25 marquee operators · 21 countries · verified roster
Bayer · Pfizer · TATA · Adani · JSW · ISRO · Siemens · Bosch · DuPont · Mahindra · Hindalco · and others
Emergency, theatre, ward and outpatient flow modelled as one patient journey.
Hospitals rarely have a capacity problem in one department · they have a coupling problem between departments. An emergency department blocks because wards cannot discharge, theatres cancel because beds are unavailable, and clinics overrun because diagnostics are queued. We model the journey end to end in FlexSim so a bed, staffing or layout decision is tested against the whole system.
Add cubicles to an emergency department whose delays are caused by ward exit block and you will get faster triage and the same four-hour breach rate. Add a theatre session when recovery is the constraint and you will cancel the same number of lists. Patient flow is a connected system with shared, contended resources · beds, porters, imaging slots, senior clinical decision time · and the reported metric almost never sits in the department where the constraint actually lives. Simulation is how you find out which department to invest in, and it routinely contradicts where the pressure is being felt.
CEng MIE India-signed deliverables · LiDAR-powered where applicable · digital twin handover ready · routes to the Discrete Event Simulation practice lead within 24 hours.
Patient pathways mapped with your clinical leads · arrival to triage, assessment, decision to admit, ward, theatre, discharge. Timestamps extracted from the PAS or EPR so arrival patterns, length of stay and transfer delays are distributions taken from your own data.
Beds by ward and specialty, cubicles, theatre sessions, recovery bays, imaging and pathology capacity, and the staffing roster modelled as contended resources. Rostered availability matters as much as physical capacity and is modelled explicitly.
Model run across a representative period to locate where the journey actually stalls and which departments are coupled. Reported as the constraint sequence rather than a single bottleneck, since relieving one usually promotes another.
Bed reallocation, discharge lounge, additional theatre sessions, extended imaging hours, roster changes and pathway redesign run as scenarios and reported against the measures you are held to · breach rate, cancellations, occupancy, length of stay.
Animated model, scenario comparison and a recommendation showing what each option delivers and what it costs. Model handed over so the trust or group can re-run it at the next planning round.
Reports reference the international and national standards your regulators, F500 audit teams, and corporate process safety leads cite. Every deliverable signed by a Chartered Engineer (CEng MIE India).
Three landmark engagements from our verified roster · quantified outcomes, no client names disclosed without written permission.
Emergency crowding modelled end to end. The constraint was ward discharge timing, not emergency capacity. A discharge lounge and a morning discharge target outperformed a proposed cubicle expansion at a fraction of the cost.
Theatre and recovery modelled together. Recovery bay availability, not theatre sessions, was capping the list. Rebalancing recovery staffing released additional cases per week without new theatre capacity.
Clinic and imaging modelled as one flow. Staggering clinic start times against imaging capacity reduced patient waiting substantially without adding a scanner.
Tell us your plant, region, and scope · a named Chartered Engineer responds within 24 hours.