PROJECT REPORT ON

Training & Development at Wockhart Submitted to University of Mumbai

By

Guided By

Acknowledgment
We would like to take this opportunity to express our sincere gratitude to for giving us an opportunity for working on an informative and educative project. We would also thank Mr. S. Mallikaarjuna for sparing time for us to help us to visit Wockhardt Hospital, Vashi& let us know something about their service industry. We would like to thank all of them for their kind co-operation, support & guidance to us, without which our project would have been impossible. We wish to express our thanks with regards and affection.

HUMAN RESOURCE DEVELOPMENT

INTRODUCTION
The advent of the era of liberalization and globalization along with the advancement in information technology (IT) has transformed world around us. It has brought to center stage the importance of human resources, more than ever before. The purpose of human resources management (HRM) is to enable appropriate deployment of human resources. In a competitive scenario, effective utilization of human resources has become necessary and the primary task of organization is to identify, recruit, and channel competent human resources into their business operations for improving productivity and functional efficiency. Effective utilization of human resource would lead to both accomplishment of individual and organizational goals and creation of assets at national level. It is in this context that development of human resources, which involves continuous honing of employee skills, has become vital for the survival of organizations, let alone growth and development.

An analysis of various definitions indicates that human resource management includes the following activities: Human resource management can be defined as a strategic and coherent approach to the management of the most valued assets of an organization, i.e., people, who individually and collectively contribute to organizational objectives. Aligning the HR strategy with the corporate strategy of the organization Working for the well being of all the employees Developing employee competencies Sourcing, deployment, and development of human resources for optimal utilization Employee empowerment Performance management

DEFINITION:
According to EDWARD FILIPPO Human resource management is defined as, planning, organizing, directing and controlling of the procurement, development, compensation, integration, maintenance and separation of human resources to the end that individual, organizational and social objectives are accomplished. Human resource management is defined as, a series of integrated decisions that form the employment relationship; their quality contributes to the ability of the organizations and the employees to achieve their objectives.

FUNCTIONS OF HUMAN RESOURCE MANAGEMENT

HRM is a management function, which involve planning, organizing, directing and controlling. HRM facilitates retention of skilled and competent employees. HRM builds the competencies of human resources by facilitating continuous learning and development. HRM develops and implements high performance work systems. HRM develops management practices that engender high commitment. HRM develops practices, which foster teamwork and flexibility HRM makes the employees feel that they are valued and rewarded for their contribution. HRM facilitates management of workforce diversity and availability of equal opportunities to all. HRM is multidisciplinary subject. It borrows from management, education, sociology, communication and psychology. HRM is universally applicable that is it can be applied to companies, education institution, government department, hospital etc.

OBJECTIVES OF HRM
The primary objective of HRM is to ensure the availability of competent and willing workforce to an organization. Beyond this, there are other objectives, too. HRM objectives are four fold societal, organizational, functional and personal.

Societal Objectives: To be ethically and socially responsible to the needs and challenges of the society while minimizing the negative impact of such demands upon the organization. The failure of organizations to use their resources for the societys benefit in ethical ways may lead to restrictions. For example, the society may limit HR decisions through laws that enforce reservation in hiring and laws that address discrimination, safety or other such areas of societal concern.

Organizational Objectives: Every organization aims to achieve a higher market share, increase sales margin and higher profits. All this is not possible if the workforce in the company is not effective, efficient, motivated and happy. HRM helps to maintain effective employee relation, helps in proper selection and training, placement and assessment, etc.

Functional Objectives: To maintain the departments contribution at a level appropriate to the organisations needs. Resources are wasted when HRM is either more or less sophisticated to suit the organisations demands. The departments level of service must be tailored to fit the organization it serves.

Personal Objectives: HR assist employees in achieving their personal goals; at least insofar as these as these goals enhance the individuals contribution to the organization. Personal objectives of employees must be met if workers are to be maintained, retained and motivated. Otherwise, employee performance and satisfaction may decline and employees may leave the organization.

Wockhardt Limited

Wockhardt Limited, established nearly four decades ago, is a research and technology oriented Pharmaceutical Company. It is the number one Pharmaceutical Company in the United Kingdom and 4th largest in India, operating in 13 countries. It is also credited as the only super-specialty healthcare provider in India from the past 15 years. Wockhardt has emerged as a leading player in domestic as well as international markets, with widely accepted and effective drugs and formulations. The company has developed leading brands in Anti-infectives, Pain & Inflammation, Cough, Psychiatry, Medical nutrition and Biotechnology segments.
Research and Development

