Projects That Speak for Themselves

The hospital had been operating for 3 years without accreditation. Internal documentation was inconsistent, infection control protocols were not standardised, and staff had no prior exposure to NABH standards.

NABH Full Accreditation achieved on the first assessment attempt. Zero major non-conformities raised. The hospital subsequently saw a 35% increase in insurance empanelment applications within 6 months of accreditation.

A healthcare group wanted to establish a new 60-bed multi-speciality hospital on a greenfield site. They needed a single partner to manage everything from architectural planning to equipment commissioning and staff training.

Hospital opened on schedule and within budget. NABH Entry Level Certification achieved within 8 months of opening. The client has since commissioned a second hospital with us.

A 200-bed hospital needed to replace its ageing conventional operation theatres with a modern modular OT complex. The hospital could not afford a prolonged shutdown of surgical services during the transition.

All four theatres commissioned within 10 weeks with zero disruption to the hospital's surgical schedule. Post-installation air quality testing confirmed ISO 5 compliance in all theatres.

A newly constructed 150-bed hospital required a complete medical gas pipeline system covering oxygen, nitrous oxide, medical air, surgical air, CO₂, and vacuum across 6 floors.

MGPS commissioned and certified fully compliant with HTMX guidelines and NABH medical gas standards. The system has operated without incident since commissioning.

A 120-bed hospital's in-house laboratory was seeking NABL accreditation to qualify for government empanelment and improve patient confidence. The laboratory had no prior quality management system in place.

NABL accreditation achieved on the first assessment. The laboratory subsequently qualified for 3 new government empanelment programmes, significantly increasing its revenue.

A hospital expanding from 80 to 150 beds needed to procure medical equipment for new departments including cardiology, radiology, and critical care. Previous procurement had been vendor-driven, resulting in incompatible systems and overspending.

Equipment procured at 18% below the hospital's initial budget estimate. All systems were compatible with existing infrastructure. The hospital avoided two vendor lock-in situations that would have cost significantly more in the long term.