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Dental practice management Quick Tips from Cambridge Dental Consultants and guest bloggers.

Dental Consultant: Deposit Slips

Tips: 1. Deposit slips should be done daily even if you do not make daily deposit.  2. Keep a copy of day sheet, deposit slip, credit card and patient financing summary for each day. Use to reconcile monthly bank statement. 3. Patient finance companies, like Care Credit, take their fees before depositing. You can add back in the charges to reconcile or ask the company not to take their fees from the deposits. 4. EFTs: Check daily first thing in the morning and nter into PMS. Consider creating a separate bank account for EFTs. Doing so makes reconciling your monthly bank...
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Dental Consultants Top Unemployment Insurance Tip

Many dentists will agree it's never a good idea to hold onto an employee—if you would dismiss the person otherwise—out of concern for an increase in your unemployment insurance. Each state has its own formula to calculate unemployment benefits but all the states use the employee's earnings when figuring it out. The length and maximum weekly benefit varies state to state. How much any given employer is responsible for will be based  on a percentage of what the employee earned from their previous jobs over a specific period of time and can't exceed the state's weekly maximum.   Kevin Tighe, Cambridge Dental...
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Dental Consultant Best Patient Flow Tip

Two basic problems most dental practice have: Too little flow or not enough flow. If there's too much flow then: a. There's not enough personnel. Could also be not enough production space or equipment (phones for example) and/or b. The current staff need to be better trained and/or have better discipline (too much chit chatting or whatever) and/or c. You need better systems and/or d. You need better accountability. Stats, checklists and a proper morning huddle help with that.    Kevin Tighe, Cambridge Dental Consultants, Senior Consultant, got bitten hard by the business and marketing bug during long summer days working at...
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Dental Consultant Top Staff Efficiency Tips

Staff can look very busy, but this can sometimes be due to them handling additional work they generated themselves due to inefficiencies, lack of training, or no accountability. Examples: • Lab case not in the office. Patient arrives for appointment.• Incomplete information in patient charts.• Incomplete insurance submission.• Insurance not verified.• Patient leaves office without an appointment.• Phone numbers for patient are not correct. • Appointment not confirmed. • Delivering more dentistry in the back than was scheduled; front desk not notified.• Treatment plan sequence not written up.• Financial arrangements not made.• Incomplete treatment not followed up on.• Message taken but not given...
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Dental Practice Consulting Analysis

Plan Implementation. Implement The Plan

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Our 25th Year | Grow Your Practice 


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, PA

My name is Kevin Tighe. Consultant. Coach. Mentor.

My mission is to advise, recommend and help implement proven systems to grow your practice . 

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 partner and now sole owner. 

  

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