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Health and care · demonstration

Overloaded outpatient clinic

What changes if an overloaded clinic adds one doctor?

The question tested

Patient arrivals pass through nurse pre-check and doctor consultation. The stored comparison tests one additional doctor with the same random seed.

Compare whether an overloaded clinic should hire one more doctor or work up to two hours of overtime.

Watch the model

The animation shows patients moving through arrival, waiting, pre-check, consultation and discharge. The figures below come from stored simulation results.

Simulation replay

Use the timeline to inspect the stored scenario run.

2D map
Awesome-pyecharts

Stored comparison

Baseline compared with: Add one doctor

MeasureBaselineAdd one doctorChange
Waiting-room wait2.6 minutes2.6 minutes0.0 minutes
Doctor utilisation96.4%91.4%-5.0 points
Patients discharged269.0 patients390.0 patients+121.0 patients

Illustrative financial outputs

MeasureBaselineScenarioChange
Total cost£17,522£21,900+£4,378
Total revenue / value£22,675£31,750+£9,075
Net value£5,153£9,850+£4,697

Stored run references: net_9dbc68_single_run_cd2d1a / net_9dbc68_single_run_572a13

Current model assumptions

  • Doctors (55/hour), nurses (18/hour) and consultation rooms (12/hour) are paid or leased throughout scheduled availability, not only during patient contact. Their hourly rates are converted to the model minute unit and scale automatically with shifts and the run horizon. Overtime hours are priced at 1.5x, the customary time-and-a-half for staying past a shift. The multiplier is set on the clock and therefore applies to the rooms as well as the people, which overstates the facility charge: a room does not earn a premium for being open late. Separate the two rates before quoting an overtime cost as a real number.
  • The 80 patients are scheduled across the clinic day with mid-morning and lunch peaks.
  • Nurse and doctor timings use triangular distributions chosen for a credible first-pass demo.
Basis and limitations: Illustrative demonstration using synthetic arrivals, service times and staffing assumptions. It is not a client case study.

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