Management BUZZ Blog
Over the last 12 months an entire year slipped by. For some the close of 2011 saw productivity and team cohesiveness stronger than ever. For others it was yet another year of more of the same. Inadequate systems that managed to shuffle through ‘11 will limp into ‘12. Productivity will continue to teeter between the “sorely lacking” and the “barely good enough” levels – not because the doctor isn’t working his/her hardest or individual team members aren’t committed to the cause. Rather it’s typically because the primary focus is on dealing with whatever problem has to be managed right now and not on addressing what caused that problem and what can be done to prevent it in the future.
Ironically, a mere 24 hours over the next year could transform a practice locked in a seemingly perpetual state of crisis management or lackluster success into one of superior efficiency and productivity. Monthly business meetings that are given just two hours of dedicated, uninterrupted doctor and staff time could be most cost-effective, production efficient step you’ll take to achieve your practice’s full potential in the coming year. The key: designate every member of the team a contributor. Here’s how:
1. Block off two hours each month over the next 12 months. These are the 24-hours that you commit to continuously improving your practice during the next year.
2. Develop an agenda with input from the entire team.
3. Include all areas that impact the profitability/success of the practice. For example: numbers of new patients, recall patients, collections, treatment acceptance, production, accounts receivables, unscheduled time units for doctor and hygiene, uncollected insurance revenues over 60 days, overhead, etc.
4. Distribute the agenda at least two days in advance of the meeting.
5. Assign each member of the team to report on the area for which they are responsible. For example, the scheduling coordinator reports on the monthly production as compared to the goal, the number of unscheduled time units for the doctor, and the doctor’s daily average production.
6. Encourage team members to come prepared to discuss topics on the agenda. For example, if the doctor has a higher number of unscheduled time units than desired, the team can discuss contacting patients with unscheduled treatment, encouraging hygiene patients with unscheduled treatment to move forward on recommended care, identifying patients with unused insurance benefits, etc.
7. Seek input from everyone by asking questions such as, “What is your reaction to that?” “As the patient, how would you react?” “What are the advantages of this approach? What are the potential disadvantages?”
8. Delegate responsibilities and establish deadlines for completing tasks identified during the staff meetings. For example, if hygiene cancellations are high and the group has developed a plan to reduce the cancellations the person responsible, probably the hygiene coordinator, needs to know she is accountable for implementing the changes and should be prepared to report on the effects of those changes at the next monthly meeting.
9. Share ideas during staff meetings for improving the work environment, the patient experience, and the efficiency of the practice.
10. Designate the amount of time you will spend discussing each issue and avoid getting bogged down on unrelated topics.
11. Discuss only what is on the agenda.
12. Hold staff meetings off-site in a conference room with a conference table. Many local libraries, community colleges, and other public facilities have public meeting rooms available for use.
13. Eliminate outside interruptions.
14. Seek consensus from the staff as to the best time to hold staff meetings; meetings scheduled outside normal work hours should be paid.
15. Hold meetings at least once per month, more frequently if you are implementing several changes.
Meetings are meant to be designated times in which you can focus all of your energy and team resources on addressing key management issues and problems that arise as a part of operating a small business. Run correctly, they are the most effective means to identify and solve problems, establish policies, share information, motivate each other, define areas of responsibility, and exchange ideas. Use them to your practice’s full advantage.
Shoot HIGH for 2012!
Sally
I am an associate dentist. I have been working with the Senior Associate for a little more than 2 years, and he is now wanting to make changes to our contract. Having no dentists in the family and few friends in the field who I would feel comfortable sharing this information with, who can I ask for advice regarding this associateship? I need a relatively unbiased opinion, and still being relatively new to the field, I don’t want to make a rash decision out of anger or emotion. If you could give me any resources to help me, regarding average percentages (of collections, production, etc) or average pay for someone in my position, or if I could consult with anyone on this site, I would greatly appreciate it. I am a regular reader of your magazine and truly appreciate all of the helpful advice you offer.
Thanks so much.
-Allison
________
Hi Allison,
Thank you for reading the magazine. I am going to refer you to Jason Wood, Attorney. Please call him.
Law Offices of Wood & Delgado
20 Pacifica, Suite 320
Irvine, CA 92618
(800) 499-1474 toll free
(949) 553-1474
You need legal advice to protect yourself. Jason specializes in dentists. Let me know if you have any trouble connecting with him. Also, most associate dentists are paid a % of collections with a range of 28% to 35%. 33% being the most common %. Hope this helps.
