Transforming Healthcare: A Journey with Dr. Subhash Chandra | Innovations in Medicine and Leadership

Summary

Subash Chandra, a 28-year-old doctor with a background in management, discusses his journey in transforming his family's small 30-bed hospital into a digitally advanced healthcare facility. He highlights the introduction of an in-house developed hospital management system, improved patient follow-up, and staff training programs. Subash emphasizes the importance of courage and guidance for young doctors to become entrepreneurs, sharing his experience with the Doctor Entrepreneurs Academy and his plans for expansion.

Takeaways

• 😀 The speaker discovered a community for doctor entrepreneurs that encourages doctors to become entrepreneurs and found it very helpful.
• 🎓 Subash Chandra, a 28-year-old doctor with an MSN in general surgery, comes from a family of doctors and aims to improve his small 30-bed hospital.
• 🏥 Subash has a vision to expand his hospital and implement better management practices learned from observing day-to-day hospital activities.
• 🤔 He identified key challenges such as the lack of awareness about corporate hospitals, patient focus on cost over care, and the need for a patient follow-up system.
• 💰 Subash addressed financial concerns by balancing hospital profitability with quality care at a reasonable cost, especially in a tier-3 city.
• 👨‍⚕️ To overcome staffing issues, he analyzed corporate pay scales and business models to attract and retain quality doctors and staff.
• 🛠️ The hospital introduced an online appointment system, improving patient convenience and becoming the first in the area to do so.
• 💡 Subash and his team developed an in-house Hospital Management System (HMS) to streamline operations, including a patient follow-up system and automated feedback.
• 🏆 The hospital received the 'ET Healthcare Award' for its work in the infertility segment, providing encouragement and validation for their efforts.
• 📈 Subash emphasized the importance of courage and guidance for young doctors interested in entrepreneurship, suggesting platforms like 'Doctor' for support.
• 🔄 He also highlighted the integration of staff training and HR into their system, creating a periodic evaluation system to improve staff performance and satisfaction.

Q & A

What was the initial reaction of the interviewee after watching a webinar by the host?

The interviewee found the webinar very useful and was unaware of the existence of a community for doctor entrepreneurs. This led to an immediate decision to join the community, feeling that it would be helpful to have guidance in entrepreneurial endeavors.

What is the background of Subash Chandra, the interviewee?

Subash Chandra is a 28-year-old doctor who has completed his MSN in general surgery. He comes from a family of doctors, with both parents being doctors, and he currently manages a small hospital with around 30 beds.

What were some of the challenges Subash faced in managing his hospital?

Subash faced challenges such as a lack of awareness about corporate hospitals and quality healthcare in his tier-3 city, balancing profit and loss while providing quality care, and the absence of a patient follow-up and feedback system.

How did Subash address the issue of patient care and profitability in his hospital?

Subash focused on providing better care at a lower price while ensuring profitability. He introduced an online appointment system, improved patient feedback, and streamlined the work process with more doctors and support staff.

What was the initial situation regarding the online appointment system in Subash's hospital?

The hospital was the first in the area to introduce an online appointment system. Initially, there was skepticism about its adoption due to the perceived lack of internet literacy among the local population.

How did Subash manage to increase the number of doctors in his hospital?

Subash observed the pay scale and business model of corporate hospitals and implemented a similar system with a lower salary range. He also focused on improving infrastructure and patient footfall, which attracted doctors to join.

What unique system did Subash develop for his hospital?

Subash developed an in-house Hospital Management System (HMS) with features like patient follow-up reminders, automated feedback collection, and a periodic evaluation system for staff.

How has the patient follow-up system improved the hospital's bed occupancy rate?

The patient follow-up system has increased the bed occupancy rate from 8-9% to 30% by ensuring that patients remember and attend their follow-up appointments.

What recognition has Subash's hospital received?

The hospital received the 'Terish Cares' award in the infertility segment by ET Health World in 2019 and was recognized as one of the '30 Under 30 Young Entrepreneurs'.

What advice does Subash have for young doctors interested in entrepreneurship?

Subash advises young doctors to have courage, seek proper guidance, and join platforms like the one he joined to get ideas and support. He emphasizes the importance of sticking with their ventures even in the face of challenges.

