Latest / Medsolve Dynamics / Benchmark what you own
Transcript
- Yoel Bakas: Before you ask for another treatment machine, you need to know what is limiting the machines you already have. A full schedule can mean more patients, longer treatments, too few staffed hours, or delays that push work into that part of the day. And those are different problems. And another machine won't necessarily solve all of them. I spent 20 years on the vendor side of that conversation. The capacity figure in a proposal. Rest on assumptions about your department. And those assumptions are worth understanding before you accept the vendor's figure. If your department can't produce its own operating numbers, it has no baseline for checking the capacity in a vendor's proposal. Start with four measures: monthly by site, new treatment starts, treatments delivered per machine, time from SIM to first treatment, and first treatments rescheduled. Keep those definitions consistent. Show the staffed hours alongside the machine activity and break the sim to treat interval into steps so you can see where the time is actually going. Those measures by themselves won't answer the whole capital question. They will help you work out whether the constraint is in equipment, staffing, or the work between appointments. Once you have that, bring that record to the budget conversation before you bring it to the vendor meeting. Finance rarely carries this level of operating detail. Put staffed hours, treatment mix, and the delays besides the activity figures. So the request explains what is limiting capacity now and what this purchase would actually change.