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Dental Consultant Top NP Hygiene Tips
1. By survey, the overwhelming number of new patients expect a cleaning as part of their first new patient appointment.
2. Unless the new patient is an emergency, has a broken tooth or toothache assume all new patients will get a prophy but, do not guarantee a prophy when scheduling.
3. The doctor always does an exam first however, many doctors do not like doing the comprehensive exam in uncleaned patients as caries can be missed if a lot of buildup is present. For that reason, many practices schedule the patient through hygiene but, of course, the doctor must still perform an exam.
4. When scheduling patients through hygiene the hygienist greets and seats the patient. Then the doctor, having reviewed the health history medications to verify and ensure no contraindications to hygiene scaling, says hello to the patient, goes over the chief complaint and gives the OK to take x-rays and do a prophy (if called for) after which the doctor does a comprehensive exam at the end of the appointment.
5. If too much build up, many do just probing and comprehensive perio evaluation. No cleaning but, patient is scheduled for SRP as soon as possible. You can also start on a single quad of SRP as a single quad takes the same or less time than a prophy in most cases. If the patient is disappointed that you cannot do a cleaning, consider delivering a coronal polish and quick calculus debridement (do not charge as a prophy!).
6. If accurate probing can’t be done, many will do FMD and then have the patient come back for comprehensive exam, probing & prophy. 7. New patient appointment with hygiene should take no longer than ninety minutes. Depending on the medical history or complexity it might just be x-rays, photos and exam, leaving time for a more in depth conversation.
8. Never rush exams. Doing so is “stepping over dollars to pick up pennies”. You will miss opportunities, especially perio, if you’re in a rush.
9. If the new patient has a lot of previous dental work or neglect, many doctor’s prefer to do FMX and pano. If insurance does not cover it, many still order whatever radiographs are needed but, charge only what the insurance covers as it doesn't take an assistant that much longer to take the FMX. That being said, if you do a pano and BW same day, you can get less reimbursement because it often gets mapped to an FMX. A pano can be done later when it is warranted. Many practices will do four BWs and three anterior PAs. Then additional PA for any severe perio, symptomatic tooth, broken tooth, or existing root canal.
10. Emergencies, broken teeth and toothaches are scheduled with the doctor. For emergencies, ask the patient, “Would you like me to focus on this one problem you are having, or let you know everything that is going on?”. For cash patients, many practices charge for a full exam. This takes money out of the equation. Then just give the patient what they want. See extraction or RCT patients a week later as post op so you can see how they are doing. With the patient out of pain they may be interested in taking the next step so they do not have to schedule another emergency appointment.
11. Same day dentistry: A new patient is receiving a cleaning and it’s discovered the patient needs a filling or two:
Wrong: “Let’s go up front and see if we can get you scheduled for treatment sometime in the future.”
Right: "Ms. Patient we might be able to save you a visit. If we can work this into our schedule and you have the time and finances, would you like to get this completed today?"
12. Coordination with front desk :
a. Call out treatment to assistant or hygienist who enters into the computer.
b. Next, the front desk employee who handles financial arrangements comes into the operatory. c. Explain the needed treatment to the patient in the presence of the front desk employee.
d. If there is more work than can be done in one appointment, highlight the priority items to be fixed first. State exactly what you are treating first.
e. The front desk employee leaves the operatory and enters treatment plan as the doctor further explains the treatment plan to the patient.
f. The front desk employee returns 5-10 minutes later with the treatment plan.
g. The front desk employee says to the patient, "Your estimated portion is XYZ. Would you like to get started today?”.
h. Ensure patient signs the treatment plan and understands they will need to make their co-pay that day. For FFS patients payment is always due at time of service.
13. Financial arrangements: One of the biggest management errors that can be made in a dental practice is discussing finances with patients at the front desk where other patients might be able to overhear the conversation. Not only could it be a HIPPA violation but, most patients are not comfortable discussing finances where other patie
What Does A Dental Consultant Do?
Many dentists will tell you dental consulting works. If dental practice management firms had no worth or benefit they could not stand up to harsh economic realities for long. What a veteran dental consultant brings to the table are systems and protocols successfully implemented in other practices that have been improved and tweaked over many years. Top dental consultants talk and network with each other. They pay attention to what works and what doesn't work across all dental practices.
Marketing & New Patients
Practice management consultants generally have little marketing training or background.
Note: Cambridge'a consultants are Certified SEO and Ad Words Specialists
Dental Office Systems
Key systems dental consultants implement:
- New Patient Phone Call
- Insurance Processing
- New Patient Experience and Patient Education
- Financial Arrangements
- Unscheduled Treatment Followup
- Stat Monitoring
- Daily and Weekly Checklists
- General Policy Manual
You will not get much ROI from your dental consulting if your staff do not have your back. You do not beed a team of cheer leaders jumping up and down with enthusiasm, but you do need staff who are smart and take some pride and ownership in what they do. If there is more than the usual drama in your practice that needs to be sorted out before you will get any real results.
What gets monitored gets done.
The "big" obvious numbers are important to monitor, but when you look at them they are typically already "in the books". You want your team to concentrate and be accountable daily on the "small" stats that bring about the "big" stats. How many practice owners know how many calls were made to unscheduled patients each day or overdue re-care or inactive patients? Many dentists vastly underestimate how much daily "outflow" is needed to keep a schedule full. How may dentists know what % of slots were open in their hygiene schedule each day? How many know how many NP calls there were yesterday, who scheduled and if they end up showing up? More importantly how many staff know considering it's their job to do?
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 re-care or need reactivation. Other staff can and should help in coordination with the accountable employee, but that employee accountable reports daily on a spreadsheet like this: 1. # of calls or personal texts sent 2. # of contact
3. # of appointments with name and date 4. # of arrivals
It is the employee who is either making themselves valuable to you or not. If they are doing so, dismissing them will never enter your mind. On the other hand, if they are not making themselves valuable, you will be doing them and yourself a favor by giving them the opportunity to find a practice or other employment that is a better fit for them.
What most practice owners are missing is not how to book an appointment but how to be effective leaders. 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. Agreement among all team members is key. Your written office policies should contain those agreements and should answer most questions staff come up with. Doing so will save you much time and simplify the management of your practice. Staff non compliance is a sure sign of poor leadership. The primary reason practices underperform is staff non compliance. Key traits of leaders. All it takes is discipline:
- Always keep a cool head especially when "under fire"
- Realize that all mistakes are an opportunity for you and your staff to learn.
- Set a good example.
- Always be learning.
- Take care of yourself.
- Fight the impulse to address multiple issue at the same time. Frantic activity creates spotty results.
Questions You Should 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.
If you do a little homework it should be fairly easy to pick a reputable consultant that is a good fit for you and your practice.