v. Inspector General of Police, Arunachal Pradesh vi. Joint Commissioner of Delhi Police, SPUNER/SPUWAC/ Operations/Trainings vii. Nodal Officer for North East People, Delhi viii. Joint Commissioner of Delhi Police, RashtrapatiBhavan ix. Special Commissioner of Delhi Police

UN Mission Job Experience i. Commander: UN Police, District Gjilan, (Former Yugoslavia), Kosovo. ii. Monitor UN mission, Doboj, Bosnia, (Former Yugoslavia). CIVIL SERVICE AWARD FOR SOCIAL SERVICES: i. SamajikRatanPuraskar- 2007 ii. National Gaurav Award- 2006 by Delhi News Agency iii. Angel Award 2016 by K.S Nite. iv. Best IPS Officer Award- 2017 by Newspaper Association of India v. Guru kaLadla Award2017 by BhartiyaSamajSewak Sang Delhi vi. UdbhavSaanskritikSammaan2017 by UDBHAV vii. Social Work for Minorities Award- by Delhi MinoritiesCommissioner viii. Iconic Award- 2018 by Balaji Media House ix. Sardar Patel Puraskar- 2018 by Sardar Patel SodhAivamSevaSansthan x. Ambassador for Peace Award- 2018 by North East MP’s Forum xi. Peacemaker Bravery Award- 2018 by Peacemaker Ltd.

FEBRUARY–MARCH 2022 www.sixsigmahealth.org

KE Y NOTE SPE AKERS / SPE AKERS

KEY NOTE SPEAKERS

Prof. Dr. Randeep Guleria Director AIIMS

SPEAKERS

Air marshal Dr. Pawan Kapoor VSM, FMR, Director General, Medical Services-Air

Prof. Dr. D. S. Rana Chairman, SGRH, Delhi

Prof. Dr. M. C. Misra Former Director, AIIMS, Delhi

Prof. Dr. Shakti Gupta Director, AIIMS, Jammu

Dr. Naresh Trehan CMD, Medanta–The Medicity

Dr. Pradeep Bhardwaj CEO, Six Sigma Healthcare New Delhi

Dr. D. R. Rai Dr.B.C. Roy Award Former Vice President Indian Medical Association

Dr. Dharminder Nagar Managing Director & CEO Paras Group of Hospitals

FEBRUARY–MARCH 2022 www.sixsigmahealth.org

K E Y N OT E S P E A K E R

Prof. Dr. Randeep Guleria Director-AIIMS, New Delhi

r.Randeep Guleria is an Indian pulmonologist and the current director of the All India Institute of Medical Sciences, credited with the establishment of India's first centre for pulmonary medicines and sleep disorders at AIIMS. He is the part of India's covid-19 response. He was honoured by the Government of India in 2015 with Padma Shri, the fourth highest Indian civilian award. He is an alumnus of St. Columba's School, Delhi. He is the present director of All India Institute of Medical Sciences, New Delhi. RandeepGuleria did his medical studies at the Post Graduate Institute of Medical Education and Research (PGIMER) Chandigarh, from where he secured his MD in general medicine and DM in pulmonary medicine. He joined the All India Institute of Medical Sciences and rose in ranks to become a professor and the head of the department of

FEBRUARY–MARCH 2022 www.sixsigmahealth.org

Pulmonology and Sleep Disorders. He is associated with the World Health Organization (WHO) as a member of its Scientific Advisory Group of Experts (SAGE) on immunization and influenza vaccination. He is a life member of the Association of Physicians of India, Indian Chest Society and the National College of Chest Physicians of India. He also serves as a consultant to International Atomic Energy Agency (IAEA), Vienna on issued related to radiation protection. Guleria is the personal physician to Atal Bihari Vajpayee, former Prime Minister of India since 1998 and is credited with research on pulmonary diseases. His research findings have been recorded by way of 36 book chapters and 268 articles; ResearchGate, an online knowledge repository has published 117 of them. He is credited with efforts in establishing a centre for respiratory

diseases and sleep medicine at AIIMS, which is reported to be a first in India. He is a recipient of Raj Nanda Pulmonary Disease Fellowship from Raj Nanda Trust and the Royal College of Physicians, UK and is an elected fellow (2011) of the National Academy of Medical Sciences (NAMS). He sits on the editorial boards of a number of medical journals such as the Indian Journal of Chest Diseases, Lung India, Journal of American Medical Association and Chest India. Randeep Guleria was included by the Government of India in the 2015 Republic Day honours list for the civilian award of Padma Shri. He lives in Delhi, adjacent to the AIIMS campus. He has been awarded the prestigious Dr. B C Roy National Awards for the year 2014, under eminent medical person category by the Medical Council of India. SSHC

MEDLIN INSTALLATIONS

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OUR CORE STRENGTH • No compromise with Specified norms/Product Quality and committed service, which lead us to our Team motto – Customer Satisfaction. • We have trained our installation Teams for step wise working to produce a trouble free & aesthetic installation. • Our scheduled preventive maintenance avoids breakdowns of the life supporting systems at our projects. • Our experienced & committed WORKERS, who are well known to their responsibility to serve the healthcare takers at the earliest possible for optimum use of the technology available. • Our esteemed CUSTOMERS, who genuinely recognize and pass a good word about us, which enhances our installation base and subsequently our turnover.

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KEY NOTE SPEAKER

Major HPS Ahluwalia Chairman Indian Spinal Injuries Centre, Delhi

TURNING ADVERSITY TO OPPORTUNITY He has written thirteen books which includes his autobiography “Higher than Everest”, which ran into several editions and languages. He has also produced an award-wining serial, ‘Beyond Himalaya’, which has been telecast all over the world on Discovery and National Geographic channels.

FEBRUARY–MARCH 2022 www.sixsigmahealth.org

ajor HPS Ahluwalia, during his distinguished career has made immense contributions in the fields of adventure, sports, environment, disability and social work. Following his advance training at the Himalayan Mountaineering Institute, Darjeeling, he climbed extensively in Sikkim, Nepal and later climbed Mount Everest in 1965. During the 1965 Indo- Pak war, he suffered bullet injury which resulted in his confinement to a wheeled chair. After treatment at Stoke Mandeville Hospital, he continued to pursue his love for adventure by organizing pioneering events such as the first Ski Expedition to Mt. Trisul, the first Trans-Himalaya Motor Expedition (1983), and the Central Asia Cultural Expedition (1994) following the Silk & Marco Polo’s Route through Uzbekistan, Kirghistan, Kazaghistan entering China in Asian City of Kashgar, Yarkhand and returned via Tibet and Khathmandu. He has written thirteen books which

includes his autobiography “Higher than Everest”, which ran into several editions and languages. He has also produced an awardwining serial, ‘Beyond Himalaya’, which has been telecast all over the world on Discovery and National Geographic channels. Realizing the needs of persons with spinal injury, Major Ahluwalia with the support of his friends, set up Indian Spinal Injuries Centre in Vasant Kunj, New Delhi. Today, the Indian Spinal Injuries Centre is a landmark healthcare institute at par with the best in the world. In recognition of his outstanding achievements, he received various awards like Arjuna Award, Padma Shri, National Award for the Welfare of People with Disabilities, Padma Bhushan, Tenzing Norgay National Adventure award for lifetime Achievement, Order of the Khalsa (Nishan-e- Khalsa) Tercentenary of the Birth of Khalsa and World Health Initiative for Peace Award,. SSHC

KEY NOTE SPEAKER

Dr.Naresh Trehan

CMD, Medanta-The Medicity

Trehan was the founder, executive director and chief cardiovascular surgeon of Escorts Heart Institute and Research Center (EHIRC), which opened on Okhla Road, Delhi in 1988

FEBRUARY–MARCH 2022 www.sixsigmahealth.org

r.Naresh Trehan serves as the Chairman and Managing Director and Chief Cardiac Surgeon of Medanta Medi city. He is a Great Indian cardiovascular and cardiothoracic surgeon. After graduating from King George Medical College, Lucknow, India, he went on to practice at New York University Medical Center Manhattan USA from 1971 to 1988. He returned to India and started Escorts Heart Institute and Research Centre. He serves as the chairman and managing director and chief cardiac surgeon of MedantaTM-The Medicity. He has served as personal surgeon to the President of India since 1991, has received numerous awards, including the Padma Shri, Padma Bhushan, Lal Bahadur Shastri National Award and Dr. B. C. Roy Award. In 1963 Dr.Trehan got admission in King George's Medical College in Lucknow. In November 1969 he moved to USA and became a first-year resident at the Thomas Jefferson

University Hospital in Philadelphia. Trehan was the founder, executive director and chief cardiovascular surgeon of Escorts Heart Institute and Research Center (EHIRC), which opened on Okhla Road, Delhi in 1988. Presently, Trehan is the Founder Chairman of Medanta - The Medicity one of the largest multi-specialty hospital at Gurgaon, Haryana established in 2009. Trehan has been president of the International Society for Minimally Invasive Cardiac Surgery. As chairman of Global Health Private Ltd., Trehan is overseeing the building of an integrated health care facility in Gurgaon, India, currently referred to as MediCity. MediCity will spread across 43 acres (170,000 m2) of land. Collaborating with Siemens and other financial partners, MediCity aims to combine modern medicine with traditional medicine and holistic therapies. SSHC

J U RY A N D A DV I S O RY B OA R D

Air Marshal Dr. Pawan Kapoor VSM, FMR, Director General, Medical Services-Air

PASSION TO CHANGE LIVES He has also undergone LDMC course in which he was awarded the Interservice COAS Integration Trophy, the first for any AFMS officer. He also won the award for Best Dissertation & Case Study.

FEBRUARY–MARCH 2022 www.sixsigmahealth.org

ir Mshl (Dr.) Pawan Kapoor AVSM PHS and BAR (Retd.), former Director General of Medical services (IAF) assumed the appointment of Vice/Chancellor of Lincoln American University, Guyana with effect from Jan 2018 after supermanting from the Indian Armed forces medical services as Director General of Medical Services (IAF) on Dec, 31 2017. He has assumed the appointment of Director General Medical Services (Air) on 01 Jul 2016. Air Mshl Pawan Kapoor, an alumnus of the Armed Forces Medical College, was commissioned into the Army Medical Corps on 10 Oct 1979. He holds a Masters Degree in Hospital Administration from the prestigious AIIMS, New Delhi. Amongst his other qualifications are DNB (Health & Hosp Adm), DHHM, MMS (Osmania University), MBA (IGNOU) and M Phil (Defence and Strategic Management). Air Mshl Pawan Kapoor has held numerous administrative and professional appointments during his career spanning 37 years. He has been the Professor & HOD at Dept of Hosp Adm at AFMC Pune. He has commanded MH Est 22 and held the important Staff appointments of Trg Offr, AMC Centre & College, Lucknow, DS at OTC AMC Centre & College, JDAFMS (P) & Dir AFMS (HR) in the O/o DGAFMS, Brig (Med) HQ 16 Corps, ADG (Information Systems, Health & Professional Services) in the O/o DGMS (Army) and Addl DGAFMS (HR) in the O/o DGAFMS. Air Mshl Pawan Kapoor is a Hospital Administrator of national repute. He has published more than 40 papers in various

journals and contributed more than 10 chapters in published books. He is a Post Graduate examiner of several Universities. He is the founder member of National Accreditation Board of Hospitals & Healthcare Organisation (NABH) and is presently the Chairman of NABH Accreditation Committee. He is NDC qualified and is the only AFMS Officer to have been awarded the prestigious Col Pyarelal Gold Medal. He has also undergone LDMC course in which he was awarded the Interservice COAS Integration Trophy, the first for any AFMS officer. He also won the award for Best Dissertation & Case Study. He is the Architect of several path breaking projects in the AFMS. The important ones are Cadre restructuring of Armed Forces Medical Services, Manpower augmentation in the AFMS, Project Report of ACMS, Automation in AMC Records and DGMS (Army), Blue print for change for AMC Centre & College, Lucknow, Streamlining recruitment procedure of Medical Officers to offset deficiency in AFMS and Upgradation of MH Est 22. He played a pivotal role in management of Uttarakhand and J&K natural disasters and coordinating management of Ebola virus spread in the continent. For his distinguished services Air Mshl Pawan Kapoor was awarded the Vishisht Sewa Medal in 2009, CoAS Commendation in 1981, 2004, 2008 and His Order of Royal Emblem from Sultan of Oman. The Air Marshal has been appointed to Honourary Surgeon to the President of India with effect from 01 Jul 16. He has been appointed as Commodore Commandant of Institute of Aerospace Medicine with effect from 01 Jul 16. SSHC

J U RY A N D A DV I S O RY B OA R D

Prof. (Dr.) D. S. Rana

Chairman, Board of Management Sir Ganga Ram Hospital, Delhi

STORIES THAT INSPIRED US President Pratibha Patil decorated Dr DS Rana, with Padam Bhushan award for his exceptional and distinguished services in the field of medicines in the rural areas of Himachal Pradesh.