As a front-runner in multi-disciplinary R&D programs, Wockhardt comprises a team of 350 eminent scientists largely focused on developing innovative technologies and New Drug Discovery. The company has a dedicated team of over 90 scientists engaged in new drug discovery research and has several new chemical entities in the field of sepsis and antiinfectives. Innovation rather than Invention is the short-term focus of Wockhardt's R&D program which is active in almost all facets of the business that includes: Biotechnology and bio-pharmaceuticals New Drug Discovery Pharmaceutical formulations development including Novel Drug Delivery Systems Innovative process development for Bulk Actives using chemical, fermentation and peptide synthesis technologies Development of new medical nutrition products Clinical research including Pharmacology, Toxicology and Pharmacokinetics and Pharmacodynamics Agrochemicals and bio-agro product

Training and Development

Meaning and Definition:

A business' most important asset is often its people. Training and developing them can be one of the most important investments a business can make. The right training can ensure that your business has the right skills to tackle the future. It can also help attract and retain good quality staff, as well as increasing the job satisfaction of those presently with you increasing the chances that they will satisfy your customers. Training and development refer to the imparting to specific skills ability and knowledge to an employee. A formal definition of training and development is: It is any attempt to improve current or future employee performance by increasing an employees ability to perform through learning, usually by changing the employees attitudes or increasing his or her skills and knowledge. The need for training and development is determined by the employees performance deficiency, computed as follows: Training and Development need = Standard performance Actual performance.

We can make a distinction among training, education and development. Such distinction enables us to acquire a better perspective about the meaning of the terms. Training, as was started earlier, refers to the process of imparting specific skills. Education, on the other hand, is confined to theoretical learning in the classrooms.

Objectives of Training and Development

Staying ahead in today's business world is more challenging than ever. Building trust and promoting teamwork are just two expectations of any business leader. Training and development programs are designed to keep an organization at the front of its industry maximize performance and energize every level of the organization. Training and Development is also seen to strengthen the tie between employee development and strategic operation objectives. The objectives of Training and Development are as follows: -

Efficiency: Employees become efficient after undergoing training. Efficient employees contribute to the growth of the organization.
Fewer accidents: Accidents, scrap and damage to machinery and equipment can be avoided or minimized through training. Even dissatisfaction, complaints, absenteeism, and turnover can be reduced if employees are trained well. Meeting manpower needs: Future needs of employees will be met through training and development programmes. Training serves as an effective source of recruitment. Training is an investment in human resource with promise of better returns in future.

Improves quality: Better-informed workers are likely to make less operational mistakes. Quality of products or services will definitely increase. This can be well measured through the reduction in rejections.
Personal growth: Training programmes also deal with personality development of the employees (through goal setting, motivation, leadership skills, etc.) thus they personally gain through exposure to training programmes. Obsolescence prevention: Training and development programs foster the initiative and the creativity of the employees and help to prevent the manpower obsolescence, which may be due to age, temperament, or the inability of the person to adapt himself to technological changes. Versatility in operations: Training makes the employees versatile in operations. All rounders can be transferred to any job. Flexibility is therefore ensured. Growth indicates prosperity, which is reflected in profits every year.

Employee stability: Training contributes to employee stability in at least 2 ways. Employees become efficient after undergoing training. Efficient employees contribute to the growth of the organization. Growth renders stability to the work force. Further trained employees tend to stay with the organization.

TRAINING AND EDUCATION DIFFERENTIATED:

Training

Education Theoretical oriented Classroom learning General concepts Broad perspective

Application oriented Job experience Specific tasks Narrow perspective

Development refers to those learning opportunities designed to help employees grow. Development is not primarily skill-oriented. Instead, it provides general knowledge and attitudes, which will be helpful to employees in higher positions. Efforts towards development often depend on personal drive and ambition. Development activities, such as those supplied by management development programmes, are generally voluntary.

Introduction to Wockhardt
Established nearly four decades ago, Wockhardt Limited today is among India's top research and technology oriented pharmaceutical companies, with global presence. Wockhardt has emerged as a leading player in domestic as well as international markets, with widely accepted and efficacious drugs and formulations. The company has developed leading brands in Anti-infectives, Pain & Inflammation, Cough, Medical nutrition and Biotechnology segments. Wockhardt has an active multi-disciplinary R&D programme involving over 300 scientists, largely focused on developing innovative technologies and New Drug Discovery. The company has a team of over 90 scientists engaged in new drug discovery research and has several new chemical entities in the field of sepsis and anti-infectives. Company Highlights 24th largest wealth creator Ranked amongst the 50 most valuable companies in India Rated among the Top 10 emerging Corporates in India (Economic Times, 1999) Wockhardt employs 2700 people of which more than 1300 constitute the field force covering 1,50,000 Doctors 35% of total sales come from International Business Listed on Bombay Stock Exchange, National Stock Exchange and on Luxembourg Stock Exchange R&D programme rated among the top 3 in the country with R&D spend of 7% of sales one of the highest in the country. Managed by the "Best" Board of Directors in the pharmaceutical industry (Source: Business Today, May, 1997 survey.) Wockhardt Corporate Mission Pursuit of growth with excellence in the field of pharmaceuticals and healthcare" Profitability through: Quality of products and services Increasing investment in R & D Competent scientific and managerial manpower Wockhardt Business Philosophy Creating value by understanding and communicating with our customers and business partners Wockhardt Vision is to be the most admired Pharmaceutical Company in India

