Dentistry is just beginning its journey into performance measures and using the Baldrige criteria is a great way to help dentists accomplish their vision and make decisions based on solid data instead of emotions.
How to Build a Booming Dental Business in the New Economyomacomp
Strategic Practice Solutions - Steps to Building a Booming Dental Practice in the New Economy
1) Take the Pulse of Your Practice
2) Hire and Develop Rock-Star Team Members
3) Create Standard Systems and Procedures
4) Embrace and Utilize Technology
5) Make Marketing a System
Learn more at https://www.strategicpracticesolution.com/
Employee Engagement and Ambassadorship - Beyond Philosophy WebinarBeyondPhilosophyUSA
This document discusses linking employee engagement and employee ambassadorship to drive customer-centric culture. It defines employee engagement as commitment to the company and its value proposition, while employee ambassadorship requires additional commitment to customers. Research shows employees categorized as ambassadors, who score highly on commitment in all three areas, have much more positive attitudes toward their employer and its products/services than other categories like saboteurs. This leads to improved business results as ambassadors advocate for the company to customers.
Gadiel Miranda is from Arecibo, Puerto Rico and is seeking a new career opportunity in sales and referrals. He has over 10 years of experience in the medical equipment industry, holding positions such as Clinical Specialist and Territory Manager. His skills include being bilingual in Spanish and English, teamwork, training others, and using technology. He has a track record of success, such as achieving 103% of quota after developing a plan to recover from losing employees the prior year. Gadiel believes he can benefit a company by adding dynamic marketing and referral systems, bringing new strategies to grow referrals, minimizing competitor strategies, and strengthening relationships with key physicians.
CVS Health Corporation has experienced tremendous growth through expanding store locations, offering more health services and products, and increasing accessibility for customers. However, the company faces concerns about retaining employees and improving work conditions. Employees report high stress due to understaffing, long shifts without breaks, inadequate training, and feeling undervalued. To improve employee satisfaction and retention, CVS should address staffing levels, enhance training, implement stress reduction programs, recognize employee contributions, and be responsive to worker feedback.
The document discusses best practices for building effective eLearning programs for nurse educators. It provides an overview of topics that will be covered in the webinar presentation, including strategy, types of content, development processes, reporting, costs, and project management. The webinar will be presented by Richard Close, CEO of The Chrysalis Campaign, Inc., and will address how to improve nursing education programs, careers, and healthcare quality through eLearning.
(BridgeKnowle) Year End Checklist for HR - Companion WorkBookKenny Ong
This document provides an overview of human resource policies and procedures for ABC Company, including information about career development, roles and responsibilities, compensation and benefits. It outlines the company's vision to build an organization with highly committed and competent employees. HR practices aim to add value to the company through productive performance and a lean, adaptable structure. The guide discusses career stages and how employees can advance within competency levels from executive to seasoned professional. It also defines key results and accountability for different roles.
Lasting Impressions: Candidate Interview to OfferCielo
Read examples from best-practice employers to help you optimize the offer and onboarding stages of your hiring process. This will ensure you create positive impressions that will turn your hiring process into a competitive advantage for landing top talent.
How to Build a Booming Dental Business in the New Economyomacomp
Strategic Practice Solutions - Steps to Building a Booming Dental Practice in the New Economy
1) Take the Pulse of Your Practice
2) Hire and Develop Rock-Star Team Members
3) Create Standard Systems and Procedures
4) Embrace and Utilize Technology
5) Make Marketing a System
Learn more at https://www.strategicpracticesolution.com/
Employee Engagement and Ambassadorship - Beyond Philosophy WebinarBeyondPhilosophyUSA
This document discusses linking employee engagement and employee ambassadorship to drive customer-centric culture. It defines employee engagement as commitment to the company and its value proposition, while employee ambassadorship requires additional commitment to customers. Research shows employees categorized as ambassadors, who score highly on commitment in all three areas, have much more positive attitudes toward their employer and its products/services than other categories like saboteurs. This leads to improved business results as ambassadors advocate for the company to customers.
