Relation health care has a structured Quality Management System (QMS) and Risk-based approach to follow cGxP compliance. The emphasis is on the right quality materials, developed methods, well-designed machines, and trained manpower
We are one of the most reputed companies as suppliers of New DCGI molecules. Our products are GMP and WHO certified. An ISO 90001:Certified Company.
Zero defect products are available at reasonable prices.
We provide products that range from prescriptions of medicines products. Our business model aligned to ‘making quality medicines affordable to all’ differentiates us substantially from other companies. Relation healthcare dreams big and looks forward to expanding services from the local to global markets. Relation Health care our dreams have broken all physical & mental barriers to achieve set goals and strive for greater heights, company as well as our relation. Relation Health care was started with a vision of Global presence because without vision success is not possible
Distribution is an important
Distribution is an important activity in the integrated supply chain management of pharmaceutical products. To maintain the original quality of pharmaceutical products and integrity of the distribution chain, Supply chain management (SCM) is the oversight of materials, information, and finances as they move in a process from supplier to manufacturer to wholesaler to retailer to consumer. Supply chain management involves coordinating and integrating these flows both within and among companies.
Relation healthcare our ensures that it’s Zero defect products are available at reasonable prices,
Products reach throughout India.
Create a happy workplace
Happiness at work starts from the top. This is one of the fundamental truths of happy workplaces. In any organization where people consistently love to work, you will find a CEO and executive leadership team that places employee happiness among their top strategic priorities and act accordingly. When I started out, business school professors liked to pose a conundrum: Which do you put first, your employees, your customers, or your shareholders? As if that were unanswerable questions. My answer was very easy: You put your employees first. If you truly treat your employees that way, they will treat your customers well, your customers will come back, and that’s what makes your shareholders happy. So there is no constituency at war with any other constituency. Ultimately, it’s shareholder value that you’re producing. If, on the other hand, you have top brass who don’t give a damn about anything but the bottom line and their own bonuses and stock options, I can flat-out guarantee that you will create an organization with very little happiness but with a lot of fear, stress, and frustration. And, ironically, with poor bottom-line results. So top executives MUST make employee happiness one of their most important goals. Both because it’s the right thing to do for the sake of their people, but also because it will actually make the company more successful. Studies consistently show that happy workplaces make more money. But how does a CEO or top executive practice this on a daily basis? What can they do to make their organization happier? We know from psychological studies that emotions are contagious and top leaders can spread a lot of happiness simply by being happy themselves. What we are saying is that top executives play a huge role in creating happy workplaces. They do this in the big stuff – by making sure that the strategies, plans, goals, and values they set for the organization are defined with the employees’ well-being in mind. But they also do it in small, daily, interpersonal ways where they can show that they genuinely care about their people, can build relationships with employees, and can let employees see them as real human beings.
However, this can only work under a few conditions:
Understanding this and acting on it gives the executives in a workplace huge leverage to make their employees feel valued professionally and personally – thus increasing happiness, engagement, and motivation as well as productivity.
Encourage critical questions
The former CEO of a big global logistics company had annual roadshows where he went around the world to present their annual strategy to the company’s locations. He wanted to show the attendees that they could ask him anything, so he introduced an award for the “most critical question.” The award was a little cow statue to show that the company had no “holy cows” – any question was fair, no matter how critical.
Solve problems
South African social media agency Quirk has a process in place that encourages employees to bring about any problems they see to the attention of the executive team. The process gives all employees a voice and guarantees action from the executives in two weeks at the most.
Meet with new employees
One fast-growing company of ours has a tradition where the CEO hosts a monthly afternoon tea at his home for all new hires that month. It’s a completely informal gathering that serves two functions: He gets to meet all the new people and get a sense of who they are and he takes some time to talk about the company’s history and vision which is a powerful way to show the new hires the values and purpose of the organization.
Encourage bad news
One CEO we know had a strong desire to receive all bad news as soon as possible. He knew bad things happened (they do in all workplaces) but he also knew that some employees were too afraid of reprisals to come out and directly say that they might miss a deadline or have to disappoint a client. So he has trained himself and his managers to always receive bad news with a smile and a phrase like “Thank you for telling me that.” This took some practice. That way bad news comes out early and can be dealt with before it turns into a disaster.
Celebrate accomplishments
Every month they have a breakfast meeting where important information is shared with all employees. At this meeting, the director Agnete always shares 2-3 successes that the organization has had since the last meeting. She’ll highlight how they’ve completed a big project or won a court case and make sure that the people who worked on that are recognized and celebrated.
Regular lunches with employees
During a speech in Istanbul, I met an executive of a huge Turkish organization who has had a monthly lunch with 10 randomly picked employees for years now. Every month 10 employees get a chance to have a nice lunch and over the course of a couple of hours get to ask any question they want and air any concerns or complaints. They also get a chance to meet him in an informal setting and get a sense of who he is as a person. Some CEOs enjoy doing little random things to surprise and delight their staff. Here’s an example from Medis, one of our clients in Iceland, where the CEO decided to make fresh pancakes and waffles for anyone passing by.
