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Professional News Articles : FRONT DESK by Mary M. Byers, CAE : All systems go

All systems go

June 08, 2006

One of the key differences between a moderately—and wildly—successful dental practice is that the latter has systems in place to govern each aspect of the business.

In short, a system is the “way things are done.” Having strict systems in place in the practice you work in will help ensure that nothing falls through the cracks and enable you and other staff members to more easily make the myriad of decisions necessary on any given day.

Setting up systems requires you to determine the following for each aspect of the practice you're in charge of:

• What needs to be done
• How it will be done
• When it will be done
• Who's going to do it.

By taking the time to set up the necessary systems you'll gain confidence in your own decision making and competence in your daily work. Following is a sample of the systems that need to be established and the questions to ask in order to do so successfully.

Accounts receivable. Is full payment expected at the time of service? If payment isn't expected at the time of service, when will it be expected? How will receivables be collected? When will they be considered past due enough for collection calls to begin? At what point will accounts be turned over to a collection agency, if at all? Will the office submit insurance documents for patients? What type of patient financing, if any, will the office provide?

Accounts payable. How quickly will accounts payable be paid?

Patient recall. Will reminder calls be made? If so, will staff members make them or will a system capable of automatically making prerecorded reminder calls do so? Will postcards or new technology, such as e-mail, remind patients about appointments?                                  

Patient referrals. When will the office make a referral? And to whom? How will the referral be made? What type of follow up, if any, will occur after a referral? How will you acknowledge referring parties when a referral is made to your office?

Staffing issues. Who will handle discipline, when, and if, it becomes necessary? What policies govern the staff (such as sick time, vacation days, non-paid days, etc.)?

Marketing. Will the practice engage in external marketing, focus on internal marketing or a combination of both? What types of marketing activities will be done?

Facilities/equipment management. Does the practice have a schedule for regular maintenance? How often is equipment upgraded? How often is the facility repainted and/or redecorated—as needed, or according to a preset schedule?

Other systems. What other systems are necessary in the practice? Think about what hasn't been covered above that needs attention and add it to your list.

Though it's not necessary to develop all of the above systems overnight, it is necessary to eventually have a system in place for every activity. Creating systems streamlines your operations, saves time, increases efficiency and productivity—and all of these things will eventually help increase profit.

CDS presents Front Desk, a column addressing problems dentists and staff members experience in the office. Front Desk is prepared by Mary M. Byers, CAE, a professional speaker and freelance writer. Ms. Byers may be reached at mbyers@marybyers.com or www.marybyers.com. Send suggestions for topics to be covered to review@cds.org.

Copyright 2006, Chicago Dental Society