What is Subash's future plan for his hospital?

Subash plans to expand his hospital to 100 beds and start DNB (Diplomate of National Board) courses, aiming to provide further education and training for medical professionals.

Outlines

00:00

😀 Discovery of a Supportive Community for Doctor Entrepreneurs

The speaker begins by sharing their experience of attending a webinar, which was instrumental in their realization of a supportive community for doctor entrepreneurs. They express gratitude for the guidance and resources provided by this community, which they were previously unaware of. The introduction of Subash Chandra, a young doctor with an entrepreneurial spirit, is highlighted. Subash, a 28-year-old with a background in medicine and management, discusses his aspirations to improve his family's small hospital and his approach to addressing the challenges faced by healthcare providers in tier-3 cities, such as balancing patient care with profitability.

05:00

🚀 Pioneering Digital Innovations in Hospital Management

This paragraph delves into the innovative steps taken by Subash to modernize his hospital's operations. He introduces the first online appointment system in his area, overcoming initial skepticism and achieving a significant adoption rate. Subash also discusses the importance of patient feedback and follow-up systems, which were previously absent. He shares his strategy for improving staff quality and quantity, including the implementation of a unique HR approach inspired by corporate models. The paragraph concludes with insights into how Subash managed to attract and retain doctors, emphasizing the hospital's focus on quality care, particularly in women and child health.

10:02

💡 Embracing Technology for Enhanced Patient and Staff Experience

Subash shares his journey of developing an in-house Hospital Management System (HMS) to streamline operations and improve patient care. He details the creation of a patient follow-up system that automates reminders and tracks missed appointments, significantly increasing bed occupancy rates. The system also includes an automated feedback mechanism that collects patient ratings and encourages online reviews, thereby enhancing the hospital's reputation. Subash explains how these technological advancements have not only improved patient experience but also provided a platform for staff training and performance evaluation, fostering a corporate-like environment in a small city hospital.

15:04

🌟 Recognition and Encouragement for Entrepreneurial Efforts in Healthcare

The speaker reflects on the recognition received by their hospital, including an award from Economic Times for excellence in the infertility segment and being named among the '30 under 30 young entrepreneurs.' This acknowledgment serves as a source of motivation and validation for their innovative approach to healthcare management. The paragraph also emphasizes the importance of community support and the value of sharing knowledge and experiences among peers. The speaker encourages other young doctors to consider entrepreneurship and to seek guidance from platforms that foster doctor entrepreneurs.

20:04

📚 The Need for Entrepreneurial Education in Medical Curriculum

In the final paragraph, the speaker discusses the lack of entrepreneurial education in the medical curriculum and the need for more guidance on setting up and managing healthcare institutions. They express concern about the prevailing mindset that encourages joining existing institutions rather than creating new ones. The speaker advocates for having the courage to start one's own venture and the importance of taking control of one's destiny. They conclude by inviting others to join supportive communities and to contribute to the collective growth of doctor entrepreneurs.

Keywords

💡Webinar

A webinar is an online seminar or workshop that is conducted over the internet. In the context of the video, the speaker mentions attending a webinar which was instrumental in their discovery of a supportive community for doctor entrepreneurs. This webinar served as a gateway to resources and guidance, highlighting its importance in the speaker's entrepreneurial journey.

💡Doctor Entrepreneurs

Doctor entrepreneurs refer to medical professionals who also engage in entrepreneurial activities, such as starting their own medical practices or healthcare businesses. The video's theme revolves around the challenges and insights of being a doctor entrepreneur, as illustrated by the interviewee, Subash Chandra, who comes from a family of doctors and is now managing his own hospital.

💡MSN General Surgery

MSN stands for Master of Science in Nursing, and general surgery is a medical specialty that focuses on surgical treatment of various conditions. Subash Chandra, the interviewee, has completed his MSN in general surgery, indicating his formal education and specialization, which is relevant to his role as a doctor entrepreneur managing a hospital.

💡Hospital Management

Hospital management involves the administration and operation of a hospital, including patient care, staff management, and financial oversight. The video discusses the interviewee's interest in hospital management, which has influenced his approach to improving his family's small hospital and his entrepreneurial endeavors.

