Buying charts? Then a chart audit is a must. What's most important is how many patients have visited the practice at least twice in the last 12 months. Then you want to know how many have been in only once in the last year, twice in the past two years, once in the past two years, etc. From there a formula can be devised to give value to each type of patient/chart. You could also value the charts at somewhere around 40% to 50% of collections.
Dental practice management Quick Tips from Cambridge Dental Consultants and guest bloggers.
Outside of working hours your voice message should contain: a. Your dental practice hoursb. Instructions for your patients in case of an emergency, i.e., call your cell phone, call 911, or call the on-call dentistc. When the patient can expect to be called backd. What information the patient should leave, i.e., the reason for the call, their name, and a good time to call back.Your message should be clear, friendly, and professional.
There are three or front office positions or functions. Call them what you want, but they break down as follows: a) Receptionist, b) Scheduling coordinator, c) Accounts Manager d) Treatment Coordinator. In a small practice one employee does all the front office functions. As a practice grows, two staff should be able to handle these functions up to 80-100K in production espcially if yousource all or part of your insurance processing. The natural breakdown would be to combine the four functions as follows: In a bigger practice you might have one person for each position or some other combination that...
Should you cross train your staff? Cross training has its place when there is a temporary need. But under normal circumstances each employee should have specific responsibilities, otherwise you lose accountability. There’s absolutely nothing wrong with employees helping in an area outside their assigned responsibilities during peak periods or when another employee is absent. But staff need to stay focused on their specific assigned job and functions once the overload is handled.
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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.
New Patient Phone Call
New Patient Experience and Patient Education
Daily and Weekly Checklists
General Policy Manual
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.
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
Do you and/or your staff have to travel or does the consultant come to you?
Is the program mostly one on one consulting versus seminars or courses with multiple clients in attendance?There are advantages to both.
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.
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.
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
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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