If you run a hospital
What each service costs you, and what it brings in.
Not a guess assembled from a spreadsheet at the end of the quarter. Read monthly, from the same rows the clinic wrote, and traceable back to the cases that produced them.
The costing ladder
Contribution, and only where the pairing is real.
Every service line here is revenue that was stamped on an invoice line, matched to cost that was actually recorded. Where the pairing is not real, it says so and shows the cost as unallocated rather than spreading it on an assumption.
A number that quietly apportions overhead by bed count is a number nobody can defend in a board meeting. This one names its own limits, which is what makes the rest of it usable.
The money watch
Read weekly, by somebody who did not make them.
Voids with reasons, payment reversals, waivers and blind till counts have each been honest facts since the phase that recorded them. What they mean is only visible together.
Voids and reversals
Every one carries a reason and a name. One is a correction. A pattern by the same person on the same shift is a question.
Waivers
A waiver reduces the bill straight away and is approved afterwards, so nobody is held at a desk over it. One approved by the person who granted it is flagged, whatever the amount, rather than refused.
The blind till count
The expected figure is not computed until the count is committed, so the cashier counts what is there rather than what should be.
None of this accuses anybody. It puts a small number of things in front of a person whose job is to look, which is the only control that has ever worked.
Procurement and budget
It informs. It does not block.
A requisition that would take a line over budget is raised anyway, with the position shown to the person approving it. A hospital that cannot buy gloves because a spreadsheet said no is a hospital that buys gloves off the books.
The same rule runs through quality control, calibration, consent and contract price: the system reports, the person decides, and the decision is recorded either way.
Stock and suppliers
Valued at what you actually paid.
Batch actual cost
The ledger is driven by what the units that left were really bought for, not by a list price. A moving weighted average per drug sits alongside it for the shelf.
Expiry, first out
Dispensing takes the batch that expires soonest, and skips one that has already expired rather than quietly issuing it.
Does this supplier deliver?
On time, in full, at the price quoted. Every fact needed to answer that has been recorded since procurement was built; this reads it back.
The monthly brief
Why did it move?
Every hospital system in existence can show you that mean length of stay went from 4.1 days to 5.3. Almost none of them answer the only question that follows.
This one names the admissions that drove it. Two waiting on a referral nobody answered, one extended by an infection. That is a management decision you can act on by Friday, rather than a figure to explain at the next board.
You can leave, and take everything.
A bulk export gives you every record at once, in a standard format, without asking us. We built the exit deliberately, because a product that can only be left page by page is one you are not choosing to stay with.