Action Approvals (Human-in-the-loop)
Demo Health System · Recommendations proposed from Diagnostics and Scenarios wait here for a human to approve. On approval, the action is routed to the owning downstream system and a work-order/ticket is created. No real systems are changed — tickets are mocked to demonstrate the workflow.
Pending approval
1
value not estimated
Approved & executed
0
—
Rejected
0
Value approved (annualized)
$0
Pending approval
I'll pull both the exam room and OR financial impact data simultaneously to give you a complete picture.The recoverable idle-time opportunity across exam rooms is **$1.74 M for the current period** and **$21.5 M annualized**, while OR contribution margin currently runs at **$2.38 M** for the same period. **Key numbers** | Metric | Value | |---|---| | Exam room recoverable revenue (period) | $1,736,000 | | Exam room recoverable revenue (annualized) | $21,493,333 | | Recoverable visits (period) | 6,944 | | OR contribution margin (period, 21 days) | $2,383,283 | **Why it matters** - Nearly **6,944 visits** worth of capacity is being lost to no-shows, excess turnover, idle rooms, and late starts — all avoidable with operational changes. - At **$250/visit**, even modest improvements (e.g., cutting no-shows by 20%) translate to hundreds of thousands of dollars recovered. - OR margin of **$4,123/case** means every additional case slotted into idle block time has an outsized financial return. **What to do** - Target **no-show reduction** first — it accounts for 60,864 idle minutes, the single largest recoverable bucket. - Address **excess turnover** (18,285 minutes) through standardized room-flip protocols to unlock additional visit slots. - Run a `reduce_no_shows` or `reduce_turnover` scenario to size the exact lift before committing resources. *This is synthetic demo data; figures should not be used for real financial planning.*
Decision log
Approved and rejected actions will appear here with their full audit trail.