Wockhardt Health Care

In 1989, Wockhardt pioneered the concept of corporate healthcare facilities in India, with the creation of the Wockhardt Medical & Research Centre, at Calcutta. This centre initially provided hi-tech "Day Care" in urology, gastro-enterology and ophthalmology. This centre has now expanded in a big way with the creation of the Wockhardt Hospital & Kidney Institute, a 70 bedded dedicated urology super-specialty hospital the only one of its kind in Eastern India. In 1990, Wockhardt also created a dedicated super-specialty cardiac hospital at Bangalore - the Wockhardt Hospital and Heart Institute. Since then, both these have become centers of excellence in their respective fields, and draw patients not only from their cities, but from surrounding states and even neighboring countries. Wockhardt recently set up a world- class five-hospital complex in Mumbai.

Wockhardt Hospitals has entered into a strategic alliance in healthcare:

Wockhardt Hospitals Limited has a long-term exclusive agreement with Harvard Medical International, Boston, USA; whereby Wockhardt has access to Harvards expertise and experience in the field of surgical and medicare services, as well as in setting up and developing hospitals of excellence throughout the world. Wockhardt surgeons and paramedical staff will also benefit from Harvard Medical training and induction in critical surgical and medicare services at Harvard's institutes at Boston, USA, as well as at Wockhardt Hospitals. Wockhardt has firm plans to set up additionally, at least five Super Speciality Hospitals in the next coming years. All these will have modern and world-class facilities. Wockhardt Hospitals at Mulund, Mumbai is a five-hospital complex comprising:Wockhardt Heart Hospital, Wockhardt Brain & Spine Hospital, Wockhardt Bone & Joint Hospital, Wockhardt Eye Hospital, and Wockhardt Minimal Access Surgery Hospital. The 222 - bedded hospital complex has state-of the-art medical infrastructure, coupled with high quality of clinical practice. Each hospital has a team of dedicated consultants and technical experts. Its quality control systems and protocols have been laid down by Harvard Medical International in the areas of clinical practice, infection control, waste disposal, hygiene, management of premises and equipment. Within each super-speciality hospital, speciality clinics have been set up for focused treatment of various medical disorders. Wockhardt Hospitals offer a host of specialized health check-up packages including general health management, comprehensive heart check-up, senior citizens profile, women and childrens health check-up programmes.

Career Options at Wockhardt HR

Wockhardt is in the process of revamping HR systems and processes so as to create vibrancy in HR and to encourage talent and potential. A number of new initiatives have been launched which involves strategies for competency building, talent attraction and retention, reward mechanisms, management development initiatives etc. Wockhardt is looking for young dynamic HR professionals who have a passion to create new paths, who have the knack of creating opportunities rather than waiting for it and for whom creativity is a way of life. Prospective employees of Wockhardt should have exposure in different facets of HR, viz

Competency based recruitment and selection Competency based training and development Competencies and performance management system Creating a culture of competence Compensation Industrial Relations HR Processes IT & HR integration Organization Development

Departments in Wockhardt Hospital

Front Office Customer care IT Maintenance Nursing Pathology Main Stores Pharmacy CSSD (Central Sterile Supply Department) Ophthalmology Medical records Marketing Blood bank Biomedical Radiology Casualty Housekeeping HR and Administrative Some training and development programmes are carried out with the help of departmentation and some are done employee wise. There are on job as well as off the job training.

Various Training and development programmes carried out in Wockhardt are:

Induction BLS (Basic Life Support) Fire safety Leadership programme Service excellence PRM (Patient Relationship Management) ATLS (Advanced Trauma Life Support) ACLS (Advanced Cardiac Life Support) CSSD dos and donts (Central Sterile Supply Department) Infection Control Code blue Tele Etiquettes Quality Session Disaster Management

Let us see few of these training programmes in detail what and why are these training sessions taken.

Induction Programme
This programme is an introduction, instruction and orientation programme taken compulsorily. For whom: For all the new joinies Done How: Done Department wise Done by: Different people Done where: In the auditorium and different laboratories Department Customer Care Topics Covered Overview of manpower planning and customer feedback analysis. How to deal with customers at helpdesk, registration, billing processing, health checkup, speciality clinics.

