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Dental practice management articles on dental office front desk functions  from Cambridge Dental Consultants and guest bloggers.

Cambridge Dental Practice Management

Dental Consultants Top Confirmation System

Dental Consultants Top Confirmation System

Your confirmation system should be tailored to each type of patient and have a personal touch. 

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Cambridge Dental Practice Management

Dental Consultant Advice: Make Your Patients Comfortable

Dental Consultant Advice: Make Your Patients Comfortable

As your dental receptionist becomes familiar with patients she will know a little more about them and will be able to talk to them about their interests, etc.

This is very important. She should make a point of bringing up what she talked about last time the patient was in.

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Cambridge Dental Practice Management

Dental Consultant Advice: Incoming Phone Calls

Dental Consultant Advice: Incoming Phone Calls
For example, questions regarding dental insurance, accounts, collections would go to the Accounts Manager if you have one.When a patient calls the office and is in pain, the receptionist should fill out some kind of Emergency Call-In Sheet. The following are some of the questions that should be asked:1. “When was the last time you saw Dr. [name]?” This response will tell you if you are dealing with a new patient, an old patient who has been inactive, or an active patient. If the patient already has a chart, pull it. Also, be sure to check the patient's account.2. “How long...
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Cambridge Dental Practice Management

Dental Consultant Advice: Patient Questions

Dental Consultant Advice: Patient Questions

A dental receptionist (or any staff member for that matter) should never try to wing it when it comes to answering patient’s dental questions.

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Dental Practice Analysis

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There is the good, the bad and the ugly of dental practice management, but many dentists will still tell you the probability is your dental consulting will work if you and your consultant are on the same page. It stands to reason that if a dental consultant had little value, worth or benefit that consultant could not stand up to harsh economic realities for long.  A veteran dental consultant is also a "personal coach" who shold bring management wisdom based on "in the trenches" experience along with systems and protocols to that have been successfully implemented in other practices. Top dental consultants talk and network with each other. They pay attention to what systems work and don't across many dental practices. 

Systems

New Patient Phone Call

Insurance Processing

New Patient Experience and Patient Education

Financial Arrangements

Scheduling

Confirmation

Unscheduled Treatment 

Reactivation

Daily and Weekly Checklists

General Policy Manual 

Staff Accountability

What gets monitored, gets managed. It is as simple as that. The only way to monitor what gets done is with daily stats especially for your weak areas. For example, one employee should be specifically responsible for calls to patients who are unscheduled, overdue for re-care or need reactivation. Other staff can and should help in coordination with the accountable employee.

Leadership

What most practice owners are lack in knowledge is not how to book an appointment, but rather how to be an effective leader. The best systems in the world are useless if the staff do not comply. Good leaders know how to get staff to willingly follow through and comply. 

Questions To Ask 

  1. Do you and/or your staff have to travel or does the consultant come to you?

  2. Is the program mostly one on one consulting versus seminars or courses with multiple clients in attendance?There are advantages to both.

  3. If the dental consulting is one on one who will actually deliver the consulting? I recommend knowing who your specific dental consultant will be prior to signing on the dotted line.

  4. Is program based on a specific dental practice management system? You want to avoid cookie-cutter programs. Ensure the program will be tailor-made to fit your practice's specific needs.

  5. The cost (including travel expenses and downtime) is certainly not the only factor, everything else being equal, it is still a major factor to consider. It's unwise to pay too much, but it's worse to pay too little.  

 

Top Dental Practice Mangement Consultant

Shane Blake DDS Coudersport, PAMy name is Kevin Tighe. I am Cambridge's CEO and Senior Consultant. Before joining the Cambridge team I was in charge of setting up workshops for large nonprofits throughout the United States and Canada. During that time, I was fortunate to receive mentoring from several world-class business consultants, including a dental practice management guru, which led to a position at Cambridge as their seminar organizer. In time, I began crisscrossing the country delivering seminars myself for the better part of a decade. Subsequently, I moved up to senior consultant and eventually owner.  Contributing writer to Dental Economics/DIQ, JADA, AGD Impact and Dental Town Magazine.

  

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