Sally McKenzie's Monday Morning Management Memorandum #4

Print this Memorandum, distribute to your team, discuss at your morning meetings!


March 25, 2002


WEB: |



This issue is sponsored in part by:

McKenzie Management and Associates -

A full service, in-office dental management consulting company specializing in the business, clinical,
and hygiene areas of practices nationwide. Their clients include thousands of dental practices
in over 40 states throughout the U.S. Sally McKenzie, President founded the company in 1980.
You can find McKenzie Management at


More than 30,000 healthcare practices nationwide use CareCredit as an alternative means of helping
their patients finance treatment. You can find CareCredit at

Dental Town:

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practiced without it! Log onto TODAY!

Burbank Dental Lab:

is a full service lab providing fixed restorations that combine science,
precision and artistry. Clients can expect the best laboratory work possible, delivered in a
timely manner. Call David French at (800) 336-3053 or visit their web site at

Lares Research:

Lares Research assures the successful integration of its PocketPro Laser and Laser
SoftCare™ into your practice through the industry's most complete clinical training
and support system. To learn more about the tremendous benefits to your patients
and your practice by including the Lares PocketPro laser and Laser SoftCare into your
treatment capabilities, visit us at or
call and schedule an educational presentation by calling 800-347-3289, ext 1.



Is your practice operating at peak performance? Take this test to find out.



Hiring Needs vs. Hiring Wants


Tasks aren't getting done. Collections aren't being made. Recalls aren't happening.
Scheduling is out of control. Your front desk clerk looks like she's on the verge
of a breakdown. You need more help, right? Not necessarily says Sally McKenzie,
founder of

"Doctor's are quick to look at the obvious and determine that if employees
appear frazzled or things aren't getting done the office must need more staff.
After all, throwing more people at the situation is quicker and easier
than pursuing alternatives such as streamlining duties and evaluating the
time spent on tasks."

But before you place that ad in the classified section or hire the office manager's
daughter in-law, first check a couple things out.

1. Wages. Examine wages paid in your practice excluding the doctor's.
They should be no more than 18% to 22% of gross income, before payroll
taxes and benefits. If the gross salaries are hovering around 22%, adding
another person will boost that to 27%. Open your wallet, doctor. You'll be
bankrolling the additional 5%. But if the new hire is a patient coordinator who
will increase revenue by ensuring appointments aren't lost or if the individual
is a hygienist who will enable you to meet the demands of a growing hygiene
schedule, the negative financial impact should only last for about 60 days.

2. Front-end Backlog. Check-in and check-out takes approximately
10 minutes per patient. There are 480 minutes in an eight-hour workday.
If your practice is seeing 15- 22 patients per day, which would total 150-220
minutes of patient contact, one person should be able to handle the front desk
duties effectively. If the receptionist is spending more than 240 minutes handling
patients, the practice should consider hiring an additional staff member.

 Just checking out the numbers in a couple of areas is going to give you
a much better idea if this perceived need for staff is real or imaginary.





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