💡Tire 3 City

A 'tire 3 city' likely refers to a third-tier city, which is a city that is smaller and less economically developed than first- and second-tier cities. The video mentions the challenges of operating a hospital in a third-tier city, such as the lack of awareness about corporate hospitals and the focus on cost over quality of care.

💡Online Appointment System

An online appointment system allows patients to book and manage appointments with healthcare providers via the internet. The video highlights the introduction of such a system in the interviewee's hospital as a pioneering move in their region, aiming to modernize healthcare access and improve patient experience.

💡Patient Follow-up and Feedback System

A patient follow-up and feedback system is a process that ensures patients return for necessary check-ups and provides a mechanism for collecting their opinions on the care they received. The video describes how the hospital in question was the first to implement such a system, enhancing patient care and satisfaction.

💡HR (Human Resources)

In the context of the video, HR refers to the management of staff within the hospital, including hiring, training, and performance evaluation. The interviewee discusses the challenges of finding quality staff in a third-tier city and the strategies they've employed to improve their hospital's HR management.

💡Infrastructure Improvement

Infrastructure improvement refers to the process of upgrading the physical facilities and systems within an organization. The video script mentions the improvements made to the hospital's infrastructure, which has contributed to its growth and the doctors' confidence in the quality of care they can provide.

💡DNB Courses

DNB stands for Diplomate of National Board, a prestigious postgraduate medical qualification in India. The interviewee expresses a plan to expand the hospital to include a 100-bed facility and to start DNB courses, indicating an ambition to provide advanced medical education and training.

💡Healthcare Entrepreneurship

Healthcare entrepreneurship involves the creation and management of businesses within the healthcare sector. The video's overarching theme is the challenges and rewards of entrepreneurship in healthcare, as exemplified by the interviewee's experiences and the advice given to young doctors interested in this field.

Highlights

Introduction of Subash Chandra, a 28-year-old doctor with an MSN in general surgery, from a family of doctors.

Subash's motivation to improve his small 30-bed hospital and his aspirations for the future.

Interest in medicine and management, especially hospital management, leading to improvements in his hospital.

Challenges faced in a tier-3 city regarding patient care, profitability, and competition with corporate hospitals.

Introduction of an online appointment system, a first in the area, to streamline patient bookings.

Innovative patient follow-up and feedback system to enhance patient experience and satisfaction.

Development of an in-house Hospital Management System (HMS) to improve hospital operations.

Improvement in infrastructure and patient footfall, increasing doctor confidence in the hospital's quality.

Strategies to attract and retain doctors, including competitive pay scales and a supportive work environment.

The importance of focusing on quality care, especially in woman and child care, to differentiate the hospital.

Subash's experience with the Doctor Entrepreneur Academy and its impact on his approach to hospital management.

Plans to expand the hospital to 100 beds and introduce DNB courses.

Lack of training and education for doctors on entrepreneurship in the medical curriculum.

Recommendation for young doctors to seek guidance and courage to start their ventures.

Integration of staff training and HR into the hospital's system, including a periodic evaluation system.

Recognition of the hospital's achievements, including an award from Economic Times for infertility segment.

Advice for young entrepreneurs to be active in communities, ask questions, and contribute to others.

The importance of having one's own institution for growth and freedom.

Transcripts

initially I watched one of your

webinar uh I felt it is very much useful

like I didn't know that such a system

existed like okay there are I didn't

know that there is a community for

Doctor entrepreneurs who are encouraging

doctors to become entrepreneurs I didn't

know so immediately I joined I felt it

very much helpful I felt okay there is

some someone who is there to guide us uh

to do these kind of things

[Music]

yes hello and welcome to yet another

episode of all of f interviews and today

we have with us subash Chandra he comes

he's a 28y old doctor and he has

finished his MSN general surgery and he

is also coming from the family of

doctors both parents are doctor and

having a 15y old

if you en now

[Music]

