Rashmi Srivastav, Vice President, Narayana Health specialises in operations, facility management, and clinical services. She has successfully led teams through key accreditations and certifications, including the Joint Commission International (JCI) Hospital and Enterprise standards, NABH, Nursing Excellence, NABL, and NABH Blood Bank certifications across the organization’s hospitals. With a Master’s in Hospital Administration and multiple certifications in quality management systems, she is also a certified Lead Auditor for ISO 45001:2018 and holds the Certified Professional in Healthcare Quality (CPHQ) credential from the Healthcare Quality Certification Commission, USA.
Women Entrepreneurs Review Magazine recently had the opportunity to speak with Rashmi about the transformative impact of technology in healthcare, her commitment to quality and operational excellence, and her outlook on future trends in patient safety. With over 20 years of experience in healthcare operations and quality management, Rashmi offers valuable insights on advancing care delivery while maintaining stringent standards.
Given the evolving landscape of healthcare quality standards, how do you see current trends impacting accreditation processes like JCI and NABH?
The healthcare industry is moving towards greater transparency, patient- Centeredcare, and operational excellence. For accreditation bodies like Joint Commission International (JCI) and National Accreditation Board for Hospitals and Healthcare Providers (NABH), these market shifts are both an opportunity and a challenge.
We see the introduction of new chapters in the latest JCI standards, focusing on these evolving trends likeHealthcare Technology, providing information related to AI, data security, cybersecurity and clinical decision support tools etc. The new JCI standards also discuss in detail the Global health impact, developed in collaboration with the Geneva Sustainability Centre, emphasizing the importance of sustainability in healthcare. NABH has also adopted a Digital Health Standard, which is in line with the increasing importance of adopting technology in healthcare. Hospitals are now expected not only to meet these standards but to continuously adapt their practices to reflect advancements in data and technology.
How do you foresee technology shaping the future of healthcare operations, facility safety, and quality management?
Technology has the potential to profoundly reshape how we approach healthcare operations, facility safety and qualityof care. In facility management, adopting technology offers a way to enhance operational efficiency and safety. It can do so byhelping healthcare organizations streamlinemaintenance, reduceequipment breakdown, and comply with recommended safety standards. For example, predictive maintenance helps reduce equipment downtime, preventmachine breakdown, and enhance the availability of critical devices, each of whichis crucial for patient safety. Real-time asset and equipment tracking systems ensure that essential equipment is always accessible, reducing the time spent searching for resources. Additionally, analytics can provide insights to optimize patient flow, manage waiting times, and analyse infection rates, all of which contribute to better patient outcomes and operational efficiency.
Managing multiple tasks across several hospitals must be challenging. How do you balancecompeting priorities to achieve a significant goal, and what you learned from it?
Absolutely, balancing priorities is essential in my role.
At Narayana Health, we’ve implemented a digital Quality Management System (QMS) that enables us with real-time tracking of our compliance, corrective actions, audits, and quality improvement projects across all our hospitals. This allows complete transparency, allowing hospital leadership including myself to efficiently monitor every department in all hospitals.
Additionally, a priority matrix is created for each hospital department, in alignment with the organization’s strategic goals, helping us effectively manage our short- and long-term objectives.
At Narayana we have a multi-level robust governance framework, which allows a seamless flow of data and initiatives, all the way from frontline staff to the senior leadership,.
From my multiple years of experience working with competing priorities, I’ve learned that clear task delegation, regular communication with all stakeholders, and consistent tracking are key to achieving complex organizational goals. It’s about ensuring everyone understands their role in the bigger picture.
When implementing new quality initiatives, how do you measure their impact on patient care and organizational performance? Which metrics do you find most valuable?
Our quality department follows a structured process when implementing initiatives, starting with defining a clear problem statement. From there, we prioritize projects and set clear timelines, precisely stating the interventions and process changes that will be required. s. We measure success using two types of metrics: process metrics, which assess the implementation of the initiative, and outcome metrics, which track improvements in patient safety and operational efficiency. These metrics are then integrated into our governance framework, allowing for monthly progress checks and feedback loops with each hospital unit. This system ensures that projects remain aligned with both patient safety goals and the performance standards of the organization.
Can you give an example of a cross-functional initiative that significantly enhanced quality outcomes or operational efficiency?
At Narayana we have developed and implemented multiple cross-functional initiatives, one such example is of a recent initiativewe implemented to optimize our massive blood transfusion (MBT) process, ensuringtimely access for all patients during critical moments. In emergencies, like surgeries or trauma cases, every minute counts. Previously, blood requests involved multiple steps and could take longer minutes. We brought together a cross-functional team—nurses, blood bank staff, surgeons, emergency doctors, and logistics personnel—to streamline this process, reducing the time. We continue to conduct Quarterly mock drills toensure everyoneis effectivelyprepared. With this hospital-wide system in place, we can now respond faster to these time-sensitive and critical massive blood transfusion requests. This initiative has significantly improved patient safety, satisfaction and reduced stress for our medical staff.
Innovation is essential, yet healthcare also demands operational consistency. How do you strike a balance between fostering innovation and ensuring consistent, high-quality care?
Striking this balance requires aligning innovation with our core strategic objectives. At Narayana Health, we prioritize projects that truly add value and support our organizational goals. For instance, transitioning from paper-based monitoring to automated systems is not only more efficient but also aligns with our commitment to accurate, real-time data tracking. It’s crucial to involve frontline staff in the process and to ensure they receive thorough training. By focusing on necessary, impactful changes, we can safely introduce innovation without compromising the high standards of care that patients should receive.
Lastly, do you have a message for healthcare professionals dedicated to quality management?
From a quality perspective, patient safety must always be our top priority. Whether we’re working on accreditation, new technology, or operational excellence, the ultimate goal is safe healthcare delivery. For anyone in this field, remember that quality management is more than a role; it’s a responsibility to drive meaningful change that safeguards patients. We’re here to make healthcare safer and more effective, and that should remain at the heart of our mission.
Through her strategic vision and commitment to quality, Rashmi Srivastava exemplifies how technological innovation, and a patient-Centered approach can elevate healthcare standards and impact lives.