Best regards,
Sally
**This post has been added by a new contributor – Mary Fusco – With the joint purpose of finding out more about the shortage and access to dental care. Thank you in advance for your input. We appreciate your time and efforts to contribute to this study.**
I was a dental assistant for 12 years right out of high school and I have maintained an interest in dental workforce issues ever since. After completing my bachelors and masters degrees, I worked in non-profits where I devoted my time to dental workforce issues. I am now working at a dental school and I’m a PhD candidate in the dissertation phase with a topic focused on dental workforce shortages affecting access to care.
I’m interested in finding out if experience with dentistry prior to and during dental school affects how a person feels about their dental skills and abilities, and then finding out if these experiences (such as community outreach) influence practice preference. I believe the results of my study will help with dental admissions processes and with dental clinic recruitment and hiring. I’m focusing on dentists who have graduated between 2006 and 2011 to complete a short (10 minute) survey. I’ll share the results of my research with those who are interested.
Anyone interested in learning more about the research study and taking the survey please go to: https://catalyst.uw.edu/webq/survey/mpfusco/142155
Thank you, in advance, for your participation!
Mary Fusco, MA, PhD ABD
Whether you just graduated from dental school, finished a residency program or specialty training, the majority of young dentists begin their careers as associates. The road to becoming an associate is full of variables, and knowing the “lay of the land” can help you make wise decisions. The journey begins with choosing the practice that is right for you.
Consideration #2 – Employment Relationship
Do not enter into a relationship without a written contract. A well-designed employment agreement will address many issues, including your role in the practice, non-competition agreement (if applicable), non-solicitation agreement, your compensation, and possible option to purchase. Additionally, realize that non-solicitation and non-compete clauses are common business practices, which protect the employer dentist from unscrupulous tactics. Non-solicitation means that you may not directly solicit any patients or staff for a specified period after you leave the practice.
Non-compete clauses may vary. Moreover, in some states they are not enforced. For those states that enforce non-compete clauses, they have to be crafted fairly. The geographic limitations in covenants are based on local convention in a specific area and must be considered to be reasonable. For example, a 10-mile covenant restriction in a major metropolitan area would probably not be enforceable for a general dentist, whereas one-to-two-miles would be considered reasonable. Restrictive covenants for specialties tend to have a larger geographic range since the number of specialists is fewer. The duration of a non- compete ranges between one-to-two years.
When you join a general dental practice, a non-compete clause stipulation should not take effect completely until you are employed for 12 months. A gradual approach, which allows the first 6 months of employment to be free of covenant and penalty, with subsequent periods of increasing restriction, is more appropriate. In cases of specialty practices where the employer is introducing the associate to the referral base, the graduated approach would be modified and have a shorter timeframe for increasing restriction.
Read more on Becoming an Associate at http://www.thenewdentist.net/Library/index.htm
Certainly, the last year brought more change than most care to think about, as much of it was not easy. If you don’t ever again want to face a year like you just did, I strongly suggest you commit to making economic change of your own in the coming months and ensure that regardless of the financial sector’s projections of boom or bust, you practice is well positioned.
Start with the messages that you and your team regularly communicate to patients. Does your staff convey ordinary or outstanding, state of the art or status quo? Is the excellence of the team and the dentistry routinely conveyed to the patient? And, most importantly, have you even considered the messages you’re sending to your patients in every interaction, from the first phone call, to the emergency appointment, to the routine visit? If not, it’s time to listen up and script your success.
Use a well-crafted script to discourage patients from canceling appointments. When a patient calls to cancel, your business staff should ask for permission to put them on hold, access their file, and use the information to motivate them to keep the appointment. For example: “Mrs. Jones, I’m looking at the doctor’s notes and she emphasized that there is significant decay in that tooth. I know it is very important that you keep the appointment, would you reconsider?” The patient may still cancel, but in some cases, they will be convinced to keep it. Moreover, calling specific attention to the patient’s need for the appointment further underscores the value and importance of pursuing the recommended treatment, and emphasizing the need for care has never been more critical. Particularly since even in the best of economic times, many patients will put off certain procedures for as long as possible. Additionally, ensure that there is an established protocol to follow-up with patients who cancel. In many offices, it is months before anyone follows up on a cancellation.
Whiter Image Dental Poised as Next Major Teeth Whitening Player in the Dental Industry with Superior Results, Branding, Service and Pricing
Whiter Image definitely has the female’s perspective in mind with the Chic Flic Whitener and lip plumper. What woman doesn’t want whiter teeth and plumper lips? It’s the size of standard lipstick plus it has a mirror and the whitening light all built into one clever design. How do they manage this for under $15 each? It’s easy to use, easy to carry, affordable and it actually works! It makes sense that this could be sold at the dentist or a spa for the feeling and results of a professional treatment. I’m thinking about giving these to my staff as a thank you!
http://www.whiterimagedental.com/product.html
“Dr. Tom” called me in frustration to discuss the fact that his office manager of 15 years leaves every day at 2 p.m. He is understandably concerned because the office is essentially left unattended for the better part of the afternoon. Moreover, a multitude of essential duties are routinely left undone because when the clock strikes mid-afternoon, “Kim” is out the door.