[Music]

congratulations subash this Hall of F

and welcome once

again thank you sir thank you so much

welcome sir good you have you are born

with the silver spoon and uh this was

like hospital is not a big thing but it

also still has a challenges right no no

sir I I don't think like that sir uh I

we have a very small Hospital sir which

is around 30 bed right now so I want to

make improve it much more better than

which is right now so my aim is still

higher so I don't think I have the spoon

right now but surely I'll get it in the

future so uh tell me your background how

did you start what all advantages or

disadvantages orbe performance pressure

you had due to Fe of doctor I was

interested in medicine uh I wanted to do

medicine so along with that I was

interested in management also especially

the hospital man so after I joined my

mbbs yes so parall I was uh seeing all

the

hospital day-to-day activities how

they're running like and uh like I was

thinking like how that can be

implemented in my Hospital during my

practice so that helped me a lot and

uh

uh for a brief period of around one two

years after my internship I worked in my

Hospital also so I found out a lot of

problems there also and uh what are your

three insights uh so since uh that was a

tire 3 City there was no concept of uh

corporate hospital or there was no

concept of uh like okay this is the

health care that patient should get okay

I should uh this is the thing what I

should be getting so people they are

more bothered about uh they're not

bothered about what is the care they're

getting they're more bothered about the

money oh this doctor is taking 50 rupees

I'll go there irres of whatever he

is treating so that is a main issue

which I I found out so how can I give

better care at a low price it should be

profitable for my Hospital also and

along with that patient should be

satisfied so that is the main key issue

which was challenging for the hospital

Like Us in a tire 3 City because the

expense is the same if I should buy

anesthesia G machine it is the same cost

for a corporate and for me

so how do

I balance the profit loss and how do I

give a better care than other other

hospitals in my city that was that was

one

thing and uh there is no concept of

patient followup patient feedback system

there they don't have the concept

even uh it's actually surprising sir

actually we are the first hospital there

to introduce online appointment system

nobody has got that system

so main mentality is like oh people are

not uh educated they don't know about

internet why will they book an

appointment in online and all so I was

like I was no this has to be done even

if one person books an appointment it is

okay so I want it I want the setup to be

there so now how many people are

booking now almost we are getting around

50% 60% of online bookings we also

improved patient feedback and uh their

followup with the doctors and one more

main thing is HR because first of all

there are less staff and getting quality

in that L staff is very difficult right

so how to improve that we need nursing

staff mainly to look after the patients

we need uh support staff we need and

mainly doctors so after my internship

there was hardly my parents and hardly

one more doctor only three we used to

now we have around seven doctors seven

seven and ours is the only hospital with

seven doctors right that is the thing

did you manage that so I saw what the

corporates are doing so what is their

pay scale what is their business model

so I implemented the same thing here

with with with less uh price range

that's all like less salary range or

less cuts and one more thing the work we

have done in the last four five years

like Improvement in the infrastructure

Improvement in the patient uh foot fall

rate so even the doctor has got

confidence that okay uh they have some

base and they are doing some quality

work if I go there I I can learn

something there and I can get back and

do so right now even freshy doctors like

me are also are like okay I want to join

there and get some experience and go

back so right now at least we are

getting some uh junior Consultants who

are able to assist the senior

consultants and uh work is very

streamlined this is a common question

people ask us that there are we don't

get doctors eily patients are there but

you don't get doctor how did you crack

the code how do you how do you hire how

do you take them on board how do you pay

tell us some insights into that main

main thing is regarding the quality sir

that is the first thing I would say uh

because we we mainly concentrate on

woman and child care so OBG and

Pediatrics is full-fledged running

hospital right now I mean our is the

only full-fledged

Hospital initially doctors are also

skeptical like should I join this or

should I not join so I got few of my

friends initially like one or two people

so that if I get my friends they'll be

like okay uh he's calling let us go and

see there what are they doing so they

they came they came they worked for one

to two years and seeing that they were

like okay now the they felt that this is

quite different from what other

hospitals are doing

tell me what

differ some perceptible differences them

what is that that is what I want to

know mainly what I observed is other

hospitals uh I feel the quality of care

is different yeah uh for example take my

mother itself so she sits with the

patient day night even if it is whatever

like even if the patient is normal labor

