A dental practice is too small of a business to afford any weak links. If you want to produce at a high level of production and efficiency, you cannot afford any weak links. Poor organization is also at the heart of patient complaints. Organization of a practice is, in essence, composed of ensuring you and your staff know how to efficiently and effectively process:  a. New Patients b. Returning Patients c. Emergency Patients Another action we take early on with new clients is to evaluate where the weak links are in handling new, returning and emergency patients and then systematically strengthen...

Other than P & L numbers, key stats to monitor are: Number of days workedProduction per dayProductionCollectionNPsCollection percentageOpen hours in hygieneHygiene hours workedNumber of patients left without hygiene appointmentPercent of open hygiene hoursStaff pay as percentage of gross income

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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...