While the role and specific duties of the office manager may vary from practice to practice, the cornerstone of the job is efficiency. This person should be able to oversee key practice systems to ensure that the office is running efficiently. They may have multiple duties including answering phones, helping with the schedule, running reports, sitting down with the doctors to alert them to issues, and concerns with patients and staff. Whatever shape the role takes, it must be clearly defined to best meet the overall management needs of the practice. And the duties must be spelled out, point by point, in black and white. Additionally, specific goals for the position that compliment overall practice goals must be identified. Performance measurements must be in place to measure the individual’s success as well as necessary tools to help the individual achieve success, such as office manager training.
In the case of Kim, Dr. Tom values her contribution to the practice and emphasizes that she has been a good employee. However, it appears that given her years with the practice she now believes that she is entitled to a “flexible” schedule. Again, Kim needs specific direction from the doctor as to what is expected of her. Once Kim understands clearly what the role of office manager means in this practice, she can choose to accept the job or find other opportunities.
Whether you just graduated from dental school, finished a residency program or specialty training, the majority of young dentists begin their careers as associates. The road to becoming an associate is full of variables, and knowing the ‘lay of the land’ can help you make wise decisions. The journey begins with choosing the practice that is right for you.
If you want to join a practice as a full-time associate and have adequate patient volume for yourself, you need to join a practice that is “saturated.” Saturation means that the owner is working at optimum speed, practicing optimum hours, is scheduled fully, six to eight weeks in advance, and has more new patients in the practice than can be cared for.
By joining a “saturated” practice, you have an immediate opportunity to gain clinical experience and enhance your income. Additionally, saturated practices afford greater opportunities to build a patient base. A saturated practice may also offer long-term opportunity in the form of an equity interest or potential buy-out.
Usually, general practices with more than 1,700 active patients are at the saturation point. An active patient is one who visits the practice at least once during the past 18 months for a recare visit. The degree of saturation, or the number of excess patients in a practice, will determine the actual opportunity for you to work as a full-time or part-time associate. For example, an efficient and skilled owner who is servicing 1,700 patients with a full-time workload may want to reduce hours and transfer patients to a part–time associate. Generally, practices with 2,500 or more patients present excellent full-time opportunities for new associates.
Therefore, if you are considering a full-time associateship, be sure to inquire about the size of the active patient base.
Snyder, DMD, MBA, Tom (2009, Summer). Becoming an Associate…What You Need to Know. the NEW DENTIST™ Magazine, 20-21.
Today 3M ESPE and Straumann announce their collaboration to develop a streamlined digital workflow for restorative dentistry:
Expecting to see good things from these companies.
• Companies plan to connect 3MTM ESPETM LavaTM Chairside Oral Scanner C.O.S. to the Straumann® CARES® digital platform for restoration of Straumann implants.
• Companies plan to offer new 3M ESPE CAD/CAM Restorative materials through Straumann CARES, improving the workflow from both companies.
• Collaboration builds upon their effort to drive the adoption of Dental Wings Open Software (DWOSTM) into the leading open global standard software platform for dental applications.
Smile Brands Inc. to open as many as 40 new offices in 2011
Company aims to increase number of offices by 12.4 percent, totaling up to 362 offices nationwide
March 2, 2011 • Irvine, Calif., — Smile Brands Inc., the nation’s top provider of business support services to dental groups in the United States, today announced its plans to open at least 30 and as many as 40 new offices this year. By the end of 2011 Smile Brands plans to have up to 362 affiliated dental offices nationwide operating under the Bright Now Dental, Monarch Dental and Castle Dental brand names, including other local brands.
The 2011 openings continue the growth and mission of Smile Brands Inc. which is to provide “Smiles for Everyone®!” by bringing quality, affordable dental care to local neighborhoods. Their patient-centered care model continues to set them apart as an industry leader throughout the United States.
Following its acquisitions of Monarch Dental in February 2003 and Castle Dental in June 2004, Smile Brands Inc. has been growing steadily, increasing its total number of affiliated dental offices by 116 percent in seven years. During 2010, Smile Brands Inc. opened 23 new offices and ended the year with a total of 322 affiliated dental offices nationwide.
The first new affiliated dental offices to join Smile Brands’ growing roster in 2011 include a Castle Dental office in Houston, Texas, and a Bright Now Dental office in Fountain Valley, California. Both offices are scheduled to open on March 4, 2011. This will mark the 36th office in the Houston market and the 50th office in the Southern California market.
For more information on Smile Brands Inc., and to find a location in your region, visit www.smilebrands.com.