IT

How does IT help the new joinies in making their work easy. The way they should use it. Overview of past maintenance records and expected level in future. Instruments use for it. Overview manpower planning, services to be provided, role of nursing in patients care, documentations required, study of procedure in wards, deluxe rooms, ICU, OT, labs, and casualty. Manpower planning, services provided by the department, food and beverages unit, procedure and documentation required. Instruments used and overview of manpower planning. Details about the stores. Role played.

Maintenance

Nursing

Dietetics

Pathology Main stores

CSSD Instruments used in various departments, quality check of each instrument and the process followed in each department. Marketing Schemes and promotion strategies, customer segments of different departments, associate centers of the hospital

Like this there are various departments which can be seen in the example further with the schedule of what time and whom to meet. This creates a convenience for the trainer and trainee both.

Service Excellence Programme

This programme is an introduction, instruction and orientation programme taken for providing excellent service which delivered to head of departments and executives which they further execute. For whom: For all HODs and Management executives Done How: Done employee wise Done by: Different service industry experts Done where: In the auditorium of the hospital Time taken: 3hrs for 6days The content of the programme: Businesses that fail to meet customer service excellence will experience an average turnover of 100 percent of their customer base every five years. Ten times more expensive to acquire a new customer than to keep a current customer. Why should we be concerned? In the average business, for each customer who complains there are 26 who feel the same way and dont speak up. The customers who feel poorly served will tell between 8 and 16 people about their negative experience. Service vs. Services An art Costs little or nothing Pro-active business strategy Needs constant customer-consciousness Needs flexibility in delivery Both short-term and long-term differentiator Can be easily copied Tangible items such as features, benefits, price Add to costs Are short-term differentiators Do not protect against a poor service reputation

Service features A Service cant be created in advance A Service cannot be centrally produced, inspected, stockpiled or warehoused A Service cannot be demonstrated, nor can a sample be sent for Customer Approval Value of service depends on perception of the receiver More people in a service delivery chain.less likely that a customer will be satisfied with service Levels of customer service Criminal level - Gross insensitivity to customer needs & failure in meeting minimum expectations of customer Basic level - Meets essential needs but demonstrates lack of concern for customer Expected level - Generates customer satisfaction by meeting customer needs and wants Desired level - Recognition & respect is accorded to customer with personalized service & priority resolution of needs and wants Surprising level - Generates a Wow! From the customer. Principles in services Principle 1: finish strong Principle 2: get the bad experience out of the way early (pain first) Principle 3: segment the pleasure combine the pain Principle 4: build commitment through choice Principle 5: give people rituals, and stick to them

Service Dimensions

Clarity is power in customer service Understand customers needs and wants Self talk your way to become service stars Team-based customer service Offer the total service experience from first contact to follow up Maximize problem solving competence Emotional connections to customers Recovery from service to re-gain trust, respect and loyalty Begin with the inner fundamentals of exceptional service Be clear about personal goals in customer service Re-engineer inner desires and motivation for service with Heart Decide to change Win the three Victories in good customer communication (Verbal, Vocal and Visual) Learn the art of asking questions and establishing facts Self-talk create service attitudes which affect the quality of customer communication Become aware of inner voices when you serve customers Consciously eliminate negative self-talk and install a positive one Harness the power of self talk to support, not work against you in customer service Art of synergy in attaining customer service goals Leverage on the cross-functional teams Install systems thinking in customer service Be confident and competent Problem solving requisites Establish the facts Resolve the problem immediately Focus on customer, forget everything else Commit to customers satisfaction Manage customer expectations Involve customers in problem solving Avoid emotional-trigger words

F.M.E.A.
What is FMEA? Failure Mode and Effects Analysis. First used in Aerospace industry to find problems with an aircraft before it ever left the ground. In services industry, FMEA is critical because there is no scope for quality control after a service encounter has occurred. Identify potential failure modes in the process in anticipation of the service encounter In this way, potential for errors is reduced or eliminated, allowing for only the smallest possibility of customer dissatisfaction

Ten steps to be taken to conduct a FMEA:

1) Select a service process to be analyzed 2) Define responsibility (team, designers, etc) 3) Flow chart the process 4) List and describe all failure modes at each step in the process 5) Perform a criticality assessment by determining the risk level for each fault by failure probability or severity of failure 6) Rank the faults in terms of priority 7) Design changes to reduce the risk of the highest priority failure modes 8) Specify outcome measures and criteria to determine the success of the changes 9) Specify a time frame 10) Implement the changes and evaluate

What potential rewards can FMEA provide?

Minimized customer defection / increased customer satisfaction Increased consistency in service quality Reduced transaction costs / increased profits Providing documentation of failures which can be tracked over time Making accountability easier to pinpoint

Facilitating continuous improvement

The main aim of this service excellence training programme is to make promises deliverable Clearly setting out details & specifies are imperative in ensuring the through understanding of a customer service programme Businessmen want to get to where theyre going, not wait

Hospital Induction training for nursing staff

This programme is an instruction and orientation programme taken for nurses to provide excellent services, which will be highlighted in the final recovery of the patient. For whom: For all nursing staff Done How: Done department wise Done by: Different service industry experts Done where: In the auditorium of the hospital Time taken: 4hrs for 1days

The content of programme:

Objective of the Department Activities of the Dept. Organization Structure of Dept. Who are our Customers? How do we serve them? How are we measured? Highlights of Our Department One piece of advice for you guys.