FEBRUARY–MARCH 2022 www.sixsigmahealth.org

r. D.S. Rana is an Indian nephrologist and the Chairman of the Department of Nephrology at Sir Ganga Ram Hospital, New Delhi, known for his proficiency in renal transplant procedures. Born in Dasmal, Hamirpur in the Indian state of Himachal Pradesh, he graduated in medicine from the Indira Gandhi Medical College, Shimla and did his advanced training in clinical nephrology at the Postgraduate Institute of Medical Education and Research, Chandigarh. He is an international scholar of the Cleveland Clinic, Ohio and is a member of the Board of Management of the Sir Ganga Ram Hospital. Parvati Education and Health Society, an organization founded by Rana operates a small 5-bedded hospital in his native village of Dasmal for the rural poor. The Government of India awarded him the fourth highest civilian honour of the Padma Shri in 2009, for his contributions to Medicine.

President Pratibha Patil decorated Dr DS Rana, Chairman, Department of Nephrology, Sir Ganga Ram Hospital, New Delhi, with Padam Bhushan award for his exceptional and distinguished services in the field of medicines in the rural areas of Himachal Pradesh. He belongs to village Dasmal in district Hamirpur, Himachal Pradesh. Dr Rana is one of the pioneers to establish nephrology and kidney transplantation services in India. Dr Rana is deeply committed to his roots in Himachal Pradesh. He is also running “Parvati Education & Health Society” with the mission to provide quality healthcare and education at an affordable price at the doorstep of rural population, which operates a 5-bedded charitable Parvati Hospital to support daycare medical services. Dr Rana revealed that the Society was now constructing 60-bedded Parvati Hospital at village Dasmal in Hamirpur. SSHC

J U RY A N D A DV I S O RY B OA R D

PROF. (DR.) MAHESH CHANDRA MISRA Former Director, AIIMS, Delhi

Prof. (Dr.) Mahesh Chandra Misra, formerly the director, AIIMS and ex-AIIMS head of the department, general surgery is known not only for his expertise in laproscropy and general surgery, but also for his never ending enthusiasm for teaching learning and transforming..

PRESENT POSITIONS • Emeritus Professor JP N Apex Trauma Centre, AIIMS • Ex-DIRECTOR, AIIMS, New Delhi • Member French Academy Of Medicine (Elected October 2017) • Professor Of General and Minimally Invasive Surgery, • Director Of Surgical Disciplines, • The President Cum VICE CHANCELLOR • MAHATMA GANDHI UNIVERSITY OF MEDICAL SCIENCES & TECHNOLOGY ACHIEVEMENTS 1. Elected as Associate Foreign Member Of the Academy Of Medicine, France on 26th September 2017, Awarded on 30th May 2018 during an Award Ceremony at the French Academy in Paris. 2. Invited Member, International Endo Hernia Society (IEHS), October 2017. 3. Invited as a Chief Guest to deliver a Key Note on the Occasion of “Research Day” at the Postgraduate Institute Of Medical Education and Research, Chandigarh, on 7th October, 2017. 4. Chairman, UGC Review Committee to Review Mahatma Gandhi Mission Institute Of Health Sciences University, Navi Mumbai and Aurangabad. Review conducted on 27 – 29 September 2017. 5. Awarded IMA Eminent Medical Teacher Award for the year 2016. 6. Awarded Fellowship of the Royal College Of Surgeons, (FRCS) Edinburgh, U.K. in May 2017. 7. Nominated to the Board Of Management, Mahatma Gandhi University Of Medical Sciences and Technology, Jaipur, Rajasthan, April 2017. 8. Appointed Advisor by the Ministry Of Health & FW, Govt. Of India for Planning, Design and Mentoring upcoming AIIMS, Nagpur, March 2017.

FEBRUARY–MARCH 2022 www.sixsigmahealth.org

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Nominated to the Board Of Management, KIIT University, Bhubaneshwar, Orissa, February 2017. Dr. B.C. Roy National Award of Medical Council of India in the year 1996, Awarded by the President of India. Awarded Commonwealth Medical Fellowship at University of Manchester, Hope Hospital, Salford, and U.K. in 1988. Awarded Honorary FRCS (Fellow of Royal College of Physicians & Surgeons, Glasgow) on 14th March, 2012. Invited as an International Guest faculty to participate during WORLD TRAUMA CONGRESS, 22 – 25 August 2012 held in RIO DE JANEIRO, BRAZIL. Founder President, International College of Laparoscopic Surgeons, 2012. Delivered “Silver Jubilee MASICON Oration”, Association of Surgeons of India, Nagpur Chapter, 2012-13, Installation and CME on 8th April 2012. Topic: Injury: Epidemic of the 21st Century: Capacity Building to Improve Trauma care in India. Delivered Dr. G. Subba Rao Oration on “Abdominal Trauma” on 11 March 2012 during Gandhi Medical College Surgery Series, 9-11 March, 2012 at Gandhi Medical College, Secunderabad, Hyderabad, Andhra Pradesh. Elected President, Indian Society of Trauma and Acute care, 2012 Elected President, Society of Endoscopic and Laparoscopic Surgeons of India, 2011 Invited Guest Faculty, 10th Asia-pacific Congress of Endoscopic Surgery, ELSA 2011, held at Suntec Convention Center, Singapore from 11 – 13 August 2011. Invited as a Visiting Professor by the University of Iowa, USA from 27/6/2011 – 8 July 2011. Delivered Grand Round on Breast cancer – A burgeoning problem in India.

21. Public Recognition by Shri Chunni Lal Jindal Memorial Trust for “Public Service” by bringing up Apex Trauma Centre, AIIMS to Improve Trauma Care by Shri Chunni Lal Jindal Memorial Trust (Regd.) at a Public Function to Honour Recipients, held at Kamani Auditorium, Copernicus Marg, Mandi House, New Delhi on 20th March 2011, Organized by Shri Chunni Lal Jindal Memorial Trust (Regd.). 22. Invited as a Visiting Professor at the Division of Acute Care Surgery, University of Michigan, Ann Arbor, USA, 18 – 21 May 2010. 23. India Chair, ATLS. Program and Course Director, ATLS India since 2009. 24. SUKRITI GAURAV AWARD by the “Institute for Environment, YOGA and Social Service”, Award Function held at India International Centre, New Delhi on 3rd September 2008. 25. “Scroll of Honour” presented by the Chief Minister of Delhi Smt. Sheila Dikshit in recognition of service rendered as Chief, J.P.N.Apex Trauma Centre, AIIMS on the occasion of 94th DMA Foundation Day on 10th August 2008. 26. Founder President, Indian Society of Trauma and Acute care, 2008-11. 27. Founder President, Indian hernia Society, March 2006. 28. FRCS (Glasgow) (Fellow of Royal College of Physicians and Surgeons, Glasgow, UK, 2005 29. FAMS (Fellow of National Academy of Medical Sciences), 2005 30. Fellow of American College of Surgeons, October 2003. Prof.M.C.Misra has published more than 198 original articles in Indexed International Journals, has been invited to deliver Guest lectures at various national and international conferences. SSHC

SPECIAL GUESTS & GUEST OF HONOURS

Prof. Dr. SHAKTI KUMAR GUPTA Director AIIMS, Jammu

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MBBS (Jammu Medical College) & Masters in Hospital Administration (AIIMS, New Delhi) • WHO Fellowship from USA • Management Development Programme from National University of Singapore • Professor and former HoD, Department of Hospital Administration, AIIMS ACHIEVEMENTS • Chairman of the Expert committee for Formulation of National Ambulance Code • Consultant for UNOPS Asia Office to study Procurement & Supply Management System • Director of “Healthcare Executive Management Development Programme” in collaboration with WHO, “National Initiative for Patient Safety” and “Best Procurement Practices for Hospitals” • Member Expert Group for establishing six AIIMS like Institutions in the country • Expert Consultant to Ministry of External Affairs for establishment of two hospitals in Bhutan and the Emergency & Trauma Centre in Nepal.

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Member Task Force on Health Sector Reforms for J&K under the Chief Minister. Founder President of Research Foundation of Hospital and Healthcare Administration (RFHHA). Former President of the Academy of Hospital Administration Consultant to Government of Goa to form a road map for best utilization of existing infrastructure Consultant to the Govt. of Maharashtra for EMS Consultant to the Govt. of Tripura for improvement in healthcare provisioning. Member of the National Accreditation Board for Hospitals and Healthcare Providers (NABH). Member of the Advisory Board of Centre for Health Systems Innovation & Entrepreneurship, Oklahoma State University, USA Founder President of the EMS Leaders Member of Expert Committee of National Human Rights Commission Guided more than 160 research studies and 80 research articles. Standardized Curriculum for Post Graduate courses in Hospital Administration in the country

AWARDS • Capital Foundation National Award-2018 • Times Healthcare Achievers Award-2018 • PRATIBHASHI SAMMAN–2002 • CHIKITSA RATAN – 2010 • SHRAM SREE-2010 • International Partner of the Year Award by Institute of Rescue Engineering and Civil Protection, Cologne, University of Applied Science Germany. First Indian to be awarded with this prestigious award of International significance. • The State Award for meritorious public service on the eve of Republic Day by Jammu & Kashmir Government -2014 BOOKS AUTHORED 1. Modern Trends in Planning and Designing of Hospitals 2. Hospital Stores Management 3. Emergency Medical Services and Disaster Management 4. Emergency Medical Services – Global Prospective 5. Hospital Infection Control Guidelines 6. Disease outbreak Management 7. MCQs in Hospital and Healthcare Management. 8. Hospital and Healthcare Administration. Appraisal and Referral Treatise. 9. Disinfection and Sterilization Practices in Indian Operation Theatres. SSHC

SPEAKER

Dr. Dharminder Nagar Managing Director & CEO Paras Group of Hospitals

Dr Dharminder Nagar has been awarded the Entrepreneur of the Year (2015) Award at the India Health & Wellness Summit 2015 and Dynamic Healthcare Entrepreneur of the Year 2015 by Six Sigma Healthcare Awards at the World Entrepreneur Summit.

FEBRUARY–MARCH 2022 www.sixsigmahealth.org

r.Dharminder Nagar is the Managing Director of Paras Healthcare. He has the unique advantage of being a doctor, hospital administrator and entrepreneur all in one. Several qualifications that include an MBBS from Mysore Medical College, MPhil from BITS Pilani, MS from Imperial College and MBA from Harvard, have propelled this young and dynamic MD to the forefront of healthcare. Dr. Nagar’s missionary zeal to make health services accessible to all Indians led to the establishment of Paras Healthcare, which is founded on the three principles of affordability, accessibility and quality. Dr. Nagar’s keenness to deliver accessible tertiary medical care to people of every social strata is obvious from the cutting edge technologies and infrastructure present in all hospitals, at affordable prices. He supports every Indian’s right to healthcare and plans to introduce new models of healthcare delivery that empower patients at every stage, from the primary to the tertiary. Imparting awareness about healthy living practices is an important component of services at hospitals. A strong rural marketing strategy that includes Telemedicine supports the activities of Paras HMRI in Patna also enables communities in the far flung areas of Bihar, Jharkhand and Haryana to access medical care. Dr. Nagar is a leader with a strong social bent of mind, committed to realizing his vision of providing healthcare solutions for the common man. Corporate social responsibility

is integral to Paras Healthcare, and the eight hospitals run by the groupParas Hospitals in Gurgaon, Paras HMRI Hospital in Patna, Paras Global Hospital in Darbhanga, Paras Hospitals in Panchkula, Paras Bliss in Panchkula, Paras Cancer Centre in Patna, Paras HEC Hospital in Ranchi, & Paras JK Hospital in Udaipur- were built in response to unmet healthcare needs of the rural and urban people in the region. Hailing from a rural background, Dr. Nagar is determined to bridge the gap between the rich and poor, and has built hospitals in areas that lack health infrastructure, specialists and tertiary care. Under the able guidance of Dr Nagar, the group has also been able to launch a chain of mother and child care centre– Paras Bliss – specialising in providing maternity, paediatric, neonatal and fetal medicine expertise in areas that have no access or scarcity of the same. The specialised centrein Panchkula provides perinatal care – from the time the mother conceives, to the delivery and even post pregnancy care. Ultimately Dr. Nagar perceives Paras Healthcare as a partner in health for the common man. Dr Dharminder Nagar has been awarded the Entrepreneur of the Year (2015) Award at the India Health & Wellness Summit 2015 and Dynamic Healthcare Entrepreneur of the Year 2015 by Six Sigma Healthcare Awards at the World Entrepreneur Summit. SSHC

AFFORDABLE, ACCESSIBLE QUALITY HEALTHCARE

Gurugram

Panchkula

Bliss Panchkula

Patna

Darbhanga

Ranchi Udaipur

Our Milestones

Over 1,20,000 Cardiac & Cardiothoracic Surgeries Performed

Successfully Performed 30,000+ Neurosurgery Interventions & Procedures

Successfully Performed 3,000+ Joint Replacement Surgeries & over 25,000 Orthopaedic Procedures

Proven track record of treating over 30,000 Patients through Our Medical, Surgical & Radiation Cancer divisions

Paras Healthcare Network is Spread across Hospitals with over 1000 Bed Strength PARAS HEALTHCARE : C 1, Sushant Lok, Phase -1, Gurugram, Haryana -122002 Tel: 0124-4585555, Emergency:

J U RY & A DV I S O RY B OA R D

Dr. D. R. Rai

Dr.B.C. Roy Award Former Vice President Indian Medical Association He is the current national president of Indian Public Health Association (IHPA) and Vice President of the National Medical Organisation • (NMO) of Delhi State. Dr Rai has played a vital role in promoting public health leadership during Covid-19 • pendamic. •

