11.18.16 Issue #767 info@mckenziemgmt.com 1-877-777-6151 Forward This Newsletter

Belle DuCharme, CDPMA
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Scheduling for All the Wrong Reasons
By Belle DuCharme, CDPMA

Front Office Training Case #3102

Dr. “Al” (names have been changed) enrolled his two front office staff in the Front Office Business Training primarily to teach them how to schedule for his practice. “My schedule is a roller coaster ride. We are up one day and down the next, one day nothing but emergencies and write-ins, the next big cases back-to-back, and neither of my front desk team members take responsibility for the results. I am hoping this course will give them the necessary knowledge about scheduling to eliminate the chaos.”

When the two ladies showed up for training, both were perplexed and felt the training was unnecessary. Both had more than ten years working in dental practices and said they knew everything they needed to do their jobs. “Thelma” was the appointed office manager and “Louise” was her assistant. Neither one had a written job description.

“Keep the doctor busy at the chair and you will keep him out of your hair!” said Thelma. “I never hear from Dr. Al. If I keep him busy he doesn’t have a moment to come to the desk and ask questions. I never hear the doctor complain so I will keep doing what I do.” Louise said defensively.

Course participants are asked to bring certain reports to help customize their learning experience. One of those reports is a week of schedules from the software to analyze the flow of people and materials throughout each day. The dental software program was Eaglesoft so it was easy to see what was scheduled, for how long and in what category (different colors indicate whether high production or other). Eaglesoft (as well as many other software programs) also tracks production goal numbers for each day and indicates whether you are to goal, over or under. 

The schedule was not planned to meet the production goal. Setting a production goal involves choosing the right mix of services for each day to achieve a number that will pay the overhead and achieve a profit. There was an average of three emergencies a day and Thelma and Louise just put them in wherever there was a block of time, whether it really worked or not. An emergency could turn out to be crown prep or a root canal, but they felt that was up to the doctor, not to them.  

Emergencies were not only derailing their day, but also the way the schedule was planned. Services were being typed in and were not pulled from existing treatment plans. For instance, a new patient was written in as new patient exam, x-rays and cleaning if time. The production for this appointment was not showing up on the schedule production calculations because it wasn’t connected to a code and a fee.  When the procedures were posted it was from a walkout in the clinical area. The same was true with emergency appointments. It was next to impossible to get an accurate reading of what production was scheduled for the day and whether goal was being met.

After training Thelma and Louise in proper scheduling for the Eaglesoft program, they could see what was scheduled and what the production was for the day. Scheduling the correct way also helped to eliminate errors in posting services and errors in creating clean insurance claims.

As far as scheduling emergencies, it was decided that the front office team needed to consult with the clinical team as to the best place for emergencies in the schedule. We determined that the morning huddle was the best place to discuss this, prior to the day beginning.

We also created new job descriptions for Thelma and Louise, to make sure all tasks were being done and that someone was accountable. Thelma took the position of making sure the schedule was productive and ensuring there were financial arrangements and written treatment plans for each patient. Louise would be accountable for answering the phone, scheduling patients, entering the correct data in the appointment notes and entering all data in the patient’s charts and creating insurance claims.

Being busy at the chair should never be a reason to not communicate with your business team. Your office manager or business coordinator should view communicating with you as a positive, not a negative, and should always feel they can come to you if there are questions or issues affecting the practice.

Being productive will mean you may not see your business team very much, so schedule a lunch meeting once a month or have a short meeting once a week to discuss the business and improve communication.

Want to learn more about what your front office team is capable of once they have been professionally trained? Call McKenzie Management today at 877-777-6151 and schedule a Front Office Training Course for your office.

If you would like more information on McKenzie Management’sTraining Programs  to improve the performance of your team, email training@mckenziemgmt.com

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