Challenge 1: Decline in Ultrasound Case Volume

After introducing new CT scan services, the client observed a 16.67% drop in ultrasound cases. While overall revenue rose by 25% annually due to the new service line, the reduced ultrasound count led to an estimated 20% annual loss potential.

The client’s objectives were to:

• Recover lost ultrasound case volume (16.67% cases)

• Maintain current CT and X-ray volumes

• Achieve a total throughput of 2.4k+ cases

• Meet targets without hiring new radiologists or increasing patient waiting times.

Challenge 2: Inefficient Patient Flow & Waiting Area Congestion

During peak hours, patient volume surged, creating a chaotic environment in the waiting area. This led to:

• Long waiting periods and patient dissatisfaction

• Communication breakdowns between staff and doctors

• Noise and crowding at the reception area

• Reduced efficiency in diagnostic room turnover

The client needed a standardized, repeatable workflow system to manage patient flow efficiently, especially during high-demand hours.

1. Establishing Takt Time and Process Rhythm

Through time-motion analysis, AEM established a takt time of 4.47 minutes per case, aligning process speed with patient demand (target: 2.4k+ cases).

• Every diagnostic case was aligned with this takt rhythm, ensuring a balanced workflow.

• Longer cases (e.g., complex ultrasounds) were standardized as multi-cycle equivalents (e.g., 2 × 4.47 min cycles).

• This built consistency, predictability, and discipline into daily operations.

2. Dual-Room Utilization Model

To optimize existing resources, AEM designed a dual-room operational model where one radiologist alternates between two diagnostic rooms.

Key design principles:

• While the radiologist performs one case in Room A, the support team prepares the next patient in Room B.

• The doctor moves between rooms with only a 10–20 second changeover, achieving near-zero idle time.

• This “One Radiologist, Two Stations” approach eliminated process bottlenecks and doubled operational capacity within the same infrastructure.

3. Introducing a Case “Filter” System

To address workflow disruption caused by exceptional cases (emergencies, clinician referrals, reworks, CT/X-ray overlaps), AEM introduced a Filter Coordinator role.

The filter’s responsibilities:

• Categorize and prioritize incoming cases.

• Maintain a fair 1:1 alternation between regular and exceptional cases to ensure continuous movement.

• Communicate case sequence transparently to patients and staff.

This approach significantly improved flow perception patients felt “in motion,” reducing frustration even during busy periods.

Through takt-based planning, lean workflow redesign, and intelligent utilization of existing space and workforce, AEM Consultancy (Analyze . Eliminate . Maximize) enabled the diagnostic center to achieve:

• Higher throughput without additional staff

• Improved patient satisfaction and shorter wait times

• Peak hour flow stability

• Standardized and predictable daily operations

• Sustainable growth and stronger brand reputation

The diagnostic center now operates with a synchronized, efficient, and scalable rhythm, positioning it as a leader in patient-centered, operationally excellent healthcare delivery.