The Situation
A private hospital with approximately 250 beds is experiencing strong patient demand. Average occupancy regularly exceeds 80%, specialists have full appointment schedules and operating theatres are heavily booked.
Management is considering investing approximately RM150 million in a new wing with additional beds, consultation rooms and diagnostic facilities.
Yet some wards occasionally have available beds, procedures start late, discharge processes are slow, clinicians lose time to administrative friction and nurses report manpower shortages.
The CEO must determine whether additional capacity is genuinely required or whether part of the apparent shortage is being created by the way existing resources and workflows interact.