Achievements Position held at IMA • • • • • • • • • • • • •

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Dean , IMA Academy of Paramedical Sciences since 2016 Senior National Vice President of I M A .2012 – 2013 Hon. Secretary General I M A .2010—2012 Hon. Secretary Finance I M A 2008 - 2010 Hon. Joint Secretary I M A 2006 - 2008 Hon. Secretary I M A C G P 2004 - 2006 Hon. Executive Secretary I M A AKN Sinha institute 2000 – 2004 President IMA East Delhi Branch - 1992 - 1993 Director of studies I M A CGP Delhi State 1991 -1992 Assistant Secretary I M A Hq. 1991 – 1992 Hon. Joint Secretary IMA CGP I M A Hq. 1990 -1991 Vice President IMA East Delhi Branch 1987 – 1988 Hon. Secretary Finance I M A East Delhi Branch. 1986 - 1087

Foreign Representations • • • • • • • • •

Represented IMA in CMAAO Meeting at Tokyo Japan for Task Shifting 2011 Represented IMA to Australia Medical Association Brisbank 2011 Represented IMA to CMAAO Annual Meeting at Bankok , Thailand 2011,Delivered a Lecture on Save the Doctor to save the Patient Represented IMA in Global Appeal against Hansen Disease at Rio De Jenro, Brazil 2012 Represented IMA to Australia Medical Association at Melborn, Australia 2012 Represented IMA to Thailand Medical Association at Bankok 2012 Represented IMA in CMMAO Meeting at Taiwan 2012 Represented IMA in CMMAO in Macao 2012 Represented Indian Medical Association to AMDA Okayama and participated in a symposium “EMERGENCY PREPAREDESS FOR THE COMING DISASTER – ESTABLISHING THE SYSTEM TO ACCEPT FOREIGN MEDICAL TEAM IN JAPAN” 2012

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Awards Dr.B.C.ROY National Award for year 2016 in the field of Medico-Social Relief. President DMA Appreciation Award 1987 President DMA Appreciation Award of Outstanding Member of East Delhi Branch President Award for Outstanding Contribution for Diwalimela IMA East Delhi Branch year 1988 Man of the Year of IMA East Delhi Branch year 1992-93 President DMA Appreciation Award for best scientific & community Services 1992-93. Best President of the Local Branch of IMA, Delhi State Health Minister of Delhi Govt. Letter of Appreciation for the meritorious contribution in pulse polio Programme 1998 “ChikitsaRatna” of IMA East Delhi Branch 2012 Aditya Media Jansanskriti Award 2013 Dr. R.K. MendaOriation 2013 Shree Aradhak 1995 IMA President’s Appreciation Award for outstanding Services for the care of elderly 2015 President DMA Appreciation award for outstanding services in the community services 2012 Life Time achievement Award by RNT Alumni Delhi Chapter in the year 2016 Distinguish Service Award for 22nd Perfect Health Mela 2015 organized by MTNL & Heart Care Foundation Dr. B.C Roy National Award for Medico Social Relief IMA LION National Award

CARE WELL HEART & SUPER SPECIALITY HOSPITAL Scope of Services:    

DR. ROHIT KAPOOR

(Medical Director)

MBBS, MD, FACC(USA), FACP (USA), FRCP (EDIN), FICP, FI SC. FCSI. FDI, FRSSDI, Member of Endocrine Society

Phone 0183-2562734

Fax 0183-5096075

Email carewell_hospital@rediff mail.com

                

Coronary Angiography Pacemaker Implantation Angioplasty- Coronary, Peripheral Coronary Artery Bypass Surgery Stem Cell Transplantation Center for Type 1 Diabetes Laparoscopic Surgeries Major Orthopedic Surgeries: Total knee Replacement, Total Hip replacement, others Internal Medicine & Endocrinology General Surgery Gastroenterology – ERCP Procedure, Upper & Lower Endoscopy Urology Procedures- TURP, TURBT, PCNL, Urethroplasty Nephrology- Dialysis Facilities Microbiology Section ENT Neuro Surgery Anesthesia & Intensive Care Unit- 18 Beds Pulmonology Oncology Psychiatry Cosmetic & Micro Vascular Plastic Surgery Gynaecology Dr. Kapoor is taking care of >40,000 registered diabetics

Address Model Town, Opp. Chief Khalsa Diwan, G.T. Road, Amritsar-143001

In case of Emergency, Contact: 98159-61619

Please bring the Discharge Summary and other Reports with you whenever you visit your Doctor

OPD TIMINGS: 9:00 A.M. TO 5:00 P.M

SPECIALISED EMERGENCY 24 HRS

Our Associate Hospitals AFFORDABLE, ACCESSIBLE QUALITY HEALTHCARE

Gurugram

Panchkula

Bliss Panchkula

Patna

Darbhanga

Ranchi Udaipur

Our Milestones

Successfully Performed 30,000+ Neurosurgery Interventions & Procedures

Over 1,20,000 Cardiac & Cardiothoracic Surgeries Performed

Successfully Performed 3,000+ Joint Replacement Surgeries & over 25,000 Orthopaedic Procedures

Proven track record of treating over 30,000 Patients through Our Medical, Surgical & Radiation Cancer divisio

Paras Healthcare Network is Spread across Hospitals with over 1000 Bed Strength PARAS HEALTHCARE : C 1, Sushant Lok, Phase -1, Gurugram, Haryana -122002 Tel: 0124-4585555, Emergency:

UHC

Udyaan He

( NABH ACCREDITED MULTI S

Total Family Health Care

Our Associates

730, Udyan-1, Eldeco,Opp.AWHO ( Near Bang Tel. : 0522-2989996,4232680,2 E-mail:drmukulesh@yahoo.com l W

Dr. Tanusree Gupta

M.B.B.S., M.S. (Gynae & Obst), FICOG Specialist in Infertility Laproscopic, High Risk Pregnancies Secretary : Association of Private Gynaecologists of Lucknow (APGL)

Facilities Available :

Gyane & Obst : Complicated & Normal Deliv D & C, LS.C.S., Hysterectom LAVH, NDVH), Werthiems, Medicine : Internal Medicine, Diabetes, Critical Care Surgery : General & Laparoscopic Surge Orthopedic Surgery, Uro Surg Pediatrics : Consultat ion, Vaccination, N

SPECIAL FA

2D/3D Ultrasound , Colour Doppler , Per

HR Soft Tissue Ultrasound , E.C.G ,

Bronchoscopy, 24 Hrs. Pharm

Emergency & Ambulan

QAI was set up as an Accreditation Body in August 2017. QAI endeavours to operate various accreditation programmes in the space of health and social care. We are aiming to provide value CARE CHEMICALS addition to such organisations through a unique process of selfassessment and peer review. We would assist organisations in moving forward on a self regulated improvement journey. R N HOSPITALITY SERVICES Plot No.214 Sector 160, RHB, Partap Nagar, Sanganer-302033 (Rajasthan) Email: naveensharmanaveen21@gmail.com, rnhospitalityservices@gmail.com Phone No. 9001425678, 9983899828

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ber 22,

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MEDIA PARTNERS

ons

ealthcare

SPECIALITY HOSPITAL )

gla Bazar), Distt.- Lucknow-226 002 (U.P.) 2447498,2446421,3583963 Web.www.udyaanhealthcare.com

Dr. Mukulesh Gupta MBBS,M.D.(Gen.Medicine),PGPD (The Johns Hopkins UNIVERSITY) PG Diploma in Diabetes (CARDIFF,UK),FACP(USA),FRSSDI,FInSH Life Member - ACC,AACE,API, UPDF,CSI Secretary : Lucknow Diabetes Study Socieyy (LDSS) : Indian Podiatric Society (U.P.CHAPTER)

veries, Infertility Management, IUI, M.T.P., my (Laparoscopic Abdominal, VH, All Type of Gynaec Laproscopic Surgery Cardiac, Asthma, Gastroenterology,

ery, Plastic Surgery, Pediatric Surgery gery NICU

ACILITIES:

ripheral Doppler , Echo-Cardiography

, X-Ray & Radiology , Endoscopy ,

macy , In House Pathology

nce Round The Clock

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FEBRUARY–MARCH 2022 www.sixsigmahealth.org

SPECIAL GUESTS & GUEST OF HONOURS

DR ABHIJAT SHETH President, National Board Of Examinations After completing his MBBS in 1986 from Smt. NHL Medical College Ahmedabad, Dr. Abhijat Sheth obtained further training in General Surgery (1987 - 1990) and received specialist training in Cardiothoracic Surgery (1991 - 1994) from Sheth KM School of Postgraduate Medicine and Research, Ahmedabad. Following that, he worked as an Assistant Professor - Cardiothoracic Surgery until 1998 at Sheth VS General Hospital and Smt. NHL Medical College Ahmedabad. In 1998, he went to UK for further training in Cardiothoracic Surgery where he worked as a Senior House Officer and Registrar in Cardiothoracic Surgery at Freeman Hospital, Newcastle. He obtained his FRCS in General Surgery from the Royal College of Surgeons and Physicians of Glasgow in 2000. Since 2001 his main place of work has been in the Cardiothoracic Department of St George’s Hospital NHS Trust in London where he has worked with the eminent cardiothoracic consultant Professor Brendan P Madden. Dr. Sheth has a long and distinguished career Cardiothoracic Research and academia initially in India and then extensively in the UK. He published more than 20 peer reviewed publications in prestigious journals e.g. Annals of Thoracic Surgery, 40 abstract presentations and 40 conference presentations at the British Thoracic Society, World Congress of Bronchology, European Respiratory Society and American Thoracic Society. His major research and publications are in the fields of large airway intervention and Sildenafil therapy for patients with pulmonary hypertension. In his 10 years of academic

FEBRUARY–MARCH 2022 www.sixsigmahealth.org

career at St. George’s Hospital, he has successfully guided a number of specialist registrars in developing competency with endobronchial intervention, pulmonary artery catheterisation and management of patients with secondary pulmonary hypertension. Dr. Sheth has done his MBA (Health Executive) from Keele University, Manchester. Since 2010 he is working with Apollo Hospitals, Ahmedabad as Director Medical Services. Under his able leadership, Apollo Hospitals progressed to a prominent healthcare provider in the corporate sector in Gujarat. Apollo Hospitals achieved National & International quality accreditation – National Accreditation Board for Hospitals and Healthcare Providers (NABH) NABL Accreditation for the Blood Bank, NABL Accreditation Lab Services and Joint Commission International (JCI) first in Gujarat and Association for the Accreditation of Human Research Protection Programs, Inc. (AAHRPP), has awarded Apollo Hospitals Full Accreditation thus providing Apollo the global Gold Seal awarded for institutions which maintain the highest international standards in research. In June 2016 the Government of India has nominated him as the President of one of the prestigious medical regulatory body – National Board of Examinations (NBE). The NBE regulates all India Post Graduates entrance examinations and conducts postgraduate and postdoctoral courses in various specialities and super specialities across India. In addition to this the NBE is currently focussing on the skill development, e-learning and faculty development.

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NEWS YOU CAN USE WHO sounds warning over fast-spreading Omicron The Omicron variant of the coronavirus is spreading faster than the Delta variant and is causing infections in people already vaccinated or who have recovered from the COVID-19 disease, the head of the World Health Organization (WHO) said on Monday. Soumya Swaminathan, Chief Scientist, WHO added it would be “unwise” to conclude from early evidence that Omicron was a milder variant that previous ones. The variant is successfully evading some immune responses meaning that the booster programmes being rolled out in many countries ought to be targeted towards people with weaker immune systems. There is now consistent evidence that Omicron is spreading significantly faster than the Delta variant. And it is more likely people vaccinated or recovered from COVID-19 could be infected or re-infected.” Their comments echoed the finding of study by Imperial College London, which said last week the risk of reinfection was more than five times higher and it has shown no sign

of being milder than Delta. WHO officials said however that other forms of immunity vaccinations may prevent infection and disease. While the antibody defenses from some actions have been undermined, there has been hope that T-cells, the second pillar of an immune response, can prevent severe disease by attacking infected human cells.

