ROI Calculator

What does one cancellation cost at your hospital?

Surgical cancellations carry both hard costs — supply waste, lost margin, unused OR time — and soft costs that compound over time. Enter your program's numbers to see what prevention is worth.

Cancellation value model

Preventable cancellation value model

Why prevented surgical cancellations are a hard-money line item, not a soft efficiency story — and what that's worth at a given facility's scale.

Facility & volume

The whole model scales from two facility-specific facts: annual surgical volume and the system's historical cancellation rate. Both come straight from the OR's own records, so the foundation isn't an assumption — it's reported data.

5,00030,000

Reported cancellations per year: 240

Day mix — why capacity decides hard vs soft

This is the lever that converts the OR-time argument from soft to hard. A prevented cancellation frees staffed OR time. On a near-capacity day that time absorbs a case that would otherwise run into overtime or get pushed to an add-on day — a real, bankable cost avoided. On a light day the room would have sat idle with salaried staff paid regardless, so the same minutes are only a utilization gain. The slider sets how much recovered time counts as hard money.

all light — recovered time softall near capacity — recovered time hard

The funnel — what Procedo can honestly claim

Procedo Health does not claim the gross cost of cancellations. The number narrows twice, on purpose. Addressable is the medically preventable share — clearance gaps, frailty, uncontrolled comorbidity, anticoagulation — the issues the system surfaces before the room is committed. Capture is the fraction it actually converts to completed cases once a human acts on the flag. Non-return is the share that, once cancelled, never reschedules; only those cases lose margin permanently rather than merely deferring it. Each discount is what keeps the final figure defensible under scrutiny.

Medically addressable: 60  ·  Realistically prevented per year: 30

Value per prevented case — three hard lines, one soft

Each prevented case saves real resources and protects real margin. Supply / labor waste: the opened packs, drugs, staff setup and tray reprocessing consumed the moment a set-up room cancels — incurred regardless of how busy the OR is. Weighted margin: facility contribution margin on a case that would otherwise never reschedule (applied only to the non-return fraction). Room time, busy day: the marginal cost of spillover avoided — use the facility's overtime rate or the contribution on a bumped case, not a generic per-minute figure. Room time, light day: the only soft line, broken out separately so it can never inflate the number finance underwrites.

Hard savings — what finance can bank

$150K

Soft savings — operational upside

$3K

Prevented cases / yr

30

hard — every dollar is a counted case × a real cost total ≈ $153K
Preventing medically avoidable cancellations is worth roughly $150K per year in hard, documentable savings — money finance can put on the P&L.

The hard-money argument in one line. Every dollar in the green figure is a counted prevented case multiplied by either a resource cost the facility provably avoids or a contribution margin it provably keeps — not a modeled efficiency or an idle-time estimate. Event waste and room time are held in separate lines so the value of the idle room is never counted twice, and the single soft component is quarantined into its own figure. That is what lets the green number survive a CFO's pen.