Imaging Center Economics: Scanner Capacity, Exam Mix, Revenue per Exam, Technologist Staffing, No-Shows & Scanner Payback

What you'll build

What you will be able to do

Each lab ends with a concrete result that you build yourself and the checker confirms, cell by cell.

• Turn the opening hours, service blocks and slot lengths of five fictional scanners into hours available, bookable slots per day and per week and the scanner hours of the whole center: the capacity every other number in this course is measured against.
• Read one day's booking log of a fictional MRI scanner, measure booked and completed utilisation with COUNTIFS, count the idle slots per time band and let a formula name the band that wastes the most scanner time.
• Look up fictional payer rates with INDEX/MATCH, turn last month's exams by payer into revenue with SUMPRODUCT, pool the revenue per exam correctly and find the exam type that earns the most per hour of scanner time.
• Turn the exam forecast of each shift into technologists and front-desk staff with ROUNDUP and a minimum rule, price every shift and calculate the staff cost per exam for the whole day.
• Split the monthly costs of a fictional MRI scanner into fixed and variable, calculate the fixed and full cost per exam, the break-even volume, a volume test table, and flag the volumes at which an exam costs more than it earns.
• Measure the no-show rate per weekday and pooled, value the lost margin correctly and build an IF rule that adds a limited number of extra bookings only on the weekdays where no-shows are high.
• Turn administrative timestamps into turnaround hours, measure the median and the 90th percentile with PERCENTILE.INC, compare them with a fictional service target and report the share of late reports.
• Build the five-year cash flows of a fictional second CT scanner from added exams, margins, fixed costs, the purchase and the residual value, then judge it with NPV, IRR and the payback year and show the cash flows in a chart.