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Highest Qualification obtained
Nationality & Gender
Present Country of residence
DR. K. M. ZAKIRUL
DIRECTOR Hospital| Operation | Medical Services | Clinical Governance |JCI Accreditation | TQM| SPECIALIST
Master of Business Administration Executive Management, The Royal Roads University, Canada | MPH [Hospital Management], State University CANDIDATE PROFILE:
Bangladeshi | Male
Vietnam | Bangladesh
Worked in International French Hospital in Ho Chi Minh City, Vietnam as Director of Quality and Clinical Governance and now working in FHI [an US Notforprofit organization] as Director Hospital Accreditation Project in Bangladesh with join collaboration with Directorate General of Health Services [DGHS+, Ministry of Health and Family welfare, the People&;s republic of Bangladesh to strengthen the healthcare delivery system. I accomplished medical graduation [MBBS] in from the Chittagong Medical College, Bangladesh and thereafter also attained an MBA [Major in Executive Management] in from the Royal Roads University, Canada and finally acquired MPH [Master&;s in public health major hospital management] in from the state university, Bangladesh. In , I receive the membership award from American College of Healthcare Executive [MACHE] Before I joined International FrenchVietnam Hospital, it had been struggling to perform in operation, finance and quality. Within years of my joining, the hospital enjoys incessant profit account and finally achieves net profit in last budget; startup a new OPD building, OPD patient flow increased by %, IPD only %, declined patient complaint by % and also reduced claims %. Acting a change agent to facilitate the profit account, analyse the operation process to minimize loss, involve strategic planning for next years goal, setting organizational KPIs for staff, and ensuring patientcentric and providerdriven culture. Although, I was working there as Director Quality started with one FTE, now the department occupies FTE with tremendous achievement on JCI accreditation process mapping; rephrase medical record department with medical data analysis and TPA [Third party administrator] coordination for insured patient, risk mitigation strategies with auditing and compliance. First time introduce reporting system starting with Quality department and Medical record department along with annual departmental strategic planning which are some noted attainments. Mandate from Board to develop local staffs, we started % recruitment from local Vietnamese who have had no experienced on JCI quality concept and barrier of English language communication. Huge training, conceptual integration, communication skill exercise and onjob working out make them best performing team in the hospital. Beyond their precincts, the team is supporting Vietnamese Ministry of Health [MOH] for formulating national hospital standards under the light of JCI basic standards. Besides, I&;m well experienced in hospital operation, strategic management, Clinical Governance, Risk reduction, Quality assurance. I&;ve been working years in health care industry and working with Asia largest hospital chain *Apollo Hospitals enterprise limited], giving me a good understanding on beds hospital operations. My competence focused on enhancing value for customer&;s *Ps: Patients, Physicians, Public and Payers+ by facilitating creation, execution & sustainment of transformation programme which meet the challenges of enhancing revenues, reducing costs, satisfying patient expectations of superior service delivery & add value to the promoters. Working internationally provided me meaningful exposure to the global issues facing hospitals and health systems worldwide and the opportunity to apply my experience in a meaningful way. Frankly, I found that hospitals are challenged, internally and externally, in much the same regardless of where they are located. Thus, I had the opportunity to gain much practical operational, strategic and opinionated experience during my venture in hospital business. As a General ManagerOperation in Asia largest hospital system, Apollo Hospitals Enterprises Limited, I had the opportunity to assist the reengineering process of a struggling threeyearold superspecialty hospital in Bangladesh and lead to first operational profit within yrs of operation. This is achieved just after months of immediate reengineering where outpatients increased by % and inpatients average by %. Revenues showed significant positive growth by % in comparison to earlier two months lean reengineering period. Within months, food complaints dropped by %, food safety handling improved %, and inpatient room cleanliness was rated % by customers.