Objectives and activities of the Department

Objectives: nursing philosophy goals Activities: Assessment Diagnosis Planning Implementation Evaluation

Diagnosis
Analyzing & Interpreting the Nursing Data Observation Defining the Clients Problem / Need

Planning
Stating the expected outcomes developing plan of care including outcomes and interventions

Implementation
Nursing Care Related To : Hygiene Nutrition Medication Assisting /Transporting Patients for diagnostic/ Therapeutic procedures Health Education Discharge Preparation Cleanliness of the unit Safety Rest & sleep Comfort

Evaluation
Reviewing the progress in relation to the expected outcomes Recording the progress on the chart Determining whether the outcomes are achieved

How are we measured?

Out come measures Sentinel Events recording Incident Report Tracking of Bedsores Medication Error Reporting System Log Books Clinical & IC Performance Review Competency Assessment Patient Feedback

One piece of advice for you guys

Arise, Awake & Stop not till the GOAL is Achieved!

Disaster management training programme

This programme is an instruction based programme taken for providing best services when the disaster strikes in the city or area. For whom: For all the new joinies Done How: Done department wise Done by: Different disaster management experts Done where: In the auditorium of the hospital Time taken: 8hrs for 1days

Situations and Assumptions:

1. Internal Disasters: Fire, explosions, and hazardous material spills or releases. 2. Minor external disasters: incidents involving a small number of casualties. 3. Major external disasters: incidents involving a large number of casualties. 4. Disaster threats affecting the hospital or community (large or nearby fires, impending tornado, flooding, explosions, etc. 5. Disasters affecting the communities.

Flow of disaster management plan

Disaster/Impact Preparedness Response

Mitigation

Recovery

Prevention

Development

Communications:
1. Command Center will be set up at the Security Desk All department heads or their designee will report to this command centre called as many of their employees as needed. 2. Visitor Control Center will be set up in the front lobby. Families of casualties will be instructed to wait there until notified of patients condition. Normal visiting hours will be suspended during the disaster situation. Supplies and Equipment: Extra supplies will be obtained from the Purchasing personnel Outside supplies will be ordered by the Materials Dept.

Public Communication Center:

A communication center for receiving outside calls and giving information to the press, relatives shall be set up near Reception.

Responsibilities of Individuals and Departments:

General Manager/ Administrator/ Executive HR: 1. Check with local authorities to verify the disaster 2. Announcement of disaster to the hospital personnel. 3. Ask for help from local police and volunteer organizations Chief of Nursing 1. Responsible for notifying all department heads or alternates Nursing Supervisor: 1. Determining whether it is a major or a minor disaster. 2. Will set up a Command Center 3. Will attempt to find adequate numbers of nursing personnel.

All other Department Heads 1. Report to Command Center and then remain in the department. 2. Department Head or designee will call in their own personnel as needed after reporting to the Command Center. 3. Call personnel from nearby hospitals and clinics as necessary (if required) Doctors/Nursing Personnel Assigned to Disaster Victims DO NOT leave your patient unattended. Give aggressive first aid treatment When Additional Bed Space is needed Empty beds in the hospital will be utilized first. If necessary, the medical staff will discharge the following types ~ 1. Diagnostic problems and observation cases 2. That is not bedridden. 3. Patients about to be discharged

If the Casualty is full, then immediately vacate the Auditorium (Level 1),if it is full then CT/MRI waiting area / lobby at level 1. Organize beds and start giving basic first aid. After stabilizing the patients give discharge or shift them to ICU, Ward or to another hospital. As a temporary measure, patients can be placed on blankets or mattresses on the floor. Internal disaster Fire Emergencies: Emergency due to Hostage Emergency due to Bomb Threats In case of other external Emergencies/In case of Epidemics : The primary responsibility lies with the Government authority/BMC. The hospital will give first aid and stabiles the patient and then transfer to a Government hospital.
Dept GM Nursing Chief Nursing Supervisor HOD's Activity 1 Check with the Authority Inform all HOD Set Command Center Report to Command Center Managing The Command Center Family Information Activity 2 Declare The Disaster Guide the Nursing Team Determine Extent of Disaster Arrange Tech. & Staff Coordinate All Other Services All infrastructure Arrangement for Staff & Contract Employee to stay Transfer of Patients Treatment the Patients Handle Phone call Activity 3 Ask for help for local Govt. Official. Activity 4 Ask help for Volunteers