Thalassemia patients require centralised blood transfusion “There are around two million thalassemia-major cases in India. However, since there is no national registry, exact figures are unknown Indian Society of Transfusion Medicine, said that about 1.5 per cent of the global population is the carrier of beta-thalassemia, and because of high frequencies of consanguineous marriages Since COVID-19 came as a jolt for healthcare systems, thalassemia patients could not be untouched. Health experts are of the view that the death rate of these patients has increased during the pandemic due to paucity of blood supply and lockdowns. Further, since hospitals were packed with COVID patients, thalassemia patients could not approach healthcare facilities, and many patients were FEBRUARY–MARCH 2022 www.sixsigmahealth.org

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J U RY & A DV I S O RY B OA R D

PARDEEP KUMAR BHARDWAJ IPS(RETD.)

included man-management and organization to empower the force to serve the population of over 2 million citizens. Established various community outreach policies and schemes, whilst maintaining peaceful law and order, thereby enabling greater trust and satisfaction among citizens with the service. SP of Lunglai, Mizoram (1991-1994) Mizoram Police As SP of in District of Lunglai, led a team of officers to maintain law and order and community outreach. Enabled cross-cultural communication and trust among communities, establishing trust among the service and population, and given the title of Kapu Harsatna Amloh a.k.a Mr. No Problem by the community. WORK EXPERIENCES Spc. Commissioner of Training (2019-Retd) Led a team of Additional and DY. Commissioners from various police training colleges established in Delhi Police. This included improving the course curriculum, enhancing capacity, and course design for Gazzeted and non-gazetted officers attending the college. Commissioner (1999-2019) Bureau of Immigration Led a team to refurbish and enhance the Immigration Department. Established IVFRT (Immigration, Visa, Foreigners, Registration, and Tracking) system, led to system being 5 times more efficient in Visa issuance and tracking. Introduced and implemented E-Visa system for over 160 countries, thereby further enabling greater facilitation with partner nations for the respective Visas. Instituted additional protocol, technical response pattern, process and infrastructure, upgrade for the entire department. The enhancements led to greater investment and increased customer satisfaction with the Indian and Foreign Nationals. Held positions as Joint Commissioner position from 1999-2005, and Joint Director from 2005-2012, and Commissioner from 2012-2018. DCP South- West and East (1995-1999) IPS Led a force of over 2400 police personnel among the ranks of Delhi Police, across multiple districts. This

ACP Shahadra (1990-1991) Delhi Police As head of of sub-division in a culturally sensitive area due to Ram Mandir dispute, maintained peace and harmony in the community, enabling strong crime prevention and investigative framework. Established key performance units, enhancing police stations, ad min, investigation units, and crime control units. KEY ACHEIVEMENTS Have served with distinction and have always helped the poor and downtrodden. As a leader of the force, I always did my best to bring about a positive change resulting a shift in their attitude, towards work, humanity and colleagues. As the head of Indian immigration, oversaw major expansion from 12 to 89 ports. Implemented IVFRT across 700 offices in India and 170 locations overseas, which was delivered with the 1/3rd of the a I located cost. Implemented E-Visa for 166 partner nations, streamlining the process for foreign nationals to visit India and reducing turn around time, which has to led to greater investment and customer satisfaction. Served as Secretary AISPCB (All India Police Sports Control Board} and led the team in achieving various accolades/ medals in domestic and international competitions. Awarded (i) Vice President Medal for Exemplary Conduct (ii) Indian Police Medal for Meritorious Service, 2003 and (iii) President Police Medal for Distinguished Service in 2011.

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NEWS

themselves infected with the disease which further lowered their immunity. This, however, was tried to be resolved by the national and state health authorities, along with Non-Governmental Organisations (NGOs), and, slowly, a few blood donation camps were organised in selected places keeping the

COVID protocols in mind. Other factors that have contributed to the negative impact of the pandemic on the sustainability of national blood supplies are the absence or the inappropriate or ineffective functioning of haemovigilance systems, demographic, geophysical and climatic conditions.

Fortis Hospital launches mobile heart check-up van

Death rate due to subarachnoid hemorrhage may reach up to 35 per cent in 30 days

On the occasion of World Heart Day has become extremely important owning to the growing incidence of cardiac ailments in the younger population. Route 15 heart line is a small step to help people get access to cardiac screening at the comfort of their home which will also create awareness on the importance of undergoing regular health check-ups. We have also tried to align our initiative in line with the theme of this year’s world heart day, i.e., use heart to connect wherein we are trying to build a healthy connect with our neighbourhood by caring for their heart through the medium of mobile cardiac clinic. Fortis Hospitals, Bangalore being a pioneer in cardiac care in the city of Bengaluru have always looked forward to deliver comprehensive care to the community at large. India is going through a transition whereby young adults are falling prey to cardiac ailments. Young people are becoming a victim of heart disease due to a lot of factors which comprises of sedentary lifestyle to lack of awareness regarding keeping one’s heart healthy. Other factors include smoking, history of hypertension or diabetes, waist/hip ratio, dietary patterns, consumption of alcohol, blood apolipoproteins (Apo), and psychosocial factors. Many of the heart patients these days are between 30-40 years of age. This is majorly because of lack of physical activities and unhealthy diet and overall unhealthy lifestyles. Moreover, the diagnosis and treatment procedures for heart diseases need a continuous development. Innovative methods need to be developed to overcome these challenges. Some approaches that could potentially improve the efficiency of care include incorporating information communication technology tools, advanced techniques and improving the quality of care given to patients.” FEBRUARY–MARCH 2022 www.sixsigmahealth.org

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The exact incidence in the Indian population is unknown. The incidence in the Indian population may be towards the lower end of the spectrum. However, given the large population in India, there is a need to raise awareness on Subarachnoid hemorrhage cases. Though the exact risk factors remain unknown in most, some of the known risk factors include smoking, hypertension (high blood pressure), heavy alcoholism, drugs like cocaine, and certain rare genetic syndromes (e.g., autosomal dominant polycystic kidney disease). The timely diagnosis and intervention are of utmost importance for better outcomes. The initial signs of the neurological condition can be as simple as headache and vomiting. If simple signs do not go away after initial medication, it’s wise to seek a specialist opinion. Senior Consultant, Interventional Neurologist & Head of Neurology, Narayana Health Institute of Neurosciences, said, “Subarachnoid hemorrhage (SAH) is a type of brain stroke occurring due to bleeding in the subarachnoid space and comprises around 3 per cent of all strokes. Traumatic SAH is the commonest form and is treated in lines of other accompanying brain injuries resulting from direct or indirect mechanical impact to the skull and brain. Aneurysmal SAH is the commonest form of spontaneous SAH and results from rupture of an aneurysm- a ballooned-out area in the wall of a brain artery. Hospital care is required for supportive care and to stop bleeding and limit brain damage. Treatment may include surgery or catheterbased therapy.

APATHY OF NON COVID PATIENTS DURING PANDAMIC ERA

DR. ANIL KHETARPAL MS, MNAMS, FAIS, FICS, FACS, FIMSA, FIAGES Laparoscopic, Endoscopic And Bariatric Surgeon Founder & Director-Khetarpal Hospital

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OVID has created a unique crisis in the field of medicine where it blustered a blow on population. All news channels abundantly covered the sufferings of COVID patients. Daily case rates and death rates not justillustrated the obligatory attention at national and international levels, but also overshadowed the sufferings of other considerable and larger segment of patients that are the non-covid patients. This happened in three ways: (1) The majority of hospitals were completely transformed into “covid care,” with unforeseen termination of essential services to non-COVID patients, who needed a regular care, for cancer, cardiac, trauma, obstetrics etc as if they never existed without any alternative arrangement

during peaks. Outsized civil hospitals shut their doors for non-COVID patients. In private hospitals, lack of space and supplies led to the closure of routine work leading to shut down of many small-scale clinics and nursing homes due to staff or supply scarcity, fear, and failure to provide isolation facilities and comply with pandemic rules. No one accounted for sufferings and deaths due to such situation. (2) Another adverse outcome has been anxiety of contracting COVID infection at hospitals led many chronically ill patients to postpone or cancel their follow-ups and treatments, leading to outburst of latent diseases or diagnosis at a late stage of diseases leading to morbidity and mortalities. (3) Incorrect handling of COVID mimics between COVID and nonCOVID facilities. This has led to long wait for first medical contact, delay in the workup, failure to evaluate differentials other than COVID or COVID-related illnesses (thought block), and prolonged turnaround time for outsource investigations (lack of public transport and lockdown restrictions). Pandemic protocols at times have added hurdles as senior clinicians diverted for COVID duties and nonCOVID areas left unmanned or manned by junior scarce staff. FEBRUARY–MARCH 2022 www.sixsigmahealth.org

A descriptive crosssectional study based on Googlebased questionnaire to caregivers of non-COVID patients revealed that a significant number of healthcare workers were disturbed by the lack of any concrete protocol for nonCOVID patient management

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When the gross majority of patients suffer from stereotyped clinical features during large-scale pandemic like this, it is usual for medicos and paramedics to enter, in what I wish to call, a “Thought tunnel,” where siderational is reduced to near zero. Every patient is looked upon as having COVID infection and treated (at least initially) until the contrary is obvious or proven. We all have witnessed this happening around us with resultant undue suffering of non-COVID patients. A descriptive cross-sectional study based on Google-based questionnaire to caregivers of non-COVID patients revealed that a significant number of healthcare workers were disturbed by the lack of any concrete protocol for non-COVID patient management. A little over 50% have expressed extreme stress in caring for non-COVID patients in COVID era and considered less staff availability, delay in discharging duties toward their patients, and increased workload are the drivers to their concerns. This burnout of healthcare providers contributed further to already stressed healthcare system. We need many more such system validation studies to reshape healthcare sector in our country, and for that attempts of authors need to appreciation.

TIPS FOR

INCREASING HOSPITAL PROFITABILITY REDUCE STAFFING COSTS BY OPTIMAL UTILISATION OF MANPOWER

Dr. Parvez Ahmad MD, DTCD, MPH, FICM, FCCH, DHA, M.Phil Principle Assessor, NABH

Manpower is the largest single expense for hospitals, every hospital is spending lakh to crores Rs on their staff salaries. Management has to ensure optimal and critical use of manpower to run the hospital. Hospital leaders also have to ensure that hospital should not over or under staff. Hospitals leaders can cosider the use of flexible staffing, such as parttime employees, and adjust staffing based on patient census data. Leaders

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should also monitor the efficiency of the staff and should provide all necessary support and infrastructure to discharge their duties efficiently. Maximum category of manpower in any hospital accounts for nursing so its advisable to adjust the nursing staffing in every shift after looking at inpatient volume and expected discharges and admission for optimal utilisation of nursing manpower. Flexible staffing is also useful for OT staff. OT managers should review clockin times versus surgery-start times and accordingly they can plan to call the OT staff ie nurses and technician.

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ARMED FORCES BOOK OF RECORDS DEDICATED TO GENERAL BIPIN RAWAT, INDIA'S FIRST CDS •

•

We do the things that makes India Proud. We want to record their activities from ground to top and this brings little more enthusiasm to our Defence personnel when their name listed Nationally. We are planning the launching of this book in a big way through Defence Ministers, CDS & DG’s of All Forces @ Golden Jubilee of 1971 War. The book will be authored by the Veterans of Indo-Pak War & eminent personalities of forces. Who dares - Wins, Who sweats - Wins, Who plans – Wins. The brave die never, though they sleep in dust. Their courage nerves a thousand living men. The Forces have numerous talents and extraordinary works which we want to club them under one roof. In lieu of this, we have decided to include the work/talent of Military and Para- Military forces in the concerned field.

FORCES TO BE COVERED IN AFBR • • • • • •

Indian Army Indian Air Force Indian Navy ITBP CRPF RAF

• • • • • •

Assam Rifles SSB BRO Indian Coast Guard CISF BSF

• • • • • •

Special Frontier Force Police NSG RPF WAR Veteran NDRF

OTHER DEPARTMENTS TO BE COVERED IN AFBR • • • • • • • • • • • • • • • • •

Aeronautical Development Agency Defence Exhibition Organisation Defence Intelligence Agency (India) Defence Planning Committee Defence Research and Development Organisation Marine Commando Force (MCF) Military Engineer Services Associate Armed Forces Organizations Directorate of Air Intelligence Directorate of Military Intelligence (India) Directorate of Naval Intelligence (India) Indigenous Defence Equipment Exporters Association MARCOS National Defence Academy(India) Ordnance Factory Board Samtel Avionics Ex Servicemen

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Although some staffing cuts may be necessary, but at the same time hospitals should be careful not to take a blanket approach to layoffs or cuts in services. Hospital leaders must take a close look at their business before making cuts. Hospital services are critical, availability of optimum manpower to be ensured before cutting the manpower.

INVOLVE DOCTORS AND SENIOR MANAGERS IN COST REDUCTION EFFORTS Hospital leaders should work closely to encourage doctors to become more concerned about the costs of supplies and other activities. They should be involved in costing process for better understanding. Doctors have a huge role in maintaining hospital profitability, but unless we give them a genuine reason to be concerned with a hospital's profitability, they will not understand it.

IMPROVE OT UTILISATION RATE Optimal utilisation of OT and ICU is a key for increasing the profitability. OT and ICU is a major area, contributing to

the financial growth of the hospital. All hospitals can benefit from tightening up the efficiency of their operating rooms and ICUs. Audits to be done on regular interval to ascertain the utilisation rate, surgeons to be tracked, who are taking more time for the procedure and acoordingly suitable action to be initiated. Please remember that "Surgeons who are taking more time than they are using, so they are hurting your profitability."Its advisable that OT managers should work directly with surgeons to make OT utilization more efficient. When surgeons schedules create gaps in the OT scheduling, it effects a hospital's ability to staff effectively, which can create significant manpower costs for the hospital.

REDUCE SUPPLY COSTS BY BETTER MANAGING VENDORS Hospital leaders can reduce costs by re-working with vendors to reduce the supply cost. Hospital leaders can explore the other options and revised quatation can be asked from the vendors. Hospital leaders also not shy away from approaching vendors for discounts. Hospital leaders can also reduce supply costs be reducing the number of vendors. For example, giving more orders to one vendor, this action is expected to save in supply costs. Another way in which hospitals may reduce supply costs is by requiring vendors to submit purchase orders for any equipment or implants that are not included in a negotiation, so accordingly you can initiate a suitable action.

