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 Guest demographics: Age range, income (middle class, lower middle class, bpl
etc.)
To the maximum guests are comes under middle class and lower middle class only
Avg. age: 40-60
 Any revenue sharing with SVIMS? What percentage?
 No revenue sharing or rent. Only the electricity and the water charges are
deducted. Rest all is credit to nephroplus.
 Which are the various payment options available, including credit, cash, and
insurance/third-party coverage? Name all (arogyasri, TTD etc.) under
appropriate category.
 Arogyasree
 EHS
 WJHS(Working Journalist health Scheme)
 CMCO Referral letters.
 TTD
 Insurance
 Railways
 Arogya Badhratha for state police and their families
 Price of each session of dialysis for each of the above options?
 1696.22 per session
 Can you share details on the inventory management practices at this centre?
How do you ensure adequate supplies of dialyzers, tubing, and other
consumables? What is the process for monitoring stock levels and replenishing
inventory?
 PO
 TR
 COGS
 Before every sessions start, beforehand we will send all the items to individual
blocks(Saline-1000ml,500ml, Meditape,16G,17G syringes)
 Utilization rates of the dialysis machines at this centre? How do you balance the
need for standby machines with maximizing machine utilization?
 102 HD machines are available in the centre. 100 Machines are running with
100 % utilisation. 2 machines are in standby
 What are some of the key challenges and pain points this centre faces in its
operations? How do you address issues such as delayed payments, equipment
breakdowns, or supply chain disruptions?
 What are the primary duties and day-to-day responsibilities of a centre
manager?
Direct day to day responsibilities:
1. Taking care about clinical staff for their vaccines.
2. Without effecting operations, fulfilling needs of the centre such as drinking
water, Stationery items, Crash cart medicine, scrap sale, electric, plumbing works,
Xerox item with vendor supply.
3. Supporting documents submissions for svims bills.
4. In time submission of MHD Bill submissions
5. Monitoring Crash Cart medicine in entire blocks.
6. Ensuring of cleaning all blocks by monitoring with HK staff.
7. Implemented feedback systems within the employees.
8. Implemented Best guest care at front office with adoption of first in and first
out, token system.
9. Well planned before to collect death certificates, noting the drop outs in a
month so that helps in billing process with svims@ 104,108 rooms.
10. Reducing stock variations and cogs submissions with the Inventory team.
11. Time to time informing the lapses of IT works with Executive and IT
Department.
12. Time to time giving information about financial matters of 102 centre with
proper detailing either invoices of vendor, petty cash payments (Digital, Invoices,
vouchers).
13. Manage staff administration, including attendance, overtime, and leave,
addressing employee grievances.
14. New vendor Registrations either vendor or guest side.
15. Sessions Billing in BO
Delegated tasks but to be overseen by the CM:
1. New Guest registration in BO
2. Viral Markers billing in BO
3. EPO/Blood inj. billing in BO
4. Updating Dropped/Transferred Guests in BO
5. Daily Report updation in BO
6. Checking HD Vs BO billing (should match all serviced stock items)
7. Consumption posting in zenapp
8. Consumption mentioning in COGS Register, Closing GRN's against PO/TR,
9. Matching Physical SOH with zenapp,
10. Expired Stock discard with prior approval from SCM through mail,
11. Reporting shortage of stock received to SCM through mail,
12. Reporting Damage of stock received to SCM through mail,
13. Technical issues for closing GRN and taking follow up with SCM/Aman/IT
till get solved
14. Checking, preparing and sending monthly COGS report with correct data,
odometer reading updation in amoga,
15. Confirm treatment charts are maintained for every session and stored records
of 1 year safely
Make sure Nephrologist & dietician visits and VC calls to guests without fail ,
16. Centre Staff/ DMO's vacant positions, and other issues follow up till get
solved,
17. Updating Dropped/Transferred Guests in PMNDP.
18. Petty Cash maintenance and updation.
19. Maintaining and update of 11 Mandatory registers. Make sure fixed assets and
register are up to date
20. Make sure machines Break down/ condemned register updation upto date, sale
of scrap (carton boxes only),
21. Posting daily Status in WhatsApp group,
a. Sessions report,
b. Zenapp consumption posting,
c. PMNDP sessions report,
d. Aarogysri/EHS pending claims report (Teaching & private hospitals
only)
 Total number of guests served (outpatients and inpatients)

 Only outpatients: 760
 Average daily/weekly/monthly guest sessions
 February month: 8557
 March month: 8939
 April month: 8895
 Dialysis machine utilization rate
 100%
 Average number of patients per technician per shift
 1:3
 Total revenue
 1.51 Cr
 Average revenue per dialysis session
 151
 Net profit margin

 Cost per dialysis session for nephroplus
 1696.22
 Cost per bed

 Consumables cost

 Percentage of payments collected from different payer types (cash,
insurance, government schemes)

 Number of technicians, nurses, and administrative staff
 Clinical : 85
 Admin. Staff: 13
 Housekeeping staff: 20
 Staff-to-guest ratio: 1:3
 Number of dialysis beds/machines: 100 beds for 102 machines
 Percentage of revenue from non-dialysis services like pharmacy
 Any competitors in the area? : No one
 What innovative approaches or new initiatives do you propose to enhance the

centre’s competitiveness and better serve the local community?
 Online communication system like Slack can be implemented for centralised
contact with the team. Currently whatsapp is being used for most of the day to
day communication.
 Real time planning and implementing with technology for cleaning and
requirements of centre needs and guest’s needs.
 Preventive measures such as identifying the guests drops/irregulars/deaths at
instance with network development from Clinical staff to block in charge to
DEO’s and finally discharge and collection of deaths on regular basis.
 Liasioning Svims management and nephroplus management for bills
submissions and day to day operations requirements fulfilment.
 Any other information:
 Dialysis--> Bed--->machine --->stock --->staff --->cleanliness (NABH) ---
>Awareness programs to the guests.

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 Total number of guests served (outpatients and inpatients)

 Number of dialysis beds/machines: 100 beds for 102 machines

 Percentage of revenue from non-dialysis services like pharmacy

 Any competitors in the area? : No one

 What innovative approaches or new initiatives do you propose to enhance the

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