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In my global experience, I&;ve seen that the very best healthcare organizations are customercentric and providerdriven. The patient, while perhaps most important, isn&;t the only customer. The term "customer" includes what I call the Four Ps: Patients, Physicians, Public and Payers. I feel that providers aren&;t just physicians. This term includes virtually everyone working in the hospital. It takes everyone to provide great `Customer Service&;. At the same time, a hospital cannot meet its Mission if it has no Margin. Everyone working in the hospital must understand and demonstrate a commitment to solid financial performance with respect to revenue and expense. These are the fundamental principles of performance which are reflected in my leadership. I&;m a mentorcoach in my leadership style and this style works in contemporary hospitals because, when the day is done, healthcare professionals know what their roles and responsibilities are in organization and how they must perform. Given the chance, and a little structure, people will perform. Great leaders simply remind people of their own personal visions and align them with the organizations&;. I simply facilitate people in getting to where they really want to go. Quality is the key measurable element to achieve customer satisfaction and Joint Commission International [JCI] accreditation is one of the greatest endorsements. Most specifically is to ensure the hospital will meet all JCI hospital standards based on edition. Clinical Governance is the recent quality impression process adopted by UK NHS trust and many Australian hospitals. It&;s prominence on the hospital auditing system, monitoring and evaluation of operational wing including incident and complaint management. More to the point, collaborative governance and environmental safety is another ongoing concept to meet future challenges for hospital. Working in ICDDR, B Dhaka hospital as Head of Clinical Governance endowed with me a significant practical exposure on overcoming these global issues. I&;m passionate to develop specific JCI teams which will be focused on JCI and its&; updated standards and hence implement quality programme to meet all JCI measurable elements *MEs+. What&;s new on JCI standards particularly on medical record management, that we accustomed quickly and Introducing a system of closed medical record review tools of parameters; each medical record file will comply with these parameters and also placing a system to identify gap and corrective action with hours. Continuous process mapping on medical record management and continuous developing toward electronic medical record by Microsoft HIS system Not only that, this is also extended to implementing all policies, procedures and documentation process of each assignment both direct and matrix reporting relationships that ensure preeminent quality and involvement of multidisciplinary team, mentoring local staffs, knowledge transfer which ultimately make strong intercollegial relations, fiscal performance, and employee satisfaction. All directed towards JCI accreditation for hospital standards edition and beyond. Now, I&;m interpreting and implementing quality assurance and JCI hospital standards for FV Hospital, HCMC, Vietnam which includes reviewing existing quality standards, studies existing hospital policies and procedures; reviewing hospital management information systems and assessing medical records, applying JCI quality improvement and patient safety indicators [ standards]; selecting specific topics for reviewing clinical protocol, incidence and complaint management including RCA [Root Cause Analysis] and FMEA [Failure Modes Effect Analysis] tools, Performance analysis by PDCA [Plan do check act] model, International Patient Safety Goals; compiling statistical data and reporting narratives and enhancing corrective action on audit and survey findings under clinical governance model. Team building is the key secret for his progressive achievement where coaching and mentoring is the basic tools to accomplish projects goal. Each process is identified as project which trailed by phase&;s project management model. Make the people to act on habits [Frankly R Cover] and proactively approached to identify and handle key component of the project within limited recourses. Setting a continuous new achievable target makes the team success to overcome each hurdle and ultimately team member act as selfstarter and set their own target for zero tolerance. I&;m personally and professionally more affluent for these experiences. Thanks in advance for reviewing my application.
