09.08.06 - Issue # 235 Forward This Newsletter To A Colleague
Computer Reports
Leadership
Root Planing

Want Answers to Practice Concerns?
Read the Fine Print
by Sally McKenzie CEO
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As consumers, we’re regularly urged to “read the fine print,” to make sure we know what that contract, or legal document, or agreement really says. Even though we are routinely admonished to do so, truth be told, we rarely take this simple step to ensure that we understand just exactly what it is that we are agreeing to.  It’s not until there is a problem that we start to comb through the details.

Similarly, many dentists will give little more than a cursory glance at key computer reports until problems develop. They start feeling the pinch of dwindling production. They are sweating the proliferation of hygiene openings. Or, worst of all, they are panicked because they don’t have the money to pay their bills.  These reports are the pulse of your practice, if you’re not checking them, you don’t know which systems are compromised until you’re facing a serious setback. Start exercising a little crisis prevention and read the fine print. 

Regularly review key reports including the Accounts Receivable and Outstanding Insurance Claims reports to monitor exactly how much money is owed your practice. In addition, watch the details of your production, new patient flow, and patient retention using the production analysis report. Depending on your software system this report may be called Production by Provider, Practice Analysis, or Production by ADA Code. It is very useful for tracking new patient comprehensive exams. Just be sure those members of your team who are responsible for posting procedures to a patient ledger use the proper code for new comprehensive examinations.

Each month, run the report for exactly the last 12 months. It should show specifically how many new patient exams were performed in your practice in the last year. Write that number down. Next, run an overdue recall/continuing care report for the same time frame. You’re looking for every patient who was due back into the practice during the past 12 months. Write that number down. For example, your results may show 300 new patients and 200 existing patients overdue for recall. You’ve effectively calculated patient flow ratio. What’s more, you now know exactly who has not scheduled and you can immediately implement a patient reactivation strategy.

The Production by Provider report also should enable you to monitor individual provider production for each dentist and hygienist. It is important to track individual production numbers to determine productivity.

Next, get treatment out of the patient record and on the schedule. Monitor the Unscheduled Treatment Plan Report or similar report. To ensure that this report is accurate, all treatment plans must be entered into the system by the treatment coordinator.  If your Unscheduled Treatment Plan Report indicates that treatment acceptance is below 85%, consider treatment presentation training and scripts. In addition, evaluate whether your practice makes it easy for patients to pursue the treatment they want and need? Certain software programs allow you to determine almost immediately if a patient is eligible for treatment financing through CareCredit, which can eliminate the money barrier almost instantly.

Some systems will allow you to run a Production Forecast Report that can be an excellent tool in determining slow periods, so that you can develop a plan of action to address the potential production shortfalls.

Take time to read the fine print on your computer reports. Used correctly these enable you to pinpoint problems before they become crises, tweak systems well before they collapse, and enable everyone to see in black and white exactly how their job affects the productivity of the entire practice.

Interested in speaking to Sally about your practice concerns? Email her at sallymck@mckenziemgmt.com.

Interested in having Sally speak to your dental society or study club? Click Here.

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Dental Leadership: Lessons from Rudy Giuliani


Dr. Nancy Haller
Dentist Coach
McKenzie Management
coach@ mckenziemgmt.com
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This September 11th marks the five-year anniversary of the terrorist attacks on the United States. If ever a time called for leadership, that day, and the days and weeks that followed certainly did. Panic and chaos threatened to overwhelm New York City. Rudy Giuliani was mayor at the time. With only 90 days left in office, 9-11 pushed him into the center of a national catastrophe. Although this was beyond anything he had ever done before, he inspired New Yorkers, as well as people around the world.

What prepares a person to step into a role for which no one could adequately prepare? Everything that comes before it. Having inherited a city ravaged by crime and crippled in its ability to serve its citizens, Rudy Giuliani used every aspect of his career up to September 11th to practice and shape his leadership skills.

Although you may never face an event of this magnitude, you are the leader of your dental practice. This role carries responsibilities. Seize the opportunities to hone your leadership skills and build a highly productive practice. Here are some observations of Giuliani that can help you.

  1. He knew what he wanted to do.
  2. It’s awfully hard to get others to do what you want if you don't know what you want. Be clear about the goals you have for your practice. Communicate your vision repeatedly. Clarity of direction is essential. The more people know the outcome of their efforts, the more they will be energized. One of the most important responsibilities of being a leader is to be aware of what everybody is working on, and to communicate how each individual’s contribution relates to the whole.

  3. He told people what to do, not how to do it.
  4. You may be smart and well educated, but there are lots of smart people around you. Encourage your staff to think, to innovate, to be creative. This doesn’t mean that you blindly accept what your employees say, but do give them the freedom to generate solutions on their own. 

  1. He did his homework.
  2. Give yourself the best chance by learning as much as you can about leadership. Read. Get a coach.  Research shows that the best leaders enhance their skills with on-going learning. By developing new abilities you improve your practice and your personal life. When you navigate through challenging situations and accomplish your goals you gain confidence. In turn, you’re more resilient and more successful.

  1. He led by example.
  2. It’s fine to demand excellence, not perfection. While it may not be realistic to expect your employees to work as hard as you do or to be as committed, insist that they do as much and as well as they can. It’s equally important that you show them how to make work fun. Model candor and courage. Balance that with lightheartedness.