DO COSTING OF DIFFERENT CATEGORY OF HOSPITAL BEDS All hospital should analyse their costing of different category of bed strength ie general bed, twin sharing bed, private room, HDU bed, ICU ventilator or non ventilator beds etc to ascertain the average bed cost per day per patient. This is important for the hospital taking various TPA and FEBRUARY–MARCH 2022 www.sixsigmahealth.org

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goverenment empanelments like ayushman bharat, CGHS, ECHS, State government empanelments and other TPAs so before signing the agreement hospital is well aware about it costing.

CONSIDER OUTSOURCING OF SOME SERVICES In outsourcing, some operations of an hospital are assigned to another vendor or a smaller facility that has expertise and specialisation in the specific area. It helps hospitals in focusing on their core operations and services like clinical diagnosis, medical care and nursing support. Some hospitals may benefit from outsourcing or partnering with other organizations for certain services, such as house keeping, security, canteen and laundry services etc and even in some cases, diagnostic services. By outsourcing certain services to more efficient service providers, hospitals can share the more savings with the service provider. However, hospitals must be selective to select truly efficient providers. Before coming into the contract/agreement with outsourced service providers, hospital leaders should verify the credentials of the service provider or may do the visit to the service provider space like laundry vendor etc.

Some hospitals have also begun to outsource clinical services such as IVF lab, dental services, anesthesiology services etc in an attempt to become more efficient.

INCREASE OPD/IPD VOLUME BY HUNTING NEW TALENT Identifying and attracting additional doctors to bring more cases to the hospital is another way that hospital leaders can increase profits. Doctors owned hospitals can bring in additional doctors as partners, while other types of facilities can recruit new doctors who are willing to perform cases at their hospitals. New doctors, specially popular name in the market will bring in more cases and may grow your profits.

CONSIDER RENEGOTIATING OF MANAGED CARE CONTRACTS One of the important ways that hospitals can improve their profitability is by continually evaluating and renegotiating their managed care contracts. Hospitals need to focus on reducing their cost structure as much as possible to approach breaking even.

CONSIDER ADDING NEW FACILITY Hospitals may also be able to grow case volume and profits by adding new service based on market research. However, hospital leaders need to be careful to do their homework and market research on the expected profitability and ROI for any new services planned. It is important to look at what the market needs are and from where hospital is going to get the patients. Non communicable disease are on increasinf trends due to current life style and other factors. Cancer care, cosmetic surgery, transplant SSHC surgeries etc are gradually coming in demand. FEBRUARY–MARCH 2022 www.sixsigmahealth.org

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CONSULTANCY SERVICES The Turning Point of Hospital Growth and Innovation

Dr. Pradeep Bhardwaj

(Alumni IIM Ahmadabad, 5 National Awards) MDP- IIMA, MHA, MPH, M.Phil, PhD, NABH, NABL, JCI CEO – Six Sigma Star Healthcare, Delhi

FEBRUARY–MARCH 2022 www.sixsigmahealth.org

A management consultant is one who gives professional advice or services. A consultant is a person who works by selling their specialist knowledge. The growth of healthcare service sector has increased the need for healthcare consultancy management professionals to manage hospitals affairs. Hospital management consultancy has become the need of the hour today. According to a survey by India’s Top Consultancy – Six Sigma Healthcare, Hospitals are losing their opportunity cost by lack of knowledge, network and management expertise. Hospitals are becoming a highly scientific and complex medical center and are becoming hub of whole system of healthcare. The healthcare is the most difficult and challenging task, but this task is more easy and revenue generating with the help of a consultant. Hospital & Healthcare is one of TOUGHEST Managements on EARTH. The health sector is in dire need for expert consultant’s who have an in-depth understanding of hospital planning, operations and management combined with the ability to apply them appropriately to healthcare delivery system. Healthcare leaders need knowledge, operational efficiency while meeting day to day challenges. Vibrant and successful organizations require

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Dr. Kailash Naath Gupta MD,DNB,MNAMS,FCCP(USA),FIAMS,FIAB,FIACM CHEST CRITICAL CARE (ICU) & SLEEP SPECIALIST

Diploma in Mountain Medicine

and Paramilitary Forces.

Our Team Dr. Reshoo Gupta

Rahul Tiwari

Ranvijay Singh

Rajesh Manda

Rakesh Thakur (Planning & Media)

(Deputy Director)

(Senior Manager)

(Deputy Manager)

(Medical Advisor)

Deepesh Awasthi

Chitra Sharma

Mithun Kumar

Raja Babu Jha

Vinita Sharma

(Strategy & Quality)

(HR & Finance)

(Sales & Purchase)

(Marketing)

(Chief-Executive)

Our Centres 1. Netaji Subhash Apartment : Flat-2, Pocket-1, Phase-1, Sector-13, Dwarka, ND-78 2. Navya Hospital : RZ-138, New Roshanpura, Najafgarh, ND-43

For Appointments : 9599959259, 9599959021, 8178378900 www.facebook.com/centreforchest www.centreforchest.com

H O S P I T A L Vrihnla Foundation is a Charitable Organization. Our Foundation works at the grass root level for the Transgender community, who face severe ostracism in the society. We work for Empowerment, Employment, Health and Education of BPL and Eunuchs.

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innovative & strong leadership at all levels and Hospital Consultant is a convenient passport to a disciplined approach towards hospital & healthcare management and decision making leadership. “Leading-edge technologies, innovative treatment & state-of-the-art facilities may be the hallmark of modern healthcare but, ultimately a healthcare organization is defined by the strength of a single resource-Its People”. “Today’s the hospital Management Consultant plays a vital a role in saving lives, without scalpel in hand”.

HIRING AN EXPERT CONSULTANT FOR BETTER OPERATIONS AND MANAGEMENT To find out an expert consultant is the most difficult task. The last couple of years have seen a rapid increase of private equity and venture capital funds available for entrepreneurs in healthcare, which has enabled scale-up of some new interesting models for providing healthcare. There are countless new developments cropping up regularly, but certain strategies, systems and trends are set to reach a tipping point of adoption and popularity in the coming years. Some of the emerging trends in this sector will have widespread effects and the potential to change the landscape significantly. Technology is rapidly changing the way healthcare is delivered across the country. It is making healthcare more pervasive and has integrated it more seamlessly into our everyday life. Technology, for instance in diagnostics, genomics and invasive procedures, has revolutionised clinical practice. While product innovations have been

Managing healthcare business is the most difficult and challenging task :“The purpose of life is to grow and to share. When you come to look back on all that you have done in life, you will get more satisfaction from the pleasure you have brought to other’s lives than you will from the times that you outdid and defeated them”.

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exponential in the last decade, and are only going to grow, process innovations through technologies in healthcare are a recent emerging trend – making management of healthcare more efficient, cost effective and accessible. Innovations in delivering what services are available, and delivering them better is going to be the defining shift in the coming years. Hospitals can save their time, money and resources by hiring an expert consultant for better operations and management.

WHAT IS A HOSPITAL MANAGEMENT CONSULTANT? A consultant is someone who offers expertise services to someone or a healthcare business trying to grow in the world of completion. The consultant must have sound knowledge in his area of operations along with an excellent ability to do thing things on time.

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“Today’s the hospital Management Consultant plays a vital a role in saving lives, without scalpel in hand” WHAT ALL CLIENTS WANT? Each client or hospital is different - in the way they see your role, in the level of involvement they wish, and in the sort of results they seek. With experience, one learns to read the situation, adapt, and establish an agreed working relationship. Client need his project on time or before time. However, the following are common to virtually all clients: • No unexpected surprises More anything else, this needs to be the touchstone that governs any consultancy assignment. If anything is going amiss, clients want to know in case it impacts on something else they or others are doing. • A success It's easy to forget this at times, but almost all clients want a success - it reflects on them just as much as it reflects on you. But how does your client define success? • Clarity and flexibility They want to be clear what your role is and what you are planning to do, but also expect you to be flexible and able to adapt to changed circumstances. Thus, work to define your role and then stay in it, but be prepared to flex and adapt when needed. • Your interest They expect you to be interested in their work, their ideas, their people, and the issues they face.

HAVE A CONSULTANCY PROCESS You need to have in mind a consultancy process that you expect to progress through, as a game-plan for both yourself and the client. Not just because it is tidy but because it helps you to manage the client relationship. The one that we use envisages an assignment as progressing through five broad stages: • Entry - where one builds the initial relationship with the client and carries out an initial survey or scoping to

establish what the assignment is about, what it should aim to achieve, the likely time and effort required, and possible risks and difficulties. • Contracting / agreement - where one agrees with the client what the task is, what the consultant's role is, and how it should be tackled. • Diagnosis - gathering information and ideas to arrive at options and a plan of action • Intervention - taking actions to deliver the results, be it a report or organising the changes. • Withdrawal - ensuring that the client organisation can carry on without you and leaving the ground clear for your future involvement. This is a general model and you may find it best to amend it to something that suits your own particular work and style. You may need to customise a process for a particular assignment.

ON THE PRACTICE OF CONSULTING • The "golden rule" - start with an initial survey or scoping The initial meeting between client and consultant is crucial. If the client is in a rush or under pressure, there is a danger that you might be agreeing to a brief, resources and timescales without knowing very much at all about the issues and difficulties. An initial survey followed by a brief proposal and a further meeting, gives both you and the client a much better basis for moving forward. • If you are unsure or wish to change the brief - go back to the client During the assignment, if you become at all unsure about the brief or feel that it needs to be changed, go back to the client and discuss it. If you feel that way then the likelihood is that the client feels the same. If things

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are deviating from what the client expects - tell them. What they want most of all is no unexpected surprises. • Be organized If you are acting as a consultant, the client expects that you will be professional. To maintain that image, you do need to be well organized. If you start to make errors or miss meetings, then that image will be eroded. Plan and project manage your assignment well. • Managing expectations is key When assignments do start to flounder, in most cases it is because a mis-match develops between the clients

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expectations and the consultants plans and activities. This is why in many assignments, regular stock-takes, perhaps by note or phone, are needed. • Get connected and stay connected If you want to get and retain the client's confidence and respect, you need to convince them that you are connected - that you understand their world. Some key pointers are: v get to know the client's business so that you understand their pressures, concerns and priorities; v be aware of other projects going on so that you have a similar context to them;

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Top Healthcare Consultancy • Six Sigma Star Healthcare Limited, Delhi • Hosmac • Apollo Hospital Enterprise • Astron Healthcare questioning, challenging, influencing, and negotiating - are fundamental to good consulting and can all be developed through training and experience. They form a key element of our consultancy skills training.

CONSULTANCY ETHICS And finally - consultancy can be a seductive role. One can be in a situation of having influence v try to keep connected with the daily happenings in the and knowledge far beyond what people in the client's team team e.g. concerns and priorities. have. Some consultants can be tempted to misuse this. But • Consciously build your own as a consultant you do need a set of reputation with the client ethics to work to. USEFUL BOOKS ON CONSULTANCY The more respect that the client has If a client invites you into their for you and your work, the more impact • Latest in Healthcare Management operation to help them, they have the – Edition 2015, Jaypee Brother you will have and the more they will ask right to expect that you: you to input. It also means that at the • respect the client's knowledge Medical Publisher, Delhi end you can withdraw to return. • deliver the commitment on time • Management Consultancy – a handbook of best practice. Edited by or before time. • be careful not to be overLEARNING TO READ Philip Sadler, Kogan Page prescriptive or judgemental SITUATIONS • Consultancy Services in India – • respect confidentiality Perspectives and Export Prospects If managing relationships is the key • avoid becoming involved in the by Dr. S. P. Agarwal, Professor and to success in consulting, then it is the internal politics behaviour and interpersonal skills of the remain in the role that the client Head, Centre for International Trade • consultant that make that happen. All expects you to fulfil in Technology, Indian Institute of really skilled consultants have excellent Hospital Management Consultancy Foreign Trade, Bookwell, New Delhi interpersonal skills. They need them in is a challenging profession. The • Management Consulting – A Guide order to: Qualities of head & heart that hospital to the Profession. Edited by Milan • read situations administrator seeks : Kubr, International Labour Office, • build empathy with clients and others 1. KEEN OBSERVER : 360 Degree • gain the trust and respect of those • The Overnight Consultant by of vision, should be able to step back they are working with and look at the bigger picture and Marsha D. Lewin by John Wiley & • facilitate meetings then devise solution. Should possess Sons, Inc., • influence others ability to have both macro and micro • Getting the most from Consultants • tailor communications to suit the perspective on any issue before him. – A Manager’s guide to choosing audience 2. EFFECTIVE COMMUNICATOR : and using consultants by Martin • predict peoples' reactions Good administrator should be able to Wilson, Pitman Publishing • avoid or get out of difficult situations convey the things with clarity and as These skills - listening, observing, simply as possible without patronizing

