Dental Hygiene Production & Management PDF
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Summary
This document discusses production and management strategies in a dental hygiene setting. It covers topics such as manpower, equipment, and procedures to improve profitability. Production levels and forecasting are also referenced.
Full Transcript
October 3, 2024 (week 5) DH - service industry P roduction is a key factor to being financially viable as a business as well as financially successful The dental hygiene department runs the dental practice – restorative needs are identified at dental hygi...
October 3, 2024 (week 5) DH - service industry P roduction is a key factor to being financially viable as a business as well as financially successful The dental hygiene department runs the dental practice – restorative needs are identified at dental hygiene visits On average there are approximately 40% of returning clients that have untreated diagnosed restorative needs 5 M’s of management . 1 anpowerDental hygienist M 2. MachinesEquipment/technology 3. MethodsProcedures followed 4. MaterialsGoods used to deliver care 5. MoneyFinancing, fees, PR, Paperwork Production P rimary Procedures – Periodontal Therapy (debridement)→ half of your daily production Secondary procedures – other comprehensive hygiene procedures→ fluoride Tertiary procedures – N/C procedures (no production value)→ no charges, such as oral self care ust balance M Production = Quality of care & client satisfaction Ethically, client’s satisfaction and quality of care need to come first P roduction can be measured hourly, daily, weekly, monthly, quarterly and yearly The average accepted productivity level of a dental hygiene department is 33% of the practice’s total production. Forecasting 1 Dental Hygienist is required for every 800 to 1000 active clients Factors affecting profitability and production수익성, 생산성 eturn on Investment (ROI) when considering new technology or equipment R Using a dental assistant High client retention보유, 유지rate (ideal 80-85%) Inventory management & ordering supplies Dental product sales Scheduling for production M onthly production goal: $32,000 Office open 20 days/month The Dental Hygiene department will be required to produce $1,600/day Net margin T he proportion of gross billings remaining after all costs have been paid. (Gross Billings - Expenses) ÷ gross billings = Net margin 3 key components to improve your hygiene department . D 1 H produces 3 times what they are being compensated 2. DH booked out 6 months and DDS booked out 3-4 weeks in advance. 80% of those patients coming from the hygiene chair 3. Hygiene exams should be billed to the hygienist provider ID number. This gives a true reflection of what an operatory is billing when it has a patient and a Provider and a Chair When successfully implemented will result in an overall growth of 10% for a practice year after year Recare systems C omponent of the appointment scheduling system meant to inform the client that it is time to schedule a dental hygiene visit ○ Helps maintain client oral health and appearance ○ Prevent pain and disease ○ Protect previous treatment ○ Reduce the need for extensive/expensive dental treatment New Clients = Improves the growth of the dental practice Recare Clients = generates a steady source of income Financial success and viability of a dental practice depends on this recurring client care Types of re-care systems dvance Appointment A Mailed Notice Telephone Email Text Message Determining re-care interval INTERVALS: Determined at theplanning (subject to change)phaseof the Dental Hygiene Process of Care Based on client’s need Recare tracking/failure M onitor client contacts and whether attempts have been made to contact clients Many software programs will have a contact list that can be generated for a time period/month etc. to see who is “due” – can make notes in the computer Can send an email or letter to remind an overdue client or call them Document ll attempts to contact clients for appointments A Emails, calls, messages left, discussions, mailing of recall cards etc. ALL missed or cancelled appointments After several attempts to contact client may decide to inactivate May “interview” an inactive client if reached to find out reasons why he may have decided not to return or changed offices etc. **Valuable information to help improve your services/offerings! Appointment scheduling systems W ork needs to be scheduled so that production is maximized without causing the dental hygienist to rush through oral healthcare services or run late. Production is maximized when the schedule is full, varied, without stress and NO cancellations, no-shows and gaps Scheduling A dental appointment is similar to any other reservation and should be treated in a similar way. An appointment is a reserved time set aside specifically for a single client. Schedules need to be blocked off/opened at least 6 months in advance, and at a minimum 30 days in advance to avoid inconveniencing clients. A dental practice’s productivity and financial security is based on efficient scheduling. It’s recommended that you schedule clients at the same time and day of the week Production time should be blocked every day to accommodate new clients No shows and cancellations L ast minute open time is difficult to fill and represents a loss of production, creating a compensation challenge. Clients report many reasons for missing appointments Cancellations without notice and no shows may incur a penalty Communication should not contribute to a client’s ability to cancel Preventing cancellations rally reinforce the need to keep the appointment O Charge a fee and increase it with each offence Confirm appointments Don’t schedule for that time again (prime time) Double book Clients must call when they are running late Only book them on a short notice list (same day) Missed appointment policy S hould a dental office have a policy related to how to deal with clients who consistently miss appointments or cancel their appointments with only short notice? What would you include in a policy related to missed appointments/short notice cancellations?