so she's sits with the patient uh I see

usually many of them converting that

normal labor labor to lscs or whatever

so those things are not there and the

ethics which we have like I won't say

others are wrong sir but there is some

kind of difference in what they are

doing and what we are doing they

improved the patient experience also

improving the doctor experience right

yeah and one more thing what we did is

we we have introduced a patient

follow-up system previously what happens

is they come they consult the doctor and

they tell okay come after one week

patient doesn't remember doctor doesn't

remember so what we did is the assistant

who is with the doctor he we have

integrated that to our hims system we

actually that is a big thing which we we

developed that system sir like we didn't

take it from any other company or any

software company made your own we have

designed our own in-house H system with

our own team which with I mean with my

own team I have designed my own system

with my own ideas

so in that we have created a follow-up

system so they'll be entering the date

and patient will get a reminder doctor

will get a reminder if they skip the

followup we will also get a reminder

that okay this person has skipped his

followup so please we'll call him back

and we'll get him the patient back is it

already in the

market no in our place it's not there

sir it might be there in

uh metros no no your HS you already put

it in Market no no no no no no plan of

doing that no sir like uh we have

developed it for 40,000 rupees you

monetize that also now the

product like we developed it for 40K now

the price has gone up to 80k because we

have added much more more more features

in that now it has gone up to 80k

initially step by step step by step we

have added the features so right now it

is full-fledged complete system which we

have developed on our own with my own

ideas and my engineering friends and

whatever with some ideas from the

companies so that has helped us a lot

even the feedback system which we have

developed so every patient will be

collecting the feedback which is

automated there's no manual there so

patient will get a message he'll reply

to that message feedback will be

integrated in our

uh database so if the patient gives four

star or five star rating to our database

so patient will get one more message

that please rate US on Google so out of

10 at least five are rating us on

Google so that has improved our Google

reviews also

right andent is not

satisfied the message will come only to

us and not to the public so we will look

after that we will take the complaint

and we will uh see that whatever

corrective action preventive action to

be taken to resolve the complaint so

that's all automated system which we

have developed you also introduced some

AI stuff

now stuff which I was talking this is

one of the feature which you have

developed like automated feedback system

one more is the patient followup system

like uh if tomorrow is the followup

he'll get a message today he'll get

message tomorrow that come for followup

and if he doesn't visit I mean visit the

hospital so our system will directly put

the patient in red line I mean red

category that he has missed his followup

so he has to come back so that way we

have developed automated statistics uh

program so think out of 100% op

initially we getting around 8 to 9% IP

so our bed occupancy was very less after

this followup system which you have

introduced that 8 to 9% has went up to

30% wow so even patients are like okay

messages are going automatically so

patient is thinking okay someone is

caring from the hospital uh okay they

are worried about my followup even

they're like oh today was my Consultants

I missed my consultant it gives a

positive message yeah yeah sir so that

has improved and

uh lot of internal stuff also we have

created like Cas sheets are digitalized

and whatever V procedure notes which we

type is digitalized billing is billing

is digitalized and automated also like

no need like we have created a system if

patient comes admits discharge and goes

Bill generates automatically so nobody

is there to print the Bild such a

fantastic what you explain a setup

you're creating in B yeah I feel I think

nobody has done in B but actually I feel

sir my what we have developed our system

I think nobody has done it in North

Karnataka as might be there in Bangalore

so I think I don't think rest of the

places also has this since we are a

small hospital with 30 uh bed strength

actually I joined your academ me in the

last seven months sir I was not knowing

about such a thing existed for Doctor

entrepreneurs so I was very much

delighted and immediately I joined your

Academy how did it start and what all

you did and how do you feel initially I

watched one of your

webinar uh I felt it is very much useful

like I didn't know that such a system

existed like okay there are I didn't

know that there is a community for

doctor entrepreneurs who are encouraging

doctors to become entrepreneurs I didn't

know so immediately I joined I felt it

very much helpful I felt okay there is

some someone who is there to guide us to

do these kind of things for your kind of

Life there there are people who are

promoting that also yeah yeah so I felt

happy sir like okay if I have gone wrong

somewhere I can ask in a community where

there are few people who can give me

some ideas yeah so that was very much

fantastic and I was very happy since

