DenQAI decision lab

Hygiene access, capacity, and recall durability

Test whether hygiene production is supported by visits, provider days, recall demand, reappointment, and staffing.

Use this ifYou need to test an assumption before spending money, signing a contract, or treating a composite score as an answer.

DecisionIdentify the viable path, the downside case, the assumption that breaks it, and the next diligence request.

Evidence neededUser-entered records, source dates, verification states, actual contract and schedule data, provider activity, procedure history, staffing, and cash timing.

Work productA transparent calculation with exposed formulas, limitations, stop-and-verify conditions, and a printable decision record.

Method, stop-and-verify condition, and required review

Method: Use ranges and scenario stress; keep illustrative defaults separate from user data; never let a composite score override a non-negotiable gate.

Stop and verify: Do not treat results as an appraisal, diagnosis, legal conclusion, coding source, lender approval, or substitute for primary records.

Human review: Buyer, dental CPA, lender, counsel, clinical reviewer, benefits specialist, and operator according to the calculator.

Last reviewed: July 24, 2026

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Hygiene access, capacity, and recall durability

Hygiene production is only durable when patient demand, forward scheduling, room capacity, and retained people remain aligned.

Annual hygiene production$Completed hygiene visitsHygiene clinical daysActive patientsAverage recall intervalmonthsReappointed at checkout%Overdue recall patientsHygiene cancel / no-show%

Hygiene production / day$795

Completed visits / day8.2

Implied annual recall demand4,400Active patients × 12 ÷ interval

Forward-booked coverage54%Reappointed visits ÷ implied demand

Overdue share23%

Hygiene share of mix26%Uses treatment-mix inputs

Do not capitalize an empty hygiene schedule as upside.

Reprice the model for the hygienists who are likely to remain, at market compensation and realistic days. A recall backlog without a recruitable provider is unmet need—not transferable cash flow.

Method, not magic

Every output should create a diligence request.

01Reconcile

Use adjusted production, collections, units, provider days, patients, and source reports. One percentage cannot carry the conclusion.

02Segment

Separate provider, procedure family, payer, patient cohort, and month. A blended average can hide the exact thing the buyer will lose.

03Stress

Run buyer-fit, staff-loss, no-show, denial, wage-reset, and entrant cases. Record the case that breaks the deal.