Arrange Adequate Nursing Staff Call Other Hospital, Clinics (if necessary)

Admin. Manager Exe. HR

Nursing Staff Doctors CCO

First Aid First Aid Give dedicated line to Command Center Control Traffic Check the stocks Make sure of F&B supply , Order for more supply

Help in Evacuation Transfer of Patients Help in Evacuation

Help in Evacuation

Security Materials Contractor Services

Handle the disaster Place an order for extra Help in Evacuation

Help in Evacuation

Quality Session training programme

This programme is an overview and instruction programme taken for providing information about what to be done, and why quality is important for Wockhardt. For whom: For all the employees Done How: Done employee wise Done by: Different quality service experts Done where: In the auditorium of the hospital Time taken: 8hrs for 1day Contents Objective of the Department Activities of the Dept. Organization Structure of Dept. Who are our Customers? How do we serve them? How are we measured? Highlights of Our Department One piece of advice for you guys. Objective of the Department To provide facilitation and support to Wockhardt network hospitals in the field of quality management and system implementation. To integrate, standardize, and certify the quality management systems and processes across the network hospitals Activities of the Department Facilitate Quality system implementation Monitor and set benchmarks on Outcome Measures Design, standardize, and audit Processes Train people on concepts, tools, techniques, and standards of quality

Organization Structure of the Department

Who are our Customers?

Hospital Heads Quality Champions at locations Head of Departments Staff attending quality training Operations Head

How do we serve our Customers?

Facilitate quality system implementation at location Help develop processes, standardize them, set measurements and review system, conduct audits Develop/facilitate train-the-trainer workshops Conduct training on specific topics on quality, standards, tools process improvements etc Quality improvement projects across location, network wide comparison on quality system status, patient/physician satisfaction survey, clinical outcomes, accreditation status etc.

How are we measured?

Number of quality improvement projects across locations Impact of projects on organizational efficiencies Successful accreditation of various hospitals to internationally recognized quality system standards Clinical quality improvement and service quality improvement, monitored through various outcome measures

One piece of advice for you guys

The Service-Profits Chain The Service-Profit Chain summarizes the benefits to be had as a result of taking customer service seriously. ("Putting the Service-Profit Chain to work" - J. L. Heskett, T.O. Jones, G.W. Loveman, W.E. Sasser Jr, L.A. Schlesinger, 1994.)

Fire Safety training programme

This programme is a programme taken for providing information about what to be done, at the times if fire strikes in the hospital. For whom: For all the employees Done How: Done employee wise Done by: Different quality service experts Done where: In the auditorium of the hospital Time taken: 8hrs for 1day

Fire Fire is an exothermic chain reaction which takes place in the presence of Fuel , Heat and Oxygen. As we all know Oxygen, heat, and fuel are frequently referred to as the "fire triangle."

CLASS "A": Class "A" type fires involve ordinary combustibles. Such as: wood, paper, cloth, rubber, and many plastics.

CLASS "C": Class "C" type fires involve electrical equipment. Such as: wiring, fuse boxes, circuit breakers, machinery, and appliances.

CLASS D": Class D type fires involve combustible metals such as magnesium, titanium, sodium, etc.

Types of fire extinguishers The three most common types of fire extinguishers are: Water extinguisher Carbon Dioxide extinguisher Dry Chemical powder extinguisher

Breaking the fire triangle When any one of the three components of fire triangle is removed fire is extinguished Elimination of each element can be done by following methods: Oxygen Element: Use of blanket cover to smother the fire Use of Carbon dioxide extinguishers Use of Dry Chemical Powder extinguishers Heat Element: Use of Water or Water Extinguishers Moving Heat Producing Elements away Fuel Element: Move flammable materials away Duties of the telephone operator Telephone Operator to immediately call the Nursing Supervisor , General Manager, Manager Administration, HR Executive, Department Heads , Housekeeping, F&B Disconnect all the external call & keep phones free Be available on Board In case of evacuation of Tel. Operator , forward all calls to Security 4173 Operator should keep all the relevant emergency nos. handy (Police, Ambulance Service Providers etc.) In charge of the department where fire exits: Evaluate the severity of the situation Start Fighting the fire along with Core Fire Fighting Team Remove combustibles and flammables Materials Provide direction when evacuation is deemed necessary during an emergency and assisting staff to perform evacuation

In charge of the department ( not affected area)

 Alert the staff about the fire and do not panic. Keep departmental phone free Stop the ongoing procedures if the fire is in near vicinity and depending on the severity of fire. Secure the inflammable items in the department. Ensure that the pathways ( staircase ) are clear. Wait for the instructions about evacuation.