last seven months I'm following all your

I I'll get regular emails following your

Zoom uh meetings and your I watched your

financing webinar

also uh so how to that was one of my

major drawbacks actually like even I get

uh scoldings from my parents that you

wasting money on all these kind of

things

so so that was uh very much

helpful uh that's what I said sir since

we have 30 buet I wanted to increase to

50 is my target so IET should be 100 or

200 50 is a small Target 30 super full

it become 50 only no sir like uh I'm

scared about the city is it's a tire

three City uh how many hospitals are

there in

B big hospitals are very less sir around

5 to six no 30 multiple 30 that's 30 are

around six seven hospitals that's all

more than 30 one two hospitals Hospital

can be the

third yes sir so my plan is to go for

actually it is 100 bed hospital and

start DNB courses is my plan so I am I

need some support for that also actually

you get all the support what is your

message for the young upcoming wedding

what what what I feel is there is lack

of training and education on this aspect

in the medical curriculum like I feel

like even in ug PG nobody talks about

how to build a hospital or how to set up

your own setup nobody will tell uh so I

feel doctors are interested sir but they

don't have some proper guidance on how

to start or how to do there's very much

what I saw with my friends they're very

much scared to start like oh there's lot

of investment uh am I able to handle

that thing so I feel they should have

some courage and uh they should join

platforms like doer and uh they have to

go ahead and start it that's all

whatever happens they have to go ahead

start it stick on it and even if goes

into loss they have to stick on

that it was great talking to a young

enterpreneurial Doctor Who has uh we

handling this hospital and such a nice

fashion digitally automating all all the

stuff which is happening in the hospital

and using the technology to its

maximum one more thing I would like to

say we have also

integrated staff training and HR into

this our system which we have done

recently so we have developed a periodic

evaluation system so at the point of

joining we will be giving a evaluation

score to particular staff Personnel so

think if it is a nursing staff he'll be

giving a score out of five how much is

his score so after one month what is his

score how much did he improve so we'll

be looking after all the aspects like

his discipline his uh performance his

speaking skills and his

understandability and his clinical

nursing skills So based on that the

system gives us there is a evaluation

form which we have developed

and uh evaluation will be done by our

Junior doctors so system gives one more

score like initially his score is three

now his score is four okay it is he

gives an overview of of that staff

person it easy for the management to

decide on okay uh he has improved in one

line you can say improved so we have

made a system such a way that it is

easier for them to raise their hike I

mean their salary pay scale and

uh we have almost changed the previous

environment what they were working to

some kind of corporate environment like

it is new in a place like B so in 2019

our hospital has got terish cares in

infertility segment it was given by ET

Health world he collected the award in

Delhi best integrated Economic Times

that time also getting an award for a t

it is is a different thing out of

question that to this hospital is so

that give that has given a lot of

encouragement okay we are doing work

which is giving satisfaction for

us

anded 30 under 30 young entrepreneur

also like in last I mean last year there

are much more to come yes

sir great fantastic talking to you keep

up the good work and

be remain active in the community and

contribute to others questions also like

be asking questions you should also

answer acram group and other groups so I

have recommended to my colleagues also

sir so okay there is some kind of thing

like this so please join it will be

helpful for you because they are from

different different places many of them

are interested

to go to Great Heights and go everyone

wanted their

own set

but there is absolutely I would say zero

guidance in UG and PG in colleges what

we get nobody talks about how they scare

you yes sir exactly actually that's what

they do so they always channelize you to

join an institution rather than start an

institution all the sheets will go into

only so even my friends they'll be

talking like okay after this I'll be

joining there you can join for experien

and you have to join for

experien but at the end of the day you

want to achieve something is I think you

have to have your own institution you

have to have freedom you have growth and

this can come only in the if you are

having your destiny in your hand and

they have to have the I mean we have to

have our own the Zeal to do things

absolutely great was great talking to

you and God bless you and you the work

and in case of any you can always call

us phone call

away the audience which is watching this

was a fantastic inspiring Journey from

drra and he has been an interent at the

of and he has running the hospital and

if you want to join us then please join

please watch the link below given and

you can join the watchop and then the

community of the

10,000 strong now going strong to Str to

Str we gr and we helping the doctors to

enterpreneur thank you again thank you

sir

[Music]