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or scaring others with the command of his vast knowledge or intellect. 3. GOOD LISTNER : Hospital requires a lot of patience and sympathy. At times people only need a good listener, e.g though their problems can not be solved - at times they may also realize this - but all that they need is to know that people in authority are aware of their frustrations and anxieties. He should be able to understand this. 4. RESPECT FOR FACT & INTELLECTUAL HONESTY : Administrator should not speak without facts and should have patience to find the whole truth. 5. SHOULD BEHAVE GRACEFULLY : Administrator should never loose temper even under stress. 6. TRANSPARENTLY HONEST : He should not be a bluff. Truth is always more convenient in today's busy world. He should know how to say no if that is what the situation demands, without hurting people as far as possible. 7. GOOD LEADER : A hospital consultant must have leadership skill. Nowadays almost all corporate are realizing the importance of leadership in the management. He should be able to influence people, to act with zeal and enthusiasm to achieve the target goal. He should be able to lead people and not seek directions from them in difficulty. He should inspire confidence encourage them to give suggestions. Take responsibility for the mistakes of your juniors if committed without motive, i.e. you should be able to know your men. 8. SHOULD NOT PANIC : In the face of problems or difficulties, he should be able to keep his cool even in scary situations. When the chips are down he should be able to stand i.e. hold his ground and be counted. Should be able to cope with change effortlessly in today's ever changing environment and should not feel rattled by change. Should react proportionately to the degree of change. Change is the currency of times we are living in. 9. GOOD JUDGE : This is the most essential quality for any administrator, you would need it all the time. 10.SHOULD BE SENSITIVE : He should be sensitive to other's suffering and problems even if they are self inflicted or you are not able to help much. 11.SHOULD BE HABITUALLY OBJECTIVE : He should be habitually objective with a deep sense of fair play and justice. You should not be hesitant to give credit where it is due andshare honour if the situation rightfully demands so. 12.TIME MANAGEMENT : Time and tide waits for none. FEBRUARY–MARCH 2022 www.sixsigmahealth.org

Once the time is lost it is lost forever. So a particular task should be completed in the allotted time frame. SSHC About The Author: Dr. Pradeep Bhardwaj alumnus of world famous Indian Institute of Management- Ahmedabad., recipient of many prestigious national & international awards like - Limca Records holder for being the “Youngest Medical Superintendent” at the age of 26 years, Rajiv Gandhi Award -2010, Padma Award-2012 Nominated by Delhi CM, Youth Idol & Youth Icon Award : Delhi University, Indian Achiever Award, Medical Excellence Award, Listed India’s TOP-10 Doctors in Hospital Administration, India’s Most Influential people in Healthcare2014, Healthcare Personality of the year 2014 and Rashtriya Ratan Award-2009. He has created several landmarks in healthcare sector and has written more than 10 reference book on hospital management. He is an expertise Management Leader in Healthcare, Medico Legal Expert, Prolific Author’s - Editor and Visiting Professor & Faculty in leading Healthcare Management Colleges / Universities like Harvard, IIM – Lucknow, IIM-Ahmedabad, ISB – Hyderabad, Global Institute, Amity University, Symbiosis International University, AIIMS, National Board of Examinations etc. He is also Board of Advisory, Jury in many healthcare organizations / management institutes / universities. He participated in over 245 symposia as “Jury, Faculty, Chairperson, Key Note Speaker Chief Guest and panelist” at National & International Level. He is currently making waves in healthcare industry at Six Sigma Accreditation Board, Six Sigma Star Healthcare Limited, Delhi” (India’s 1st & World 4th largest healthcare management company).

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COST OF MEDICAL EDUCATION – SOME SIGNIFICANT ISSUES INTRODUCTION

BHARAT SHARMA Assistant Director: Six Sigma Star Healthcare, Delhi

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Medicine has been a noble profession since ages. From hakims to vaidyas, the field of medicine has come a long way to specialized areas which are intense, exhaustive and crucial to the understanding of the human body. Being a doctor is not only a job of extreme responsibility, but it also requires intense hard work and dedication coupled with the desire to help the sick and unwell to heal in the best possible way. Profession of a doctor was considered to be one of the noblest professions for the right reasons. A doctor treated everybody without discrimination on any ground. He would even do his best to save the life of his enemy. But, of late, this profession has taken the shape of a commercial business establishment where monetary returns over rule all other considerations. We often hear of reports that private clinics are more interested in conducting tests than in diagnosing the disease. Some hospitals have gone to the extent of enquiring about the amount of patient's medi-claim so that they inflate the bill roundabout to that limit. Sometimes operations have been conducted when there was need for none. These are the practices which are bringing into disrepute this noble profession. It is time the private practitioners and hospitals shed their greed

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for money and concentrate on helping the ailing humanity.

INCREASE IN DEMAND The role of a doctor is even more important and multifarious today due to an increase in the diseases and ailments affecting the large population of India, due to changing lifestyles and high-stress levels. The growing demand for doctors is reflected in the amplified number of diseases as well as growth of healthcare sector which currently stands strong as a $34 billion industry. By end 2012-13, it is estimated to grow to nearly $40 billion. India’s increasing life expectancy and an ever growing population also demand that healthcare professionals are pitched in to take care of the old and the newborns of the country. Besides this, with a projected figure of 73.5 million diabetes patients in India by 2025, and several millions suffering from lifestyle diseases like hypertension and cancer, communicable diseases like AIDS, dengue, tuberculosis and malaria, India is set to fight a battle against these diseases for which it will require a strong army of doctors. The availability of doctors including specialists, therefore, needs to be planned accordingly. At present there is a large gap in the requirement and the turnout from the established agencies. According to a planning commission study released in 2012, the country is facing a shortage of 6 lakh doctors, 10 lakh nurses and 2 lakh dental surgeons. With a boom in the healthcare sector, there are other areas too where medicine professionals are highly in demand. MBBS doctors can find placements in hospitals which promote medical tourism. Besides this, the emerging health insurance market, growing pharmaceutical industry, telemedicine sector, clinical research, pharmaco-vigilance etc hold great charm and promise for doctors. The cost of studying medicine can be more expensive than one can imagine but student educational loans and scholarships help students cover the costs. One needs to also be aware of the choice of college whether in India or abroad to ensure that the institute one joins is not a fake. Medical education is heavily subsidized in India with almost 31,000 doctors graduating from 269

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medical colleges each year according to a press information bureau report Padded with a degree of MD, and a couple of years of work experience, a doctor could well be earning Rs one-12 lac per month depending upon his area of specialization. There is no upper ceiling to the earnings of a competent and capable doctor. One can also be a visiting doctor at several hospitals and charge by the hour.

COST OF PRODUCING A MBBS DOCTOR According to Dr Tatyarao Lahane, the dean of JJ Hospital and the Grant Medical College in Mumbai, it costs the government anywhere between Rs 25 to Rs 35 lakh for creating a doctor over five-and-a-half years. The student however pays a fee of about Rs 40,000 per year. Further, the fees vary from state to state. In government medical colleges in West Bengal, the fees are about Rs 9,000 per semester with an additional Rs 750 to 1000 per paper while at Jawaharlal Institute of Post Graduate Medical Education and Research in Pondicherry (JIPMER) it would cost about Rs 2,500 per year to become a doctor. The country's premiere medical institution, AIIMS, spends Rs 1.7 Crore to produce a single MBBS doctor. This is the finding of a first-of-its-kind study submitted by AIIMS' department of hospital administration to the dean recently. The figure includes both direct (services of the faculty and stipend) and indirect (services of non-teaching personnel and furniture) costs incurred by the country's premier teaching hospital over the five-and-a-half year period. According to the study `Determination of the cost of training of MBBS student at AIIMS' conducted under the supervision of Dr Shakti Gupta, (HoD), department of hospital administration at AIIMS, if computed using a traditional costing method, AIIMS spends Rs 31.31 lakh on every undergraduate student per year per course. When calculated using the Time Driven Activity Based Costing method (TD-ABC), the study says that total costs incurred on one MBBS student is Rs 98 lakh per course. "As against this, the annual fee of an MBBS student at AIIMS is Rs 850 per year that includes hostel and tuition fee," Dr Gupta told TOI. What's worse, an earlier study by the Media Study Group found that over 53% of students who pass out as doctors from AIIMS leave India to work abroad. Of the 2,129 students who passed out in the first 42 batches of the MBBS programme at AIIMS -- from its inception in 1956 to 1997 -- the study team tracked down 1,477 doctors. Of them, 780 or 52.81% were found to be working abroad. Dr Gupta gave a solution to curb such brain drain. "Medical students who graduate from the Armed Forces

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Medical College in Pune have to serve in the Army for a minimum of five years or else they pay Rs 15 lakh to be allowed to practice in the private sector. Similarly, AIIMS too should think of imposing such a clause where students have to sign a bond agreeing to work in India for a certain period of time after graduating from AIIMS". The planning commission should make the doctors accountable as a first step to make a compulsory bond for at least 5 years like AFMC so that the number of doctors attending per 10000 is at least increased for the period they are accounted for. It can make a huge difference to the health & safety of Indian masses.

PRESENT SCENARIO A recent Planning Commission report said India is short of six lakh doctors, 10 lakh nurses and two lakh dental surgeons. Indian doctors, however, form 5% of the medical workforce in developed countries. Almost 60,000 Indian physicians are working in countries like US, UK, Canada and Australia alone. One can, therefore, suggest that Indian tax payer is paying for education of doctors in its Medical Colleges for serving the people abroad. India has a dismal patient-doctor ratio. For every 10,000 Indians, there is one doctor. In contrast, Australia has 249 doctors for every 10,000 people, Canada has 209, UK has 166 and US has 548. The situation is a creation of the faulty policies. At one end you have the government colleges, gaining entry into which is becoming increasingly difficult due to allocation of seats for higher education for service candidates and caste based reservations. A deserving student then has either an option to go in for higher education in a private medical college which will financially exploit his/her predicament or to look for avenues in a university abroad. During the medical training, the concept of social training is ingrained into the psyche of a medico. And every person does help in his or her small way. Every doctor during the course of training realizes that the knowledge which is gained is suitable mostly for the Indian scenario. All those who emigrate outside are not people who did not want to settle in India but are people who have given up trying after facing a system that can just not accommodate their aspirations. And the comparison with IIT and IIM is plainly unfair. A person graduating from IIT/IIM is assured of 6 figure salary while most of FEBRUARY–MARCH 2022 www.sixsigmahealth.org

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the medicos continue to be students till mid 30's and do not earn more than 35000 till the age of 40. And lastly, the onus of social responsibility need not lie solely on the shoulders of doctors. The onus is also on lawyers, engineers, businessmen, sportsmen and lastly our good and very old politicians.

STUDYING MEDICINE ABROAD With so many aspirants and so few seats, a lot of contenders prefer to do their MBBS from abroad. The favourite destinations include US, UK and Australia. The degrees abroad are competitive and the infrastructure and facilities are excellent yet, students have to clear a lot of tests and hurdles before they get admission. First of all they have to obtain an eligibility certificate from the MCI/NMC. After returning from the completion of the course too, students have to undergo a screening test and get registered with the MCI. There's also an important concern about reducing the cost of medical education. Many middle-class families are forced to mortgage or sell a lifetime's hard-gained assets to pay for their children's medical education. By severely restricting the number of postgraduate medical seats, especially when there's such a huge demand for doctors, we have created an artificial demandsupply imbalance. The cost of one postgraduate seat often goes up to Rs 1 crore to Rs 2 crore, depending on the specialization. After putting in more than a decade of hard work, doctors begin to earn when they are well into their 30s. Their peers in other professions usually start earning almost a decade earlier!

WHAT NEEDS TO BE DONE? One has to think “Out of the Hat” to improve the situation post haste. The important thing is to make medical education less expensive. Public investment in new medical colleges and liberalizing infrastructure norms for setting new medical colleges will certainly help in this regard. However, this is not such an easy task. Further, there should be a concerted effort to improve the terms and conditions of Doctors to lure them into the profession and retain them. For example, a better pay package will enhance the quality of not only the teaching faculty but be an incentive for more to join the profession. With

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better pay scales, no one would hear comments like, "what’s the big deal in being a doctor, even our local gym has a doctor working on daily wages". The salaries at the corporate hospitals are also very less. A 22 yr old software engineer earns more than a 35 years MD doctor. Rules like "In order to do post-graduation, one has to be under 30 years of age", are definitely against the constitutional rights. Improving the working hours and abolishing 24 or 36 hour duty roster is another important area for consideration. Spending more on improvement of the sanitation in the hospital, and crackdown on corruption in equipment and drug purchase would be necessary. India needs generalist doctors who can look after the primary health care centers. Besides, most of these doctors in India are overworked and underpaid. Those who want to do super-specialty programmes or medical research will find them at loss in India. Scrap reservation - most of us are not against giving additional liberal facilities (extra tutoring hours to students finding difficult to understand a topic, more monetary support, increase the age limit for entrance) to students who are slow learners. Solution could be rather simple........... serve the tax payers for at least 5 years or pay back to the government. If you want to go out for study or super specialization, only 3-5 years mandatory service in India may be enough. However, if one decides to settle down abroad, then paying full fee with 100% interest may be considered. Doctors should, however, pay for the expense on their education - why should any govt give charity? The students should be given loans for the fee. In western countries this was implemented long back, why we are not adopting the model? Politicians make issues if the fee is hiked as they get another reason to lure popular vote banks. There should be a mechanism to recover the money spent on making doctors, in case they decide not to serve their society. Other alternative to retain the local talent is to direct the Indian Medical Council not to issue 'Certificate of good standing' unless they have served in India for at least 10 years before planning to leave the country

