Seven numbers to review each week in your clinic
Build a small administrative dashboard covering booking, attendance, waiting, capacity, payments, open service issues and workload. Use it to choose one improvement at a time.
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Before measuring: define what the figures mean
The measures below are Eyadtak’s suggested operational dashboard, not accreditation thresholds, clinical-quality scores or guaranteed targets. Quality also includes safety and patient-centred care. [1] Define the reporting week, data source and responsible person. Compare like-for-like sessions and document changes. Keep a baseline before judging an intervention, using workflow observation to understand how the figures were produced. [2] Use aggregate reports wherever possible and restrict access to identifiable records. [3]
1. Enquiry response time
Measure the time from a new administrative enquiry to the first useful staff reply during the published service hours. Separate automated acknowledgements from a reply that answers the question or explains the next step. Record enquiries still waiting at the end of the week. A slower response can point to workload, missing information or unclear responsibility; check the cause before adding a new channel.
2. Missed appointments without cancellation
Define a no-show as an expected appointment that was missed without a recorded cancellation, using an agreed cut-off. Exclude visits cancelled by the clinic and handle rescheduling consistently. Illustrative calculation only: six no-shows among 40 appointments expected to attend equals 15%. These are fictional figures, not Eyadtak or Egyptian market results. With a small sample, one missed appointment can change the percentage substantially.
3. Patient waiting time
Record arrival time and consultation start for a defined sample. Keep early arrival and late arrival visible so they are not confused with a delay caused by the clinic. Review typical waits and unusually long waits, rather than hiding variation inside one average. Discuss the process with the clinical team; an administrative time target should not shorten a consultation that needs more clinical attention.
4. Use of planned appointment capacity
Compare attended appointments with the slots the clinician deliberately made available for that session. Keep unplanned extra visits separate and note protected time for other work. Agree how different appointment lengths are treated before comparing clinicians or sessions. A full diary is not a clinical-quality measure. Use the figure to investigate unused capacity or overloading, not to impose the same booking target on every specialty.
5. Unexplained payment differences
Reconcile the daily payment log with cash counted and payment evidence, recording refunds, transfers awaiting confirmation and card-settlement timing separately. Report the value and age of unresolved differences. A pending settlement is not automatically a loss. Money collected is also different from profit: operating costs, liabilities and accounting treatment need their own review. Give exception handling to authorised staff and involve the accountant where needed.
6. Open administrative service issues
Count unresolved booking errors, missing invoices or administrative complaints and record how long each has been open. Give each issue an owner and a next action. Keep medical complaints and safety concerns on the appropriate clinical escalation route; do not close them merely to improve an administrative figure. A smaller count is useful only if the problem was actually resolved and the person raising it received an appropriate response.
7. Workload and handover gaps
Review unplanned overtime, unfinished administrative tasks and problems repeatedly carried between shifts. Discuss the pattern with staff before changing staffing or duties. Record whether the work was completed, reassigned or delayed for a documented reason. Use aggregate workload information to improve the process; it should not become an automatic judgement about an individual employee without understanding their working conditions.
Turn the dashboard into one weekly action
In a short weekly review, choose one issue, one responsible person, a specific change and a review date. Use the same definitions the following week and note other changes that could explain the result. Do not treat one week as proof of a guaranteed saving or a causal effect. Start with the reception and booking workflow if the data is unreliable. [4] To discuss management support, use the service-request button below and select “Clinic management”.
Sources and review method
Sources reviewed: 10 November 2026. General educational guidance for planning; adapt it to your specialty and applicable Egyptian requirements. Suggested examples and plans do not guarantee results.