Gadiel Miranda is from Arecibo, Puerto Rico and is seeking a new career opportunity in sales and referrals. He has over 10 years of experience in the medical equipment industry, holding positions such as Clinical Specialist and Territory Manager. His skills include being bilingual in Spanish and English, teamwork, training others, and using technology. He has a track record of success, such as achieving 103% of quota after developing a plan to recover from losing employees the prior year. Gadiel believes he can benefit a company by adding dynamic marketing and referral systems, bringing new strategies to grow referrals, minimizing competitor strategies, and strengthening relationships with key physicians.
CVS Health Corporation has experienced tremendous growth through expanding store locations, offering more health services and products, and increasing accessibility for customers. However, the company faces concerns about retaining employees and improving work conditions. Employees report high stress due to understaffing, long shifts without breaks, inadequate training, and feeling undervalued. To improve employee satisfaction and retention, CVS should address staffing levels, enhance training, implement stress reduction programs, recognize employee contributions, and be responsive to worker feedback.
The document discusses best practices for building effective eLearning programs for nurse educators. It provides an overview of topics that will be covered in the webinar presentation, including strategy, types of content, development processes, reporting, costs, and project management. The webinar will be presented by Richard Close, CEO of The Chrysalis Campaign, Inc., and will address how to improve nursing education programs, careers, and healthcare quality through eLearning.
(BridgeKnowle) Year End Checklist for HR - Companion WorkBookKenny Ong
This document provides an overview of human resource policies and procedures for ABC Company, including information about career development, roles and responsibilities, compensation and benefits. It outlines the company's vision to build an organization with highly committed and competent employees. HR practices aim to add value to the company through productive performance and a lean, adaptable structure. The guide discusses career stages and how employees can advance within competency levels from executive to seasoned professional. It also defines key results and accountability for different roles.
Lasting Impressions: Candidate Interview to OfferCielo
Read examples from best-practice employers to help you optimize the offer and onboarding stages of your hiring process. This will ensure you create positive impressions that will turn your hiring process into a competitive advantage for landing top talent.
El documento propone un programa de tutorías para facilitar la construcción de proyectos de vida en estudiantes universitarios. El programa incluye herramientas de autoevaluación para que los estudiantes analicen su situación actual y metas en diferentes dimensiones como la familiar, emocional, académica y laboral, y así puedan definir un futuro deseable y metas específicas para alcanzarlo. El programa también considera factores que afectan el desempeño estudiantil y ofrece tres tipos de tutorías para acompañar a los estudiantes en diferentes et
Diseñadores de sitios web de calidad
Diseño de sitios web fáciles y accesibles para empresas y profesionales. Posicionamiento en buscadores, alojamiento y mantenimiento. Alicante y Murcia-Spain
Le Boom des start-up de l'e-tourisme collaboratif #eventpluggersLucie Thomas
Compte rendu de la conférence "Le Boom des start-up du tourisme collaboratif, à l'ère du numérique" du 31 mars 2015 au Campus Cluster Innovation.
#eventpluggers
Étudiants, professionnels, entrepreneurs, adeptes du digital ou encore voyageurs 2.0 dans l'âme, étaient présents le 31 mars 2015 au Campus Cluster Innovation (Paris 13) pour participer à LA conférence sur le digital: tremplin des start-up du secteur du tourisme collaboratif.
Les nouveaux acteurs incontournables du milieu, présentaient leurs concepts et les clés de leur succès !
Team #tourismecollaboratif
@grisoni_claire
@ManonLavergne
@EliseDbe
@Lulu_Ths
Etudiantes en MBA Stratégie et Communication digitale
Clase de color y fig hum con ejmplos ii año 2015Rolo Juarez
El documento presenta los conceptos básicos de color y el uso de complementarios y acromáticos, así como la dominante de temperatura cálido/frío. Aborda la figura humana y su representación en el arte, con énfasis en bocetos, manchas de color, pintura y tratamiento de fondos. Finalmente, describe las variaciones sobre un mismo tema y la producción de pinturas del año 2014 con fondos simples y complejos.
The document describes the Vigore Bread Box product. It is a vacuum breadbox that uses an electric air pump to remove air and create a vacuum inside, slowing the growth of microbes and oxidation. This allows bread and fruits to stay fresh up to 3 times longer. The breadbox comes in various color options and is available for immediate shipment. A survey found it to be more effective than similar products due to being practical, simple to use, and convenient. It also saves the user money by extending the life of food.
