Performing and functioning of health care in the best possible way is still very challenging in today’s world, especially if we point at countries where people must live under pressure of poorness. System of government often fails to meet basic life needs or necessary health circumstances that actions are required, being unable to cover all expenses related to medical services. Low numbers of doctors and equipment available for patients causing poor quality medical help and huge gap between those who needs to use medical services especially in fast growing number of population like India, where lack of facilities is the same high as number of blind population. Blindness caused by cataract have left millions of people at different age suffering with eyes disability and dreaming of the day to gain back control of life themselves without depending support from relatives around. The story has started in India, second biggest territory on the world, where passion, determination and believes of doctor Govindappa Venkataswamy very determined with his idea built eye care organization to prevent people from cataracts and help them to get medical treatment providing service to people in different material status. His mission had one goal, to minimalize high level of blindness by spreading Aravind model all over India, Asia and Africa. Dr V was very inspired by the technique of McDonaldization (Ritzer, 2010), where the main concept of theory based on predictability, calculability, control and efficiency. “Tell me, can cataract surgery be marketed like hamburgers”? – Dr V considered in conversations with one of his volunteer. (Ragan, 2009) According to the theory efficiency in Aravind would be constantly gain by following standardized processes for key operations, bigger institution better known as information would be spread all over the world and at any location of hospitals service would offer high-quality care, all managers would be handing control on nurses and technicians to check level of productivity and how task being completed in cross-trained system of work. This essay will present achievements and process of boosting efficiency from two to seven times referring to theory of McDonaldization and the impact which this idea had on evolution of the hospital. In 1976, Dr V in cooperation with his family members have opened eye care place including only 11beds, in the most poor and rustic part of south India, city called Marudai. (Rangan, 2009) Over the years hospital has developed to bigger institution and has grown into The Aravind Eye Care System which increased performance from 29,928 operations in 1988 to 180,991 in 2007. Aravind wanted to create affordable service for poor and rich population, keep with it high quality service, which also makes it independed from economic status. Dr V strongly believing in dimensions of McDonaldization thought that if restaurant like McDonald’s was able to succeed by offering consumers, workers and managers efficiency, calculability, predictability and control he should try to launch the same system in hospital. He became adamant about the fact that hospital could exist under the same principles and provide high quality service in high quantity either. Aravind hospital, in order to provide best possible medical treatment, maximise compatibility, quality and repeatability approached patients either all staff members with set of steps that must be followed on daily basis. Aravind’s tactics involved at first registration where patients were moved to general vision test after, then to preliminary exam, refraction, and final exam. Afterwards consultants were supposed to decide surgery recommendation with smooth manner moving from place to another. First would be worth to mention that workflow in Aravind very much based on calculability. As hospital had efficient, standardized system of work divided into small tasks, workers had the opportunity to pay more attention on speed of task rather than quality. (Ritzer, 2010) Operations were possible to run smoothly as created an assembly line of surgery which include 3 main elements: productive patient plan, medical equipment and good conditions of devices. Rooms were equipped in multiply sets of machinery, clever layouts, fully staffed what could improve number of operation and performances. The fact of employing and then training assistants made surgeons time for more times per day. Surgeries were usual planned in advance, number of operations, staff requirements and surgical supplies. Then, according to McDonald’s theory, McDonaldized institutions behave in the same expected ways, which ensure to get product and service in any met location. Clients may feel trust and comfort with predicted in advance. The procedures in other hospitals were pretty much the same, what the case writers may confirming after visit in Theni or Coimbatore. Hospital operated on the same example of workflow foe the outpatients and surgeries as it was in Madurai.