General manager : (over all controller) Guide the fire fighting team & Makes decision for evacuation Evaluates the severity and makes necessary decision to call the fire brigade for help Human resource department: HR Executive assigns a person to take roll calls at the assembly point HR Executive will Rush to sight & start fighting the fire Keeps a track of the number of people evacuated Duties or Doctors on duty Available for First Aid to Patients and employees, Critical Medical Equipment which would be required for First Aid. Should assist patients f required. Duties of Nursing Staff Assist patients and keep them calm. Patients on support and in the recovery beds should be assisted first. Direct/Escort patients to fire escapes in case of evacuation. Duties:Customer Care Officers Keep Visitors calm Assist in evacuation of patients/visitors when announced. Arrange for ambulance/s in case evacuation is required. Duties: Finance Staff Seal all cash boxes and books. Evacuate to secure areas when directed. Assess damage after fire has been controlled and initiate Insurance claims. Duties :Engineering Department Man the Engineering control rooms at all times Ensure fire pumps are functioning. Check water levels of fire tank. Shut down all AHUs, Fresh Air Units and Exhaust Fans of fire effected areas (if required) Check the UPS supply, DG sets etc. Technicians to reach the site with fire fighting equipments and start fighting the fire

Do's

 Stack material properly and away from power lines/inflammable materials. Always extinguish Match Stick/Cigarette before disposal. Clear dustbins regularly. Always switch off appliances after use. Always obey signs and instructions. Always keep inflammable materials outside at a safe place. Always keep emergency pathways clear. Don'ts Do not smoke in bed/kitchen/fire risk areas Do not wear loose/flowing/nylon clothes while cooking Do not leave equipment unattended when "ON" Do not keep linen near electric panels Do not use electric equipment without proper plug tops Do not allow any temporary electric connections Do not touch electric equipment with wet hands Do not enter machinery room areas with loose clothing on do not ignore fire alarms

Evacuation

Employees involved in the evacuation procedure must talk to the patients, to give first hand information, and take all necessary measures to suppress panic. The Patient Evacuations will be as under : Ambulatory with no risk to life. Patients requiring minimal amount of nursing care. Patient on life support equipment or patient critically ill (HDU).

General instructions while evacuating:

Avoid noise and excitement, in other words suppress panic. Remove all person(s) in immediate danger to a safe area away from the fire. Keep the movement orderly and fast;but do not run. Do not use lifts, as lights may go off and smoke might get accumulated in the lifts. Preferably use the closest way out, the fire exit. Never attempt to open the door which restricts spread of fire as it may provide oxygen and ignite fire balls. Check and recheck the area to be sure that everyone is moved but do not endanger life. If possible close all windows and door but do not lock them. Do not break windows as they may be needed to closed when necessary,but if needed hit it in the corner. Smoke may get accumulated in the corridor so CRAWL as smoke is less dense at the bottom. At assembly points as designated, make immediate check of missing patients, visitors and staff, taking the roll call. Assign a member of staff to prevent return of patients/visitors to the building To open the door check the door handle with back of the palm to ensure fire has not reached that area and also to avoid burns.

To evacuate:

LOCATION OF FIRE EXITS /EMERGEN Middle CY staircase Front end Rear end Front end staircase staircase Middle Rear end Middle staircase staircase Rear end Front end staircase
Various execution plans thought are fire response plan for icu fire response plan for operation theatres large fire in operation theatres Implement.R.A.C.E : R: rescue In- charge nurse: Informs the other occupied personnel. If empty OT/room available will notify the involved team to move the patient to that room. If no empty room available, designate Recovery area . Anesthesiologist: Disconnects the breathing circuit from the patient and turn the oxidizers flow Decides for shutting off the gas valves to the room and asks the circulating nurse to do that. OT technicians:

Gets Ambu bag and helps the anesthesiologist to ventilate with air or/ oxygen the patient during evacuation Surgeon, circulating nurse: Disconnect the patient from all the surgical equipment i.e. Cautery, Scopes, etc Scrub person and helpers: Cover the patients open wound by 3M-1050 drape or any sterile towel and moves the A: Alarm Responsibility: In -Charge Nurse Plan of action: To raise alarm and alert others. C: Contain Keep the involved doors closed. E: Extinguish The core fire fighting team will use extinguishers to put out the fire and implement fire containment strategies. Fire and smoke spread out of the involved room to other area Local Fire Department should be present besides the Core Fire Fighting Team by this time to help and evaluate the circumstances for evacuation.