DIRECTOR |Quality Assurance & Clinical Governance JCI HOSPITAL ACCREDIATION |TQM | Medical Services| SPECIALIST
Strategic thinker, acknowledged trouble shooter, effective change agent, values driven and engaged, handson leader, passionate Director level administrator in hospital setting, successful in leading startups and turning around underperforming operations to meet financial, quality and service goals. Successfully in leading organizations toward Joint Commission accreditation, demonstrated skill working with Boards, recruiting and working with ancillary staffs and the ability to recruit and build strong operations teams. Focus on Joint Commission International [JCI Hospital standards ] quality standards and a proven track record for phenomenal growth instigation in the healthcare sector having remarkable performances throughout an
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achievementfilled profession. Commencing from high profile healthcare marketing professional toward hospital quality and clinical governance specialist, successes have been attributed to an inherent capacity to respond quickly to challenges, identify issues and drivers, build relationships with prime stakeholders and steer greater prosperity through decisive action program. Outstanding hospital leader is developed energetic, highperformance quality and operation team that pushed limits of excellence through perseverance and commitment, and shaping an impressive quality of patients&; care and safety. Expert for delivering International JCI hospital standard that meets or exceeds the set standards while maintaining a reasonable cost structure and ensured compliance with hospital legislative, JCAHO, and JCI hospital program standards . Experience in implementing all approved policies, procedures and outcomes of operational areas both direct and matrix reporting relationships that ensure preeminent quality and safety of patient care, physician relations, fiscal performance, and employee and patient/attendee satisfaction. VALUE OFFERED . . . Excellence in Hospital Operations management Effective change agent, values driven Expert in Medical Record Management and transfer to electronic version, and its&; closed JCI survey review . Execute JCI HOSPITAL accreditation standards . PDCA and phase project management in patient&;s safety and hospital operation to improve efficiency . Hospital performance improvement PP under PDCA . Risk management to analyze sentinel events, incident and complaints managements. . Proficient in constituting policy, procedure and protocol . Exercise patient safety protocol accordingly to JCI standards . Talented for implanting JCI QPS standards in hospital Technology: Microsoft Office, PowerPoint, Windows EDUCATION | TRAINING | CERTIFICATIONS . . . . Master of Public Health Major in Hospital Management, State University, Bangladesh Master of Business Administration Executive Management, The Royal Roads University, Canada Bachelor of Medicine Bachelor of Surgery MBBS, Chittagong Medical College, Bangladesh Training includes: attended national and international training courses & workshops. Of them are Effective Supervisory management, TACK & CDME centre, Dhaka, Managerial Skill Development, BRIDHI Consulting Firm, Dhaka, Presentation Skill Workshop, Target Training, Dhaka, Product management to Brand management, Marcus Evans UK, Dhaka, Training on IMS, Marketing plan, Product Promotion, Paris, France, TraintheTrainer, Singapore Human Resource Institute SHRi, Singapore, Product Promotion & Organizational Culture, Mumbai, India, PDCA Cycle of pharmaceutical research, Lahore, Pakistan, Selling Skill training, Eshana Consulting Firm, Dhaka Training on Trainers on NGO personnel, Family Planning Association of Bangladesh, Dhaka, . . . . . . . . . . Excellent in data analysis and interpretation Patient&;s satisfaction improvement scheme Implement facility safety for hospital Skilled in supporting HR on JCI SQE standards. Risk & crisis management under JCI GLD direction Patient tracer and system tracer auditor and implement action plan to reduce gaps Hospital process analyst to support reengineering for enhancing better performance outcome Team building/mentoring and coaching Good peer communicator & interpersonal skill Change agent to facilitate hospital operation to achieve profit margin
RESEARCH INTEREST | PUBLICATIONS | PRESENTATIONS MZ K., M Shahjahan, N Yasmin, TTK An, PTN Linh, MM Rahman, MM Mitra, S Lahiry, KR Alam. JOINT COMMISSION INTERNATIONAL ACCREDITATION: HOSPITAL PROGRAM PERSPECTIVE. SUBJPH ; :. MZ K., M Shahjahan, N Yasmin, S Lahiry, Ed L Hansen, BU Ahmad. Illness and Admission Pattern of Patients Utilizing the Emergency Department of A Corporate Hospital in Dhaka. SUBJPH ; :. K. M Z, Lahiry S, Hansen Ed L, Ahmad BU. A retrospective study of illness and admission pattern of emergency patients utilizing a corporate hospital in Dhaka, Bangladesh: ". The ORION Medical Journal MAY. :. K. MZ, Hansen Ed L, Shahjahan M, Tasmin N, Lahiry S. Expectation and level of Satisfaction of Patient&;s attending Superth Specialties Corporate Hospitals in Dhaka: a Cross Sectional Study. ASCON Abstracts. ; .
