Success Story 1 – Staff Issues
Issues:
A doctor contacted us with a serious issue: she no longer enjoyed going to work because staff issues were out of hand. Disharmony existed between the front and back team—a total staff of five—she sensed her one star performer was already looking for another job, and some patients were complaining about the lack of customer service.
It was also clear that the practice was underperforming due to these issues. The doctor, who was no fan of conflict, was at a loss for how to correct the situation.
Results:
The first month of our work consisted of the following:
We met individually with the doctor and each problem staff member, clearly outlining expectations for performance and issuing disciplinary notices regarding unprofessional behavior. We set a two-week follow-up to reassess performance.
- We created job descriptions that further defined performance expectations, and updated the staff manual.
- We helped the doctor implement morning huddles. We held the doctor, who often ran late, responsible for setting a good example for the team, and she was good on her commitment to arrive early. A huddle checklist was followed to ensure key information was communicated.
Within two months, the doctor terminated two staff members for performance issues. We helped the doctor with the subsequent rehiring and training. Fortunately, the star performer remained in the practice and the other two problem employees turned around.
Monthly meetings were implemented to meet with the front and back teams to discuss what was working well, what needed improvement, and what the improvements looked like. We co-facilitated several of those meetings to teach the doctor how to run a successful meeting.
After a few months, the doctor was reinvigorated about her practice. She had the systems in place to address staff issues while the problems were still manageable, she had developed the skill set to handle most of those situations and to run productive meetings, and she could rely on us to either coach her through or help her directly when bigger staff challenges emerged.
Our work then turned to improving practice performance, which was now a productive undertaking given her team was aligned with her.
Success Story 2 – Improving Practice Performance
Issues:
A doctor was frustrated at his lack of growth after ten years of practice. Production and collections were stagnant in the low $600,000 range and new patients barely averaged ten per month. In addition, cash flow was tight, which was made worse by an increased number of cancellations. The doctor commented that it was sometimes a struggle to meet payroll, and the stress of the financial burdens were keeping him up at night.
Results:
After meeting with the doctor and team and analyzing financials and performance reports, we addressed a number of problem areas.
We implemented a tracking system for treatment acceptance, which clearly showed some patients were leaving the operatory unconvinced about the value of and need for treatment. We worked extensively over many months with the hygienist on co-diagnosis and phraseology, with the doctor on improving treatment presentations, and with the front team on fine-tuning financial presentations. Treatment acceptance improved significantly.
- The hygienist department was underperforming as well. A meeting with the doctor and hygienist resolved inconsistencies in the perio program, which resulted in better care for patients. We also helped the hygienist with patient education and phraseology to build value for appointments, which helped reduce cancellations.
- A review of production by procedures revealed a pattern of emergency exams, build-ups, and denture adjustments not getting billed. This simple change added well over a thousand dollars a month to production and collections.
- The practice did not have an internal marketing program. We worked with the doctor and team regarding when and how to ask for referrals. We also improved the overall patient experience, giving patients more reasons to refer friends and family.
- After reviewing cash flow, we showed the doctor and team how to reduce dental supplies and lab costs. We guided the doctor through the process of refinancing debt at a lower rate, and we helped the doctor trim staff costs by having clearer policies for time management.
- A/R was also behind, which improved after we implemented a consistent billing system.
- Finally, recall was only worked when the schedule was slow. A consistent and effective recall program evened out the slow times.
Within three months the doctor enjoyed improvements in cash flow. Within a year, practice performance had improved significantly, enough to pay for the consulting fees many times over.
Call us at 503-245-0766 to learn more about how Fluence can help you improve your business.
