Full chair occupancy across every site, with the data to prove it.
See which sites have empty chairs and what those hours are worth, then roll out one standard site by site, whatever software each practice runs.
13 points between the best and weakest site. For example, on a six-chair practice that is roughly 11 hours of clinical time a week.
Six practices, six reports, no common figure
What group operations sees today, before the group standardises anything.
Meanwhile, each practice sends its own numbers, from its own software, with its own idea of what a no-show is.
Operations estimates occupancy from revenue, because nobody can say how much clinical time the practices actually used.
You know which practice is behind. But you cannot say by how many hours, or why.
Three practices apply a reminder rule the group agreed centrally, while the rest forget it.
Then a new practice joins on different software, and the comparison starts again from zero.
The gap between your best and weakest site is usually the largest gain in chair time the group has, yet it is the one nobody can measure.
What TurnUp World takes on
One reporting layer over every practice, and a system of action running underneath it: the reminders, calls and refills that move the figures.
Insights across every site
Six figures per practice and for the group, on one screen.
See InsightsMulti-site chair occupancy
Occupancy per practice, per clinician and also rolled up, measured from the diary itself.
One no-show definition everywhere
A no-show means the same thing in every practice, so comparisons stand up in a board meeting.
Group reporting
Weekly summaries per site and for the group, as CSV, PDF or also through the API.
Role-based access
Regional managers see their sites and group roles see all of them, while practices see only their own.
Six practices, one definition, one visible gap
This is the view a regional manager opens first on a Monday. Occupancy is the headline, but the useful column is the one next to it: how much of what was lost ever entered a recovery process. Select a practice to see where its chair time went.
Sample data for illustration. In a live account, however, these figures come from each practice's own software through the same connection that syncs appointments.
How a group rolls this out
One practice proves it, the group sets the standard, then each site goes live against that standard. No estate-wide software migration, and no practice waiting on another practice.
Pilot then scale
- One site live in about two weeks
- Baseline measured before go-live, so the change is provable
- Remaining sites follow at one or two per week
Mixed software estates
- Dentally, DentAdmin, Exquise, Progenda and System for Dentists
- Acquired sites stay on their own PMS, no consolidation
- One reporting layer over all of them
Central standards, local room
- Reminder rules and offer policies set centrally
- Practices may vary within limits you define
- Every change logged with who made it
Data and security
- Hosted in the EU, encrypted in transit and at rest
- Processing agreement per legal entity
- Role-based accounts, full audit trail
Before and after
01Each site reports its own way
01Six figures, one definition, every site
02Occupancy estimated from revenue
02Occupancy measured from the diary itself
03You know which site is behind, not by how much
03The gap to your strongest site, in hours and pounds
04Central policies applied unevenly
04Rules set centrally, every change logged
05Each acquisition restarts the comparison
05New sites connected on their own software
06No-show follow-up depends on each desk
06The same prevention flow running in every practice
The gap between your own sites, in revenue
Group benchmarking usually compares practices to an external average, but nobody can act on that. Instead, the actionable number is internal: the distance between your strongest site and each of the others, in hours, and what those hours bill.
The arithmetic is dull on purpose. First, take the occupancy gap. Then apply it to available clinical hours, and finally value the hours at your own average appointment value. No assumption about what any supplier delivers is involved; this is revenue on chair time you already own and are not currently using.
Worked example, six practices, 38 chairs
For example, take 38 chairs at 35 clinical hours a week, 45 working weeks and two appointments per hour. If you replace the four inputs with your own, the method still holds. A group quote states the recovered chair time needed to break even.
What DSOs are saying
"With TurnUp World we can achieve 97% chair occupancy for the first time."
Where to start
Insights
The group view: every site on one definition, with the gap to your strongest practice in hours.
See Insights 02No-show Prevention
The same risk scoring and follow-up in every practice, so results do not depend on each desk.
See No-show Prevention 03AI Call Center
Confirmation and rebooking calls made at group scale, without adding front desk hours.
AI Call CenterCommon questions
01How does TurnUp World report across multiple sites?
02Can we set standards centrally and apply them locally?
03Does it support mixed PMS environments?
04We only have a few practices. Is this built for us?
05What does implementation look like at group level?
06Who owns the data and where is it hosted?
07How is group pricing structured?
See how TurnUp World works across a group.
First, we walk you through the group view, how TurnUp World measures every site on the same definitions and how the same prevention and refill flows run in each practice. Then we talk through what a roll-out across your sites could look like.
