Predicting and Improving Dental Productivity - NNOHA.org : National ...
Predicting and Improving Dental Productivity - NNOHA.org : National ... Predicting and Improving Dental Productivity - NNOHA.org : National ...
Lessons learned… learned • Need to match supply and demand – Very difficult when the system is already overloaded – May need to alter the new patient intake – Optimize panels for each provider • Need to rely heavily on recall system – Appointments need to be entered when patient leaves – Weekly/Monthly resolution of recall lists – Tendency to create a “Lottery” for appointments • Patient/Staff need to “trust” the system • Need to allow for flexibility – Transportation problems – Translation problems – Scheduling difficulties
How Do You Support (Or Impede) Support � � � � � 3 exam rooms/medical provider 2-3 operatories per dentist Productivity? 1 medical ass’t per medical provider 1 RN for every 2 medical providers 1 dental ass’t per dentist plus a “floater” for more than 3 dentists automated recall postcards and nightly phone calls (July Soft) Language Line in every room vs. pulling staff to translate (100k per yr) low turnover, especially key receptionist positions Impede � � � � �
- Page 1 and 2: Predicting and Improving Dental Pro
- Page 3 and 4: CHC Mission Statement Since 1972 Co
- Page 5 and 6: CHC Dental Clinic Background • 8
- Page 7 and 8: What is the scope? • Basic restor
- Page 9 and 10: CHC Responses To The Problem Macro
- Page 11 and 12: Definition Linear Regression A tech
- Page 13 and 14: Motivation for creating a linear re
- Page 15 and 16: Variable definitions cont… cont
- Page 17 and 18: Factors effecting individual produc
- Page 19 and 20: SUMMARY OUTPUT Regression Statistic
- Page 21 and 22: Results and interpretation • All
- Page 23 and 24: Panel Size and Productivity •Stro
- Page 25 and 26: 120% 100% 80% 60% 40% 20% 0% N/S ra
- Page 27 and 28: 3.50 3.00 2.50 2.00 1.50 1.00 0.50
- Page 29 and 30: Further analysis… analysis • St
- Page 31 and 32: Physical Flow of Patients • Float
- Page 33 and 34: Instrumentation • Rotary endo and
- Page 35 and 36: Groundwork for Advanced • Demand
- Page 37 and 38: The New System • Advanced Access
- Page 39: How does it help with access to car
- Page 43 and 44: Measure, Communicate, Investigate
- Page 45 and 46: Daily Reporting of Capacity Utiliza
- Page 47 and 48: 350 300 250 200 150 100 50 0 Dental
- Page 49: Effective Communication of the Goal
- Page 52 and 53: Tie it all Together • Recruit and
- Page 54 and 55: Tie it all Together • Increased P
- Page 56: Contact Information Stewart Joslin,
Lessons learned… learned<br />
• Need to match supply <strong>and</strong> dem<strong>and</strong><br />
– Very difficult when the system is already overloaded<br />
– May need to alter the new patient intake<br />
– Optimize panels for each provider<br />
• Need to rely heavily on recall system<br />
– Appointments need to be entered when patient leaves<br />
– Weekly/Monthly resolution of recall lists<br />
– Tendency to create a “Lottery” for appointments<br />
• Patient/Staff need to “trust” the system<br />
• Need to allow for flexibility<br />
– Transportation problems<br />
– Translation problems<br />
– Scheduling difficulties
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