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Motivation

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Motivation

  1. 1. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Best Practices: The Front Office Removing the Roadblocks to Efficiency DESINGED BY Sunil Kumar Research Scholar/ Food Production Faculty Institute of Hotel and Tourism Management, MAHARSHI DAYANAND UNIVERSITY, ROHTAK Haryana- 124001 INDIA Ph. No. 09996000499 email: skihm86@yahoo.com , balhara86@gmail.com linkedin:- in.linkedin.com/in/ihmsunilkumar facebook: www.facebook.com/ihmsunilkumar webpage: chefsunilkumar.tripod.com
  2. 2. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Best Practices:The Front Office • Define Reality • Identify the bottlenecks • Increase efficiency
  3. 3. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level The Right Questions – What is a “best practice?” – What are the functions of the “front office?” – Definitions of some key principles
  4. 4. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Defining Reality • Max DuPree – Leadership Is An Art • “The first responsibility of a leader is to define reality. . .”
  5. 5. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Wrong Jungle
  6. 6. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Defining Reality - Differences • Primary Care versus Specialist • Single Specialty versus Multi-specialty • Number of sites • Ancillary service offerings • Use of midlevels • Cost or accrual based accounting • Physician compensation • Payor mix • Many other variables (triage, billing, etc.)
  7. 7. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Defining Reality - Similarities • Provide medical services • Face increasing costs • Struggle with reduction in payment • Patients • Staff • Physicians
  8. 8. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level MGMA Best Performers In Three Critical Areas • Profitability and operating costs • Productivity, capacity and staffing • Accounts receivables and collections See “Key Indicators” Handout – Expanded Quantifiers of Better Performing Practices
  9. 9. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level What are the functions of the front office?
  10. 10. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Front Office Multi-Functional
  11. 11. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Director of First Impressions
  12. 12. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Can Help or Impede Patient Flow
  13. 13. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Touches Revenue Cycle at Multiple Intervals
  14. 14. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Removing Roadblocks to Efficiency • Throughput = Money coming in (profit) • Operating Expense = money going out to make throughput • Inventory = Money stuck inside
  15. 15. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Bottleneck • A resource whose capacity is equal to or less than the demand placed upon it. • The flow through the bottleneck must equal the demand from the market. • Capacity of a process is the capacity of its slowest resource
  16. 16. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Bottlenecks or Roadblocks • Crowded reception area • Irritable patients • Financial underperformance • Burnt out staff
  17. 17. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Causes of Bottlenecks • Too much paperwork • Poorly planned processes • Inefficient office design • Miscommunication between staff • Poor scheduling
  18. 18. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Productivity • Accomplishing something in terms of goals • Meaningless if you don’t know the goals
  19. 19. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level The Goal • Reduce operational expense • Reduce inventory • Increase throughput – More important to increase volume – Expand hours with providers with no increase in fixed costs – Incorporate efficiencies to increase patient volume
  20. 20. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level What is Our Goal? • The Right Number of Staff • In the Right Place • With the Right Skills • At the Right Cost • With the Right Behavior • With the Right Rewards • With the Right Outcomes • No More – No Less Deborah L. Walker 2003
  21. 21. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level The Goal Defined by Jim Collins • Get the wrong people off the bus • Get the right people on the bus • Get the right people in the right seat on the bus In “Good to Great” the bus doesn’t leave until . . .
  22. 22. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level “You cannot manage what you cannot measure and what gets measured gets done!” Bill Hewlett
  23. 23. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level
  24. 24. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Dynamic Relationship of Staffing Levels With Accounting Functions
  25. 25. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Physician Time • Data suggests that most critical resource in a medical group is physician time • Profit is a function of productivity and the cost of the resources that enable productivity
  26. 26. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Waiting Room Time “Yes, I have an appointment. Should I also have made a reservation?”
  27. 27. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Standard Production Measures • Telephone calls w/messaging 180-200 • Appointment scheduling 75 – 125 • Check-In with registration Verification and copay collection 75 – 100 • Check-Out with schedule of return appointment and charge entry 70 - 90
  28. 28. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level The Peasant and The King
  29. 29. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Management’s job is not to see the company as it is . . . But as it can become. John W. Teets
  30. 30. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level RE-ENGINEERING THE FRONT OFFICE • R eliable • E fficient • S ervice • P atient-Focused • E nergy • C ustomization • T rust
  31. 31. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Put the Cookies on the Lower Shelf
  32. 32. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level S N A P • Smile • Name • Ask “May I help you?” • Parting comment
  33. 33. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level The Five Whys
  34. 34. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Best Practices:The Front Office • Define Reality • Identify the bottlenecks • Increase efficiency
  35. 35. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level You are NOT Alone . . . • Books – The Total Service Medical Practice by Vicky Bradford, PhD – Mastering Patient Flow by Elizabeth Woodcock, MBA, FACMPE – Good to Great by Jim Collins – The Goal by Eliyahu M. Goldratt – The Fifth Discipline by Peter Senge – All books by John Maxwell • Medical Group Management Association – Local www.mgma-sl.org – State www.mgma-mo.org – National www.mgma.com • Other Organizations – American Academy of Family Practice www.aafp.org – Organization of your specialty – The Journal of Medical Practice Management
  36. 36. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Our Role As Leaders . . . Finding the gifts people have to give Inviting them to give them, and Honoring the result when they do
  37. 37. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DON’T GIVE UP . . .
  38. 38. • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level DESINGED BY Sunil Kumar Research Scholar/ Food Production Faculty Institute of Hotel and Tourism Management, MAHARSHI DAYANAND UNIVERSITY, ROHTAK Haryana- 124001 INDIA Ph. No. 09996000499 email: skihm86@yahoo.com , balhara86@gmail.com linkedin:- in.linkedin.com/in/ihmsunilkumar facebook: www.facebook.com/ihmsunilkumar webpage: chefsunilkumar.tripod.com

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