Vinten is a pioneering manufacturer of camera support equipment, known for its iconic brands that are used for major television productions around the world. For 100 years, Vinten has focused on innovation through technologies like Perfect Balance and drag that minimize physical effort and allow camera operators to capture perfect shots. Vinten supports are used globally due to their high quality, reliability, and Vinten's commitment to customer service.
La Unión Europea ha acordado un embargo petrolero contra Rusia en respuesta a la invasión de Ucrania. El embargo prohibirá las importaciones marítimas de petróleo ruso a la UE y pondrá fin a las entregas a través de oleoductos dentro de seis meses. Esta medida forma parte de un sexto paquete de sanciones de la UE destinadas a aumentar la presión económica sobre Moscú y privar al Kremlin de fondos para financiar su guerra.
The document discusses research from three interconnected projects on agroforestry systems in Nicaragua's dry zones. The projects studied the role of tree cover in silvopastoral systems through multidisciplinary teams from Central America, Africa, and Europe. A selection of articles in this issue present results on how tree species diversity influences forage production, soil fertility, animal nutrition, and farmers' perceptions of trees' ecosystem services.
The document discusses the AFHCAN telehealth project which connects rural Alaskan healthcare sites. It provides an overview of the types of sites connected, including IHS, VA, military, and tribal sites. It also discusses lessons learned from early telehealth projects, including challenges with software usability and the value of store-and-forward telemedicine for radio medical consultations. Additionally, it addresses goals for the AFHCAN telehealth network including improving access to care, quality of care, and cost effectiveness through clinical applications and data sharing across disparate healthcare systems.
The document outlines steps for developing an effective communication plan, including defining goals and objectives, crafting a clear message, selecting appropriate channels, and ensuring the plan is evaluated. It also provides context on contemporary communication trends like short attention spans and individualism. Additionally, it presents a case study where participants developed a communication plan for "Clapham" by following the outlined process of drafting a brief, selecting options, planning, executing, and measuring the results.
The document discusses the importance of writing proper business emails. It provides strategies for writing emails such as avoiding problems, projecting a positive image, and including previous messages in replies. It also lists important considerations like font size and exposing other recipient's addresses. The document emphasizes that it is important to learn proper business email etiquette in order to make a good impression and succeed in human relationships and business opportunities.
El documento describe un nuevo descargador de sobretensión tipo 3EL que ofrece protección hasta 550 kV. Presenta una estructura de jaula ligera hecha de silicona y fibra de vidrio que proporciona alta resistencia mecánica y seguridad ante sobrecargas. Sus características eléctricas son similares a otros modelos reputados. Su diseño impide descargas y entrada de humedad en cualquier condición, y proporciona una protección óptima, larga vida útil y bajo peso para una instalación sencilla.
La pandemia de COVID-19 ha tenido un impacto significativo en la economía mundial. Muchos países experimentaron fuertes caídas en el PIB y aumentos en el desempleo debido a los cierres generalizados y las restricciones a los viajes. Aunque las vacunas han permitido la reapertura de muchas economías, los efectos a largo plazo de la pandemia en sectores como el turismo y los viajes aún no están claros. Se espera que la recuperación económica mundial sea desigual y dependa de factores como el control
El documento trata sobre el crecimiento de la población humana, incluyendo las tasas de crecimiento variables a lo largo del tiempo y entre regiones, los factores que han contribuido al crecimiento exponencial de la población mundial, y las proyecciones de crecimiento futuro teniendo en cuenta factores como la fecundidad, esperanza de vida y migración. Se discuten también las diferencias entre países desarrollados y en desarrollo en términos de tasas de crecimiento demográfico.
Generational Giving, The Charitable Habits of Generation Baby Boomers and Mat...Blackbaud
Presented by Michael Johnston President and Founder of HJC
All generations are not created equal. Are you optimizing your outreach and
fundraising to connect with each group? In this 45 min session Michael will lead us
through key giving treads for the baby boomers and matures, offering tips and
tricks on how to optimize your fundraising efforts and much more. Boomers
contribute 43% of all giving, are you neglecting this important generation in your
everyday efforts?