POST GRADUATE MEDICAL EDUCATION The post graduate entrance exam for medicine in India is so hard to crack. Even if you manage to, it is highly unlikely that you will get through the stream of your choice. I know cases where the student wanted to pursue specialization in anaesthesia but was offered pathology instead. In such cases, students would prefer to do their PG abroad than risk taking up a specialization they are least interested in. After all it's a matter of their career. One reason for going abroad is that Post graduation & superspecialization courses are very less in India. According to one report, there are currently 'less than 5,000 seats for an MD degree across the country' and this remains of the largest bone of contention amongst young doctors. With caste reservations taking up most of the seats in government colleges, deserving candidates are left with the option of either going to a private medical college in India or go overseas. One often comes across students who narrate how they tried for two years to get into the merit category for a PG seat in FEBRUARY–MARCH 2022 www.sixsigmahealth.org

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Surgery course in India, and finally resolved to pay the fee and get the seat as they were losing time. The sum is as high as whopping Rs 1 – 2 crores. The cost of getting a post graduate seat in India is still higher than what they would have to pay in the US. Postgraduate medical education needs to be liberalized and the number of seats increased by allowing large public and private hospitals to impart postgraduate education. This will help lower the cost of medical education. There's an imperative need to eliminate the practice of making undercover payments for postgraduate medical seats. We should encourage existing hospitals to become teaching institutes by liberal accreditations from the National Board which would the most cost effective method of making higher medical education liberal and cheap. The present scope of Postgraduate medical education in some Hospitals could be liberalized to encompass more hospitals (even smaller in size). This would ensure that a substantial number of MBBS students who go abroad in search of avenues for higher learning stay back and their services are available to our people. This could be done by the National Board of Education if it ensures that its existing policies are more pragmatic and realistic rather than making them more stringent by the year. Yes, one learns with experience - but such learning to bring in improvements does not imply squeezing this avenue or window to the maximum extent. This Hospitals should be encouraged to apply for accreditation by the National Board of Education and to start Post Graduate Courses in their respective areas of core competence. It should be understood that these hospitals do not earn any money while imparting training to the students. They could, therefore, be given incentives by way of soft loans, deferred payments, tax exemptions, and allotment of land at subsidized price for starting medical/para-medical/nursing institute. Even the burden of paying stipends by these hospitals to the students should be taken away from them. The students undergoing training there should be made to pay more than the presently stipulated annual fee of Rs 50, 000/. The thrust, on the other hand, probably to ensure a better quality of education, is to make the criteria stringent after every batch/year (if one goes by the past experience). Such an approach, if not modified immediately, would ultimately throttle this avenue of higher medical education

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MISSION To anticipate our clients requirements, While concentrating them on their core profession and build on our collective experiences and consistently improve and innovate in providing, healthy and tasty meals in hospitality and catering services. Our ‘can-do attitude’ and the passion to excel will ensure that we always exceed our customers’ expectations in whatever we do SERVICES OFFERED Food and Beverages ( catering) service for Hospitals Educational Institutes Mess Cafeteria for Hospitals and Educational Institutes Corporate Catering Services Hostel and Guest House Facility Services Restaurant Services Guest House Operations Outdoor Catering Indoor Catering

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One simple step, if implemented, would almost double the availability of Post Graduate seats in these colleges. The ratio of professor to student was liberalized in the Medical Colleges a few years ago – from one student per professor to two students per professor - to ensure more seats for PG students in these colleges. Why the authorities shy away to apply the same criterion to the Hospitals running similar courses. Further, application of age limits to the Professors in the Hospitals running these courses is also a step beyond any comprehension. Professors, Lawyers and Doctors grow professionally with age and experience. All Hospitals crave to avail the services of the HODs and professors in Medical Colleges who, generally after their superannuation, join them. This experienced class of professionals is made to superannuate in Medical Colleges at a pre determined age not because they suddenly lose their acumen on the mid-night of the date of their superannuation but because of the constraints of creating promotional avenues to those junior to them. Rather than taking advantage of these experienced professionals, the Board follows the same principals of age for “employment as PG Teachers” as in the Government set-up. If autonomous bodies also have to follow the same rules as the central government, why have them. Who will “think out of the Box”? The healthcare needs to be treated as an industry and granted infrastructure status, with tax incentives at par with other infrastructure service sectors, with parallel subsidies on power, water and other utilities to reduce the overall costs. In one of the recent ‘Satyameva Jayate’ TV program on medicos, the IMA President admitted there are serious problems with Health care in India. What about reservations and donation colleges which dole out degrees without quality and release them into the Health care market? There are many such problems but our Politicians/Ministers are also responsible for serious acts of maladministration that contributes to poor health care outcomes. Not so long ago a DMK- party Health Minister in the UPA Government sacked an eminent Cardiologist as Director of AIMS and when the Doctor won his case on appeal to Supreme Court, the Minister changed the legislation retrospectively to terminate the Director. When all this was being carried out, the MPs, ministers

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and the PM watched as mute helpless spectators. If the highest office in the country turns a deaf ear to blatant violation of ethics/principles, is there any hope for the country to fix its Medical profession? To address the shortage of doctors in rural areas, Australia reserves seats in medicine for rural bonded scheme. The students have to work in rural area for five/six years after graduating from the university studying there for five/six years. If they do not work in rural areas, they have to pay equivalent full fee which is about $50,000 per year. May be India can follow a similar policy. Of course it is very important that the scheme be realistic, and enforced accordingly. According to Dr Devi Shetty, “The system is jacking up the price of doctors - the way we go about it has made education expensive. MCI doesn’t allow existing hospitals to become teaching institutions. So, a non-profit organisation has to get land, like a football ground, and build a college and a hospital. Naturally, the burden of the cost shifts to students. It costs Rs 2 crore for a seat for MD in radiology, in Bangalore, today”. He further adds, “Though diabetes is widespread and, as a result, people suffer from kidney diseases, the country produces only 60 nephrologists a year. The system is jacking up the price of doctors by creating such shortages. This would have to change. It is time for the world to come together and tackle this problem. We are proposing a medical education system outside India, using the best from curricula across the world, and trying for recognition from global universities. There is no Indian way of removing pain and a French way of removing pain. There is only one way. So, there is no conflict”. He concludes very aptly by stating that in India, students pay hospitals to learn, while in the West, the hospitals make you work while you learn. So, you don’t need to pay. It is like an apprenticeship. It is high time that organizations like the IMA/MCI/NBE/NMC do some introspection to realize why people have lost faith in the medical profession. No technology can replace the bond of faith between a doctor and patient, a vital ingredient of patient care. This bond of faith is solely dependent on ethical values. The use of high tech medicine without ethical standards can be detrimental to patient care as well as to society at large. SSHC

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HOW mHEALTH (MOBILE HEALTH) CAN REVOLUTIONISE THE INDIAN HEALTHCARE INDUSTRY Siddhant Sharma Chief Principal Consultant-Six Sigma Group Associate Lecturer - GIHM, Delhi

WHAT IS MHEALTH? mHealth is defined by the WHO as the “medical and public health practice supported by mobile devices, such as mobile phones, patient monitoring devices, personal digital assistances and other wireless devices”. The US Food and Drug Administration (FDA) estimates that roughly 500 million people globally are already using personal healthcare ‘apps’ (mobile software applications). This number is predicted to grow rapidly to over 1 billion by 2018.

THE DIFFERENCE BETWEEN MHEALTH AND TELEHEALTH In the Digital Healthcare world today, there is a lot of confusion that arises from all the different labels given to the types of technology-enabled healthcare One main area of confusion is between Telehealth and mHealth.  “Formally defined, Telehealth (also commonly known as Telemedicine) is

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the use of medical information exchanged from one site to another via electronic communications to improve a patient’s clinical health status. Telemedicine includes a growing variety of applications and services using twoway video, e-mail, smart phones, wireless tools and other forms of telecommunications technology.  “Products and services related to telemedicine are often part of a larger investment by healthcare institutions in either information technology or the delivery of clinical care. Even in the reimbursement fee structure, there is usually no distinction made between services provided on site and those provided through telemedicine and often no separate coding required for billing of remote services.” Telehealth encompasses patient consultations via video conferencing, transmission of still images, ehealth including patient portals, remote monitoring of vital signs, continuing medical education, consumer-focused wireless applications and nursing call centers. As of July 2016, there are currently over 13,000 healthcare-related apps in the Apple iTunes store and many more on application platforms such as Amazon and Google Play. The most common mHealth apps are fitness trackers. Other mHealth devices can include heart rate monitors, medication trackers, asthma and diabetes monitoring. Currently, there is no clear association or authority overseeing the industry. While there are some links between Telehealth and mHealth, many doctors still feel the data derived from fitness trackers and most mHealth technology is not accurate enough to be used in diagnosis or patient monitoring.As technology connectivity and interoperability becomes more common, there is likely to be more of a link between the Telehealth and mHealth.

ADVANTAGES OF MHEALTH The emergence of mHealth enables speedier and faster spread of information. In situations where information needs to be provided to a large section of the population like in case of natural calamities, this shall be a rescuer and redeemer. The awareness about mHealth doesn’t mean that each and every person is accessible and one can easily reach out to everyone, this is definitely not the case. But it can very efficaciously be spread the word about health concerns when it matters most to a large number of people. MHealth is a very useful, convenient and an educative app which schools us about the drugs, dosage, purpose and a lot more. It also helps in identifying the medical condition just by listing down the symptoms and also prescribes us the suitable medicines. Such mobile apps also have FEBRUARY–MARCH 2022 www.sixsigmahealth.org

educative and detailed blogs and medical newsletters which are very useful and informative. The mHealth also keeps a track record of our day to day health condition. One can easily track his or her medical condition on a daily routine basis. This therefore, helps us to be more conscious and mindful of our dietary habits, exercise and health. These apps work very effectively and make the patients fully responsible and accountable of their own health condition as it keeps warning and notifying them about their well-being. Thus, these apps encourage

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and foster a healthy behaviour and even a healthy life. These apps have undoubtedly eased out our lives. Irrespective of vacations, business trip or a normal day, the app keeps a track of our health very meticulously and even at minimal cost. These apps are also available free of cost and allow the users to access their health records in real time. These also set a track record of the appointments, visits to the doctor and even the time of your medicine. These apps substantially reduce the expenditure of the patients and their families as it communicate the health condition of the patient to the doctor. This has reduced the burning holes in their pockets as the visit to the doctor are minimised and it is not always necessary for the patient to be admitted in the hospital.

DISADVANTAGES OF MHEALTH In a country like India where poverty and illiteracy prevails, the access to mHealth apps is denied to a large section of the population because of their incapacity to afford it and the knowledge and skill to use it. This is a major drawback and setback the country is still facing in this 21st century as there still a large section of the society who is still technologically challenged. These apps can never be too accurate to replace the human mind and judgements. These have been made to ease out the health structure but not to substitute it by mankind. Even the most well designed and technologically best developed apps also can never be 100 per cent correct. Apps which do not have a strong support system, their information can be unapproved, unverified and potentially unreliable as well. These mHealth apps also make us dependent completely on the technology which might be a bane in the longer

run. If one loses his or her mobile phones, often all the information is lost and can be misused too. There might be several privacy and encryption issues when it comes to mHealth. In such cases where there is the security and data privacy is not strengthened, the personal information can be leaked and shared to third parties.

THE GAME-CHANGING IMPACT OF MHEALTH ON GLOBAL HEALTHCARE With the explosive penetration of smartphones and smart devices, healthcare has become one of the many sectors that are going through a significant digital transformation, a fact made evident by the popularity and acceptance of mHealth apps and devices. Mobile phones now function as full-fledged computers that provide a range of features and services — and mHealth is making steady progress as the technology simplifies healthcare for all. The utility of mHealth apps and tech can be found the world over, and their impact has affected the global mHealth market, which is touted to surpass a remuneration of $289 billion by 2025. 1. 81 percent of American adults have a smartphone, according to Pew Research. Smartphone ownership has increased rapidly since 2011 (then 35 percent) and is even higher for young people. 95 percent of teens have access to a smartphone and 45 percent say they’re online “almost constantly.” 2. There are now 318,000 mHealth apps available in major app stores. That number has nearly doubled since 2015 driven by increased smartphone adoption and ongoing heavy investment in the digital health market. 3. Over 60 percent of people have downloaded an mHealth app. Yes, that is a big number. These fall into two major

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categories with wellness being much more common (85 percent) than medical (15 percent). Most smartphone users have used their device to gather health-related information. A 2015 Pew Research Center study cited that number at 62 percent, making mHealth a more common smartphone activity than online banking (57 percent), job searches (42 percent) or accessing school work or educational content (30 percent). 90 percent of physicians already use smartphones at work, where they use it to access electronic health records, communicate with their team, reference information, or manage their schedule. New apps and services make it increasingly possible to use smartphones as a valuable clinical tool that frees up time to spend with patients.

While there are some links between Telehealth and mHealth, many doctors still feel the data derived from fitness trackers and most mHealth technology is not accurate enough to be used in diagnosis or patient monitoring.As technology connectivity and interoperability becomes more common, there is likely to be more of a link between the Telehealth and mHealth.