  3. He took care of his people.
  4. Make the effort to get to know everyone who works for you as an individual. Observe their strengths and weaknesses, their aspirations, their fears. Offer reassurance. Praise them for what they contribute. If you have criticisms, take it outside the group and tell them in private.

  5. He was humble. He had character.
  6. Be modest, honest and truthful. Be dependable. When you give your word, back it up with action. Be flexible but know your limits. Never waffle on your principles. Be the kind of leader who wakes up and asks, 'What did I do wrong yesterday, and how can I fix it today?' Your team doesn't need to like you, but they have to trust and respect you.

Great leadership does not mean running away from reality. Giuliani’s daily press conferences told us hard, painful truths. Sometimes this can demoralize people. But sharing difficulties at the right time and for the right reason can inspire people to take action that will make the situation better.

The potential to become a better leader is well within your capability! Dr. Haller is available for dental leadership coaching and development. Contact her at coach@mckenziemgmt.com to find out if you would benefit from one of our leadership programs.

Interested in having Nancy speak to your dental society or study club? Click Here.

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What Needs Root Planing?


Jean Gallienne RDH BS
Hygiene Consultant
McKenzie Management
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When do we treatment plan root planing? This is a question that many hygienists are discussing these days. When is the pocket deep enough to warrant root planing? Does there need to be calculus present, bleeding upon probing, radiographic evidence of bone loss?

Unfortunately, there is not a set answer for these questions, which is true when it comes to treatment planning many medical and dental diseases. There are parameters of care provided by our professional organizations and educators. However, every patient has to be treated as the individual they are, this includes not only the disease they present us with, but also the personality, beliefs, values, ethics, and cultural differences they bring with them to our offices.

The first thing recommended when it comes to working with patients from many diverse backgrounds is to keep the mnemonic CARE in mind. This was developed by Myerscough in order to help healthcare professionals remember the skills they should develop.

• Comfort
• Acceptance
• Responsiveness
• Empathy

Second, an accurate and conclusive diagnosis of the patient’s disease must be documented. The American Academy of Periodontology (AAP) has published “Parameters of Care.” on their web page, www.perio.org 

The following paragraph is taken directly from, Parameters of Care Supplement, Parameter on Chronic Periodontitis With Slight to Moderate Loss of Periodontal Support, J Periodontal. May 2000, “Slight to moderate destruction is generally characterized by periodontal probing depths up to 6mm with clinical attachment loss of up to 4mm. Radiographic evidence of bone loss and increased tooth mobility may be present. Chronic periodontitis with slight to moderate loss of periodontal supporting tissues may be localized, involving one area of a tooth’s attachment, or more generalized, involving several teeth or the entire dentition. A patient may simultaneously have areas of health and chronic periodontitis with slight, moderate, and advanced destruction.”

With this in mind, how are we going to determine if the patient that presents 4mm pocketing warrants root planing? This is why clinical judgment of the individual healthcare provider becomes so important when it comes to the actual treatment recommended. Many factors, in addition to, clinical attachment loss, bleeding upon probing, radiographic evidence will need to be considered. Such as, systemic health, age, compliance, mental and or physical limitations when it comes to the patients ability to keep their oral cavity plaque free. In addition to these, does the patient need to have their occlusion adjusted; are there restorative needs that will help create a better environment in addition to root planing?

Therefore, when determining if root planing is warranted not only does the individual patient have to be considered, but so does the individual area. Like it was stated earlier in this article, there really is not a set answer to the questions above.

There are times that a patient that is 25 years old, has not had their teeth cleaned in awhile, has 4mm pockets, does not have heavy calculus, has no systemic problems, and has no other limitations, may have great results with a cleaning. The important thing is the reevaluation of the pocketed areas. If at the next visit, this patient in non compliant with plaque control, then root planing needs to be a consideration when it comes to the next phase of their treatment. It is recommended that the patient be informed prior to the second appointment, in the interval set by the clinician, that they may need root planning. If the pocketed area does not improve when the patient comes in for their second appointment, a co-diagnosis should be made when it comes to the next phase of treatment. Office protocol when it comes to interceptive periodontal therapy will determine the next phase of treatment.

Of course there is always the older patient who has 4mm pocketing, has moderate to heavy calculus present, diabetic, and doesn’t have any other limitations. Again the patient will be informed of their disease condition. However, this patient will be treatment planned with needing root planing either using the code D4342 or D4341 depending on the amount of teeth.

Some of you may be asking, why wouldn’t you do a full mouth debridement (D4355) and then a cleaning (D1110)? Well, a 4355 is used when clinical evaluation is not possible. This procedure code is limited to patients that present so much calculus regardless of the pocket depths that there is not any way a comprehensive exam is possible.

If the periodontal condition is resolved, the clinician will have this patient back for periodontal maintenance appointments at the appropriate intervals.

If the periodontal condition is not resolved, then further treatment options will need to be reviewed with the patient. Whether chemotherapeutic products are the next phase or surgery is dependent on the office protocol.

Treatment planning root planing is not “one treatment fits all”. It is a complete, concise diagnosis of the disease with the individual patient’s needs always in the forefront with the healthcare professional supporting the patient in the pursuit of health by educating the patient so they can identify their needs and make well-informed decisions.

Interested in knowing more about how to improve your hygiene department? Email hygiene@mckenziemgmt.com.

Interested in having Jean speak to your dental society or study club Click Here.

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