Dr. K. MZ. `Enliven new Hope, A new light for Blood Cancer patients in Bangladesh&;. Annual report of Bangladesh st Association of Pharmaceutical Industries BAPI, March ; . Dr. K. MZ, Roy TK, Hossain MA. Enliven Patient Assistant Project: An initiative of corporate social responsibility among the blood cancer patients in Bangladesh. Business & Society conference Abstract. July ; . Chief Editor, `The ORION&; medical journal, ISSN . Presented and presided over than scientific seminars, symposium on multiple topics on latest development of medical science in the doctors&; community all over Bangladesh. `Zinc impact on health&;, `Antioxidant role for preventing ageing&; and `recent treatment protocol for hypertension&; are the prominent one to make awareness program among the doctors&; of Bangladesh, sponsored by pharmaceutical ORION company.
CAREER SUMMARY FHI [Family Health International] DirectorHospital Accreditation FV HOSPITAL, HO CHI MINH CITY, VIETNAM DirectorQuality Assurance & Clinical Governance ICDDR, B INTERNATIONAL DHAKA HOSPITAL, BANGLADESH HeadQuality Assurance & Systems, Executive Director Division APOLLO HOSPITALS DHAKA, JCI ACCREDITED BANGLADESH General Manager, Operations ORION LABORATORIES LIMITED, DHAKA, BANGLADESH Senior Manager, Medical Services & Sales Training SERVIER BD INTERNATIONAL, DHAKA, BANGLADESH Scientific Project Manager ORION LABORATORIES LIMITED, DHAKA, BANGLADESH Executive/Senior Executive, Medical Services / Present
EMPLOYMENT NARRATIVE FRENCHVIETNAM HOSPITAL, HO CHI MINH CITY, VIETNAM DirectorQuality Assurance & Clinical Governance / /
Reporting to the Chief Executive Officer and Managing Director; Summary: Establishing this new Quality Assurance & Clinical Governance department of the hospital to ensure patient safety and international standards of patient&;s care. Thus, the department is working on the development of Total quality management [TQM], coordination, implementation and evaluation of continuous quality improvement CQI and quality improvement QI, to improve quality care and decrease costs. Beyond that, the department is formulating new clinical governance systems for the hospital to guarantee better outcome and accountability of each care giver. It also processes to support the monitoring of key quality indicators in all service area of Hospital. Three major teams are originated for approaching relentlessly to achieve the mission of the hospital, of which. Joint Commission International JCI Accreditation Team: This team is working on the latest version of JCI hospital standards [th edition, ] and widening a scheme to achieve the JCI gold award accreditation. Developing several policies and procedures are the initial approaches to start with, coring focus on team building and active participation of all staffs. Thereafter, JCI chapter teams are working functionally all across the hospital to achieve Standards and Measurable Elements [MEs] in JCI chapters. Continuous training and education is going on JCI safety measures and directing to improve the care and enhancing the safety of patients. Compliance with local MOH regulation and law is another prime focus on outcomes management and efficient medical records system. Transferring all policies and procedures into implementation and promoting PDCA [Plan Do Check Act] model for quality improvement and patient safety program. Implementing collaborative governance model and formulating JCI task force will facilitate to execute quality improvement and patient safety program. Finally moving toward IT based intranet system with modular version for highest compliance with employees&; satisfaction and best outcome.
Total Quality Management [TQM] Team: TQM is felt in every sphere in the Hospital. The quality initiatives led to improvements of the system and reduce cost. The team is primarily working on three aspects: i. Improvement in Systems and delivery processes a visible impact has been made on patient expectation on waiting time and deliveries of diagnostic report ii. Improvement in Human Resource Cost competitiveness is a strategic goal to achieve more efficient employees through Multiskilling in an employee was achieved by training iii. Improvement in Fiscal discipline The strategic goal of cost competitiveness was achieved through the contribution of every hospital employee. The budgetary deficit is brought down significantly compare to . Reduction in wasteful expenditure without compromising on quality was practi