FEBRUARY–MARCH 2022 www.sixsigmahealth.org

Two-thirds of the largest US hospitals offer mobile health apps. While at first glance this sounds impressive, Accenture finds that providers pursuing mobile patient engagement are failing because apps offer poor user experience and functionality. Proprietary patient-centered apps have the potential to better align functionality with patient needs. 7. 43 percent of millennials prefer to access patient portals from their smartphone. Based on a 2014 Xerox study, this number is surely higher in 2019. Experts hope mobile access might boost actual portal use, which lingers around 15 percent despite nearly 90 percent of providers offering patient portals 8. 74 percent of patients say using mobile apps wearables and other mHealth tools helps them cope with and manage their conditions, according to the Boston Technology Corporation. 9. 85 percent of health insurance companies think mHealth creates value. Surveys show that companies in the market assume patients are willing to share their health data for a cheaper plan, for health recommendations, or for research purposes. 10. The biggest cost saving benefit from mHealth apps will be in reducing hospital costs by decreasing readmission rates and length of stay, and by assisting with patient compliance to medication plans. That’s according to the majority of respondents (60 percent) in a Research2Guidance report. 11. The global mHealth app market is growing fast and expected to reach $111 billion by 2025. Fitness accounts for the largest share of the US mHealth app market, which is expected to grow to $50 billion by 2025.

CONCLUSION Mobile medical apps are changing the way the world and health consumers handle their personal health care. These applications allow the health consumers to track their own health such as heart health and make their adjustments according to their lifestyles. The FDA is taking precautions to review these apps to make sure they are safe and function properly. Nonprofit organizations will be able to reach more people and profit organizations are looking at an increase in future revenue. The financial management staff takes care of fiscal planning and also makes sure the money is used accordingly. When the FDA regulations and rules begin to weed out the unnecessary apps the remaining apps can be used to increase revenue. The cost would be moderate considering that the current apps are either free or inexpensive. The future possibilities of these apps are endless especially since clinicians are going to use these apps as well. SSHC

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MEDICATION ERRORS

AN IMPACT ON HEALTHCARE SETTINGS

A BALDEV BATRA Chief Principal Consultant, Six Sigma Group

FEBRUARY–MARCH 2022 www.sixsigmahealth.org

A medication error is a failure in the treatment process that leads to, or has the potential to lead to, harm to the patient. Medication errors can occur in deciding which medicine and dosage regimen to use (prescribing faults—irrational, inappropriate, and ineffective prescribing, under prescribing, overprescribing); writing the prescription (prescription errors); manufacturing the formulation (wrong strength, contaminants or adulterants, wrong or misleading packaging); dispensing the formulation (wrong drug, wrong formulation, wrong label); administering or taking the medicine (wrong dose, wrong route, wrong frequency, wrong duration); monitoring therapy (failing to alter therapy when required, erroneous alteration). They can be classified, using a psychological classification of errors, as knowledge-, rule-, action- and memory-based errors. Although medication errors can occasionally be serious, they are not commonly so and are often trivial. However, it is important to detect them, since systemd failures that result in minor errors can later lead to serious errors. Reporting of errors should be encouraged by creating a blame-free, non-punitive environment. Errors in prescribing include irrational, inappropriate, and ineffective prescribing, under prescribing and overprescribing (collectively called prescribing faults) and errors in writing the prescription (including illegibility). Avoiding medication errors is important in balanced prescribing, which is the use of a medicine that is appropriate to the patient's condition and, within the limits created by the uncertainty that attends therapeutic decisions, in a dosage regimen that optimizes the balance of benefit to harm. In balanced prescribing the mechanism of action of the drug should be married to the pathophysiology of the disease. The goal of drug therapy is the achievement of defined therapeutic outcomes

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that improve a patient’s quality of life while minimizing patient risk. There are inherent risks, both known and unknown, associated with the therapeutic use of drugs (prescription and nonprescription) and drug administration devices. The incidents or hazards that result from such risk have been defined as drug missadventuring, which includes both adverse drug reactions (ADRs) and medication errors. This document addresses medication errors— episodes in drug missadventuring that should be preventable through effective systems controls involving pharmacists, physicians and other prescribers, nurses, risk management personnel, legal counsel, administrators, patients, and others in the organizational setting, as well as regulatory agencies and the pharmaceutical industry. medication error prevention approaches that should be considered in the development of organizational systems and discusses methods of managing medication errors once they have occurred. These guidelines are primarily intended to apply to the inpatient hospital setting because of the special collaborative processes established in the setting [e.g., formulary system, pharmacy and therapeutics (P&T) committee, and opportunity for increased interaction among health-care providers]. Recommendations for practice settings other than hospitals are beyond the scope of this document, although many of the ideas and principles may be applicable. Medication errors compromise patient confidence in the healthcare system and increase health-care costs. The problems and sources of medication errors are multidisciplinary and multifactorial. Errors occur from lack of knowledge, substandard performance and mental lapses, or defects or failures in systems.3,4 Medication errors may be committed by both experienced and inexperienced staff, including pharmacists, physicians, nurses, supportive personnel (e.g., pharmacy technicians), students, clerical staff (e.g., ward clerks), administrators, pharmaceutical manufacturers, patients and their caregivers, and others. The incidence of medication errors is indeterminate; valid comparisons of different studies on medication errors are extremely difficult because of differences in variables, measurements, populations, and methods.2 Many medication errors are probably undetected. The outcome(s) or clinical significance of many medication errors

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may be minimal, with few or no consequences that adversely affect a patient. Tragically, however, some medication errors result in serious patient morbidity or mortality. 3 Thus, medication errors must not be taken lightly, and effective systems for ordering, dispensing, and administering medications should be established with safeguards to prevent the occurrence of errors. These systems should involve adequately trained and supervised personnel, adequate communications, reasonable workloads, effective drug handling systems, multiple procedural and final product checks by separate individuals, quality management, and adequate facilities, equipment, and supplies.

TYPES OF MEDICATION ERRORS Medication errors include prescribing errors, dispensing errors, medication administration

errors, and patient compliance errors. A potential error is a mistake in prescribing, dispensing, or planned medication administration that is detected and corrected through intervention (by another health-care provider or patient) before actual medication administration. Potential errors should be reviewed and tabulated as separate events from errors of occurrence (errors that actually reach patients) to identify opportunities to correct problems in the medication use system even before they occur. Detection of potential errors should be a component of the hospital’s routine quality improvement process. Documentation of instances in which an individual has prevented the occurrence of a medication error will help identify system weaknesses and will reinforce the importance of multiple checks in the medication use system.

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Rule-based errors (using a bad rule or misapplying a good rule)—for example, injecting diclofenac into the lateral thigh rather than the buttock. Proper rules and education help to avoid these types of error, as do computerized prescribing systems. Action-based errors (called slips)—for example, picking up a bottle containing diazepam from the pharmacy shelf when intending to take one containing diltiazem. In the Australian study mentioned above most errors were due to slips in attention that occurred during routine prescribing, dispensing or drug administration. These can be minimized by creating conditions in which they are unlikely (for example, by avoiding distractions, by cross-checking, by labelling medicines clearly and by using identifiers, such as bar-codes); so-called ‘Tall Man’ lettering (mixing upper- and lower-case letters in the same word) has been proposed as a way to avoid misreading of labels, but this method has not been tested in real conditions. A subset of action-based errors is the technical error—for example, putting the wrong amount of potassium chloride into an infusion bottle. This type of error can be prevented by the use of checklists, fail-safe systems and computerized reminders. Memory-based errors (called lapses)—for example, giving penicillin, knowing the patient to be allergic, but forgetting. These are hard to avoid; they can be intercepted by computerized prescribing systems and by cross-checking.

RECOMMENDATIONS FOR PREVENTING MEDICATION ERRORS Organizational systems for ordering, dispensing, and administering medications should be designed to minimize error. Medication errors may involve process breakdowns in more than one aspect of a system. This section provides recommendations to the management staff (general and departmental) of hospitals, as well as to individual prescribers, pharmacists, nurses, patients, pharmaceutical manufacturers, and others.

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ORGANIZATIONAL AND DEPARTMENTAL RECOMMENDATIONS Organizational policies and procedures should be established to prevent medication errors. Development of the policies and procedures should involve multiple departments, including pharmacy, medicine, nursing, risk management, legal counsel, and organizational administration. The following recommendations are offered for organizational management and clinical staff 1. Using the principles of the formulary system, the P&T committee (or its equivalent)— composed of pharmacists, physicians, nurses, and other health professionals—should be responsible for formulating policies regarding the evaluation, selection, and therapeutic use of drugs in organized health-care settings. 2. Care and consideration must be given in hiring and assigning personnel involved in medication ordering, preparation, dispensing, administration, and patient education. Policies and procedures should be developed that ensure adequate personnel selection, training, supervision, and evaluation. This would include the need to ensure proper interviewing, orientation, evaluation of competency, supervision, and opportunities for continuing professional and technical education. 3. Sufficient personnel must be available to perform tasks adequately. Policies and procedures should ensure that reasonable workload levels and working hours are established and rarely exceeded. 4. Suitable work environments should exist for the preparation of drug products. Potential error sources within the work environment, such as frequent interruptions, should be identified and minimized. 5. Lines of authority and areas of responsibility within the hospital should be clearly defined for medication ordering, dispensing, and administration. The system should ensure adequate written and oral communications among personnel involved in the medication use process to optimize therapeutic appropriateness and to enable medications to be prescribed, dispensed, and administered in a timely fashion. All systems should provide for review and verification of the prescriber’s original order (except in emergency FEBRUARY–MARCH 2022 www.sixsigmahealth.org

situations) before a drug product is dispensed by a pharmacist. Any necessary clarifications or changes in a medication order must be resolved with the prescriber before a medication is administered to the patient. Written documentation of such consultations should be made in the patient’s medical record or other appropriate record. Nursing staff should be informed of any changes made in the medication order. Changes required to correct incorrect orders should be regarded as potential errors, assuming the changes occurred in time to prevent the error from reaching the patient. There should be an ongoing, systematic program of quality improvement and peer review with respect to the safe use of medications. A formal drug use evaluation (DUE) program, developed and conducted through collaborative efforts among medicine, pharmacy, and nursing, should be integrated and coordinated with the overall hospital quality improvement program. To prevent medication errors, a portion of the DUE program should focus on monitoring the appropriate use of any drugs associated with a high frequency of adverse events, including specific drug classes (such as antimicrobials, antineoplastic agents, and cardiovascular drugs) and injectable dosage forms (e.g., potassium products, narcotic substances, heparin, lidocaine, procainamide, magnesium sulfate, and insulin). The quality improvement program should include a system for monitoring, reviewing, and reporting medication errors to assist in identifying and eliminating causes of errors (system breakdowns) and preventing their recurrence. Pharmacists and others responsible for processing drug orders should have routine access to appropriate clinical information about patients (including medication, allergy, and hypersensitivity profiles; diagnoses; pregnancy status; and laboratory values) to help evaluate the appropriateness of medication orders. All discontinued or unused drugs should be returned to the department of pharmacy immediately on discontinuation or at patient discharge. Discharged patients must not be given unlabeled drug products to take home, unless they are labeled for outpatient use by the pharmacy in accordance with state and federal

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10.

11.

12.

13.

regulations. Discharged patients should be counseled about use of any medications to be used after discharge. It is recommended that there be computerized pharmacy systems in place that enable automated checking for doses, duplicate therapies, allergies, drug interactions, and other aspects of use. Where possible, the use of technological innovations such as bar coding is recommended to help identify patients, products, and care providers. Pharmacygenerated medication administration records or labels are recommended to assist nurses in interpreting and documenting medication activities. Adequate drug information resources should be available for all health-care providers involved in the drug use process. Standard drug administration times should be established for the hospital by the P&T committee (or its equivalent), with input from the departments of nursing and pharmacy. Policies and procedures should allow for deviations from the standard times when necessary. Further, standard drug concentrations and dosage charts should be developed to minimize the need for dosage calculations by staff. The P&T committee (or its equivalent) should develop a list of standard abbreviations approved for use in medication ordering. There should be efforts to prohibit or discourage the use of other abbreviations in medication ordering. A review mechanism should be established through the P&T committee specifying those responsible for data collection and evaluation of medication error reports. The review group should investigate causes of errors and develop programs for decreasing their occurrence. The review group should be composed of representatives from pharmacy, nursing, medicine, quality assurance, staff education, risk management, and legal counsel. The pharmacy department, in conjunction with nursing, risk management, and the medical staff, should conduct ongoing educational programs to discuss medication errors, their causes, and methods to prevent their occurrence. Such programs might involve seminars, newsletters, or other methods of information dissemination. SSHC

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Sonu Sharma

Inspirational Speaker Mr. Sonu Sharma is the founder of DYNAMIC INDIA GROUP (INDIA) An Author, Educator, Business Consultant and a successful Entrepreneur, he is a much sought-after speaker. Today he is one of the Youngest Inspirational Speaker in India He inspires and encourages individuals to realize their true potential. He has taken his dynamic personal messages to opposite sides of the globe. His 17 years of research & understanding in Direct Sales Industry has put many organizations on a path of growth and fulfilment. Tens of thousands of people have benefited from his Dynamic workshops in over 12 States in INDIA and 20 Million have heard him on YouTube across 192 Countries, More Than 5 Lac People Attends his live Seminars in India in the past few years.. Mr. Sharma is the Crown Ambassador & Highest Earner in One of the Leading Network Marketing Co in India, Naswiz Retails (P) Ltd. SSHC