Professional services
Medical Practice Utilization Calculator
Measures how much of the available clinical capacity actually gets used.
Result
Not all unbilled time is waste. Travel, restocking, training and warranty calls are necessary and will never be zero. The useful question is whether the share is drifting, not whether it reaches 100%.
Get a Free Business AuditHow the calculation works
Slots filled and completed divided by slots available, with the unused capacity valued at the contribution it would have produced. Utilisation in a practice is unusually consequential because the cost base is fixed and the capacity is perishable, so unused slots are a straight loss rather than a deferred sale.
What moves the number
- Scheduling fill rate and how far ahead the book is full.
- No-shows and late cancellations.
- Administrative time blocked out of clinical sessions.
- Whether the slot lengths match actual visit durations.
Where this one goes wrong
A practice can be fully booked and poorly utilised, because slots lost to no-shows and late cancellations were filled on paper and empty in reality. Measure completed visits against available slots rather than bookings against slots. The other common finding is slot lengths that do not match actual durations, which produces either chronic overrun that cascades through the day or gaps that nothing fills, and measuring actual visit times is what resolves it.
Before you quote
- Measure completed visits, not bookings, against capacity.
- Match slot lengths to measured visit durations.
- Value unused capacity at lost contribution.
Questions
About this calculator
Can a practice be fully booked and underutilised?
Easily. Slots lost to no-shows and late cancellations were filled on paper and empty in reality, which is why the measure has to use completed visits against available slots rather than bookings against slots.
Why do slot lengths matter so much?
Because a mismatch with actual durations produces either chronic overrun that cascades through the whole day or gaps that nothing fills. Measuring how long visits genuinely take, by type, is what resolves it, and few practices have ever done it.
What is unused capacity worth?
The full contribution the slot would have produced, since the cost base is fixed and the capacity cannot be carried forward. That is why filling cancellations quickly has value out of proportion to the effort it takes.
The formula
utilisation = billed hours / paid hours
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How to use this calculator
- Paid hours per day. Enter your own figure; the page starts at 8.
- Hours that reach an invoice. Enter your own figure; the page starts at 5.2.
- Providers. Enter your own figure; the page starts at 5.
- Rate charged per hour ($). Enter your own figure; the page starts at $250.
- Cost per paid hour ($). Wage plus burden.
- Working days per month. Enter your own figure; the page starts at 22.
The result updates as you type, so you can try a figure, see what it does to billable share of the day, and change it back. Nothing you enter is sent anywhere or saved.
A worked example
These are the figures the calculator opens with. Every number in the results column below is produced by the same calculation the page runs, so you can follow it through before putting your own figures in.
What goes in
| Input | Value |
|---|---|
| Paid hours per day | 8 |
| Hours that reach an invoice | 5.2 |
| Providers | 5 |
| Rate charged per hour | $250 |
| Cost per paid hour | $34 |
| Working days per month | 22 |
What comes out
| Result | Value |
|---|---|
| Billable share of the day main result | 65.0% |
| Unbilled hours per month | 308 |
| Revenue those hours would have carried | $77,000 |
| What the unbilled hours cost in wages | $10,472 |
65.0% of the paid day reaches an invoice. The rest is 308 hours a month, costing $10,472 in wages and carrying $77,000 of revenue that never happened.
How sensitive the answer is
Holding everything else steady and changing only rate charged per hour, this is what happens to billable share of the day. It is worth knowing which of your inputs the answer actually hinges on, and which barely move it.
| Rate charged per hour ($) | Billable share of the day |
|---|---|
| $125 | 65.0% |
| $188 | 65.0% |
| $250 example above | 65.0% |
| $375 | 65.0% |
| $500 | 65.0% |
Every other input is held at the example value while this one changes, which is not how a real job behaves. Treat it as a guide to which number matters most, not as five separate quotes.
What each figure means
- Paid hours per day
- A number, between 0 and 24, starting at 8.
- Hours that reach an invoice
- A number, between 0 and 24, starting at 5.2.
- Providers
- A number, between 0 and 500, starting at 5.
- Rate charged per hour ($)
- A money amount, starting at $250.
- Cost per paid hour ($)
- Wage plus burden.
- Working days per month
- A number, between 0 and 31, starting at 22.
What the results tell you
| Result | What it is |
|---|---|
| Billable share of the day | The headline result. A percentage. |
| Unbilled hours per month | A number. |
| Revenue those hours would have carried | A money figure. |
| What the unbilled hours cost in wages | A money figure. |
Estimating is the easy part
The jobs you never hear about cost more than the ones you mis-measure. BDEVY builds the marketing, systems and automation that bring them in.