Universal hygiene training programme

This programme is an instruction based programme taken for providing basic universal precautions of total hygiene and cleanliness. For whom: For the new joinies especially the Doctors, nursing and medical staff. Done How: Done people wise Done by: Different hygiene experts Done where: In the auditorium of the hospital Time taken: 6hrs for 1days Universal precautions apply to all patients regardless of their diagnosis or presumed infection status. Aims To reduce the risk of nosocomial transmission of infectious agents from: Patient to patient. Patients to healthcare workers. Healthcare workers to patients. Universal precautions apply to Blood. All body fluids, secretions and excretions (except sweat) regardless of whether or not they contain visible blood. Non-intact skin. Mucous membranes Components 1. 2. 3. 4. 5. 6. Hand washing Use of Barrier Precaution Work practice controls Proper waste disposal Post exposure prophylaxis Immunization

Hand hygiene is the simplest, most effective measure for preventing hospital acquired infections.

Hand washing 1. Before and after patient contact. 2. after contact with any source of microorganism 3. Immediately after removing gloves.

Barrier precautions Specialized clothing or equipment worn by an employee for protection against infectious materials gloves gowns masks goggles caps boots Gloves Use when touching blood, body fluids, secretions, excretions, contaminated items; for touching mucus membranes and no intact skin Gowns Use during procedures and patient care activities when contact of clothing/ exposed skin with blood/body fluids, secretions, or excretions is anticipated Mask and goggles or a face shield Use during patient care activities likely to generate splashes or sprays of blood, body fluids, secretions, or excretions

Work practices controls

1. 2. 3. 4. 5. Hand washing Use of appropriate barrier protection Proper handling and disposal of sharps Use of safety devices Post exposure prophylaxis

Sharps handling and disposal

Avoid rushing when handling needles & sharps. When patient is uncooperative, obtain assistance. Dispose all needles and sharps promptly Do not recap needles. Use One-handed scoop technique if needed. Dispose needles in a sharps disposal container

Management of a needle sticks injury, splash other body fluid exposure

Stop the procedure immediately Squeeze out blood and wash with soap and water Disinfect with Micro shield Handrub Flush / irrigate with water / sterile water for mucous membrane / eyes Promptly notify your supervisor. Fill out the Needle Stick Injury form Report to the Casualty Medical Officer

PEP (Post exposure prophylaxis) recommendations for HIV

EC 1 1 2 2 3 2/3 HIV 1 2 1 2 1or2 Recommended expanded regimen Unknown Consider basic regimen PEP PEP may not be required Consider basic regimen Recommended basic regimen Recommended expanded regimen

Basic regimen Zidovudine (100) 2 TDS + Lamivudine 150 SD X 4 weeks. Expanded regimen Basic + Indinavir (400) 2 TDS X 4 weeks PEP for Hepatitis B virus exposure Hepatitis B Immunoglobulin must be administered within 72 hrs of exposure to the virus. Active immunization with Hepatitis B vaccine should always be commenced in conjunction with administration of Hepatitis immunoglobulin in patients exposed to Hepatitis B virus.

BLS training programme

BLS is basic life support. This programme is an instruction based programme taken for providing basic universal knowledge of life saving techniques for sudden cardiac or respiratory arrest which involves mouth to mouth breathing ie, the artificial breathing along with breathing and chest compression techniques. For whom: For the new joinies especially the Doctors, nursing and medical staff. Done How: Done people wise Done by: Different health and body experts Done where: In the auditorium of the hospital Time taken: 8hrs for 1days This training programme teaches about ; Chain of survival Indication of BLS Respiratory arrest Causes of respiratory arrest Cardiac arrest Early defibrillation Early advanced cardiac care How to call for help if somebody is in cardiac arrest or drowning Artificial breathing Circulation Internal and external chest compression Electronic shock techniques Management at these times of arrest Discontinuing BLS

PRM and Leadership training programme

PRM is Patient Relationship Management. This programme is an instruction based programme taken for providing basic knowledge of how people of Wockhardt should behave with their customers. Leadership programme is mainly done to enhance the quality of the working staff. Staff can be from any section either medical or administrative. For whom: For the all new joinies Done How: Done people wise Done by: Different hospitality PR experts and HODs Done where: In the auditorium of the hospital Time taken: 8hrs for 1days PRM training programme teaches: When patient comes to Wockhardt he deals with various people like; 1. Security 2. Reception and help desk 3. Billing and registration desk 4. Doctors 5. Diagnosis department etc. which is very complex to understand. If any of these people or touch points are wrong somewhere in dealing with people then the direct sufferer would be Wockhardt How to handle a patient How the impression is created right from receiving a phone call to a discharge of person. Leadership training programme teaches: How to be leaders How to be innovators How to work under stress How to manage thing when not in favour How to motivate staff How to do things on own.

Conclusion
It was a great for us for doing this project. Before starting of project we did not have any idea what so ever about training process and its importance for organization. Training is a need of an organization and every organization should give due recognition to this department. The role of training is not only to help the organization but also the employees .due to training employee gets confidence in themselves and their work. We came to know that training improves the work performance of each employee whether they are supervisors, managers or workers. For each level training plays a main role. At last we would conclude the training is a part that improves employees personal growth as well organization.