Este documento proporciona información sobre los alimentos transgénicos. Explica cómo se manipula genéticamente a las plantas para introducir genes extraños mediante la ingeniería genética y describe los riesgos potenciales para la salud y el medio ambiente de los cultivos transgénicos, como toxicidad, alergias, resistencia a los antibióticos y pérdida de biodiversidad. También resume la legislación sobre organismos genéticamente modificados y cuestiona si los transgénicos representan un modelo de agricultura sostenible.
Dental Management Courses and Receptionist Programs in Canada: A GuideEvolve Dental Academy
Dental administration ensures the smooth functioning of dental clinics and practices. Whether you’re interested in managing the administrative side of a dental office or becoming a skilled dental receptionist, Evolve Dental Academy offers comprehensive programs to help you succeed.
Strategic Business Planning DevelopmentDave Warnes
Veterinary Hospital "A" is developing a strategic business plan to improve operations and financial performance. The plan involves analyzing strengths, weaknesses, opportunities, and threats. Goals for 2012-13 include enhancing the client experience, improving patient care standards, reducing costs, and increasing revenue through marketing. Specifically, the plan aims to develop staffing efficiencies to lower turnover costs, enhance the client experience, drive revenue increases, and reduce inventory costs. Metrics such as staffing costs as a percentage of revenue and appointment usage will be monitored.
El documento propone un programa de tutorías para facilitar la construcción de proyectos de vida en estudiantes universitarios. El programa incluye herramientas de autoevaluación para que los estudiantes analicen su situación actual y metas en diferentes dimensiones como la familiar, emocional, académica y laboral, y así puedan definir un futuro deseable y metas específicas para alcanzarlo. El programa también considera factores que afectan el desempeño estudiantil y ofrece tres tipos de tutorías para acompañar a los estudiantes en diferentes et
Diseñadores de sitios web de calidad
Diseño de sitios web fáciles y accesibles para empresas y profesionales. Posicionamiento en buscadores, alojamiento y mantenimiento. Alicante y Murcia-Spain
Le Boom des start-up de l'e-tourisme collaboratif #eventpluggersLucie Thomas
Compte rendu de la conférence "Le Boom des start-up du tourisme collaboratif, à l'ère du numérique" du 31 mars 2015 au Campus Cluster Innovation.
#eventpluggers
Étudiants, professionnels, entrepreneurs, adeptes du digital ou encore voyageurs 2.0 dans l'âme, étaient présents le 31 mars 2015 au Campus Cluster Innovation (Paris 13) pour participer à LA conférence sur le digital: tremplin des start-up du secteur du tourisme collaboratif.
Les nouveaux acteurs incontournables du milieu, présentaient leurs concepts et les clés de leur succès !
Team #tourismecollaboratif
@grisoni_claire
@ManonLavergne
@EliseDbe
@Lulu_Ths
Etudiantes en MBA Stratégie et Communication digitale
Clase de color y fig hum con ejmplos ii año 2015Rolo Juarez
El documento presenta los conceptos básicos de color y el uso de complementarios y acromáticos, así como la dominante de temperatura cálido/frío. Aborda la figura humana y su representación en el arte, con énfasis en bocetos, manchas de color, pintura y tratamiento de fondos. Finalmente, describe las variaciones sobre un mismo tema y la producción de pinturas del año 2014 con fondos simples y complejos.
The document describes the Vigore Bread Box product. It is a vacuum breadbox that uses an electric air pump to remove air and create a vacuum inside, slowing the growth of microbes and oxidation. This allows bread and fruits to stay fresh up to 3 times longer. The breadbox comes in various color options and is available for immediate shipment. A survey found it to be more effective than similar products due to being practical, simple to use, and convenient. It also saves the user money by extending the life of food.
Vinten is a pioneering manufacturer of camera support equipment, known for its iconic brands that are used for major television productions around the world. For 100 years, Vinten has focused on innovation through technologies like Perfect Balance and drag that minimize physical effort and allow camera operators to capture perfect shots. Vinten supports are used globally due to their high quality, reliability, and Vinten's commitment to customer service.
La Unión Europea ha acordado un embargo petrolero contra Rusia en respuesta a la invasión de Ucrania. El embargo prohibirá las importaciones marítimas de petróleo ruso a la UE y pondrá fin a las entregas a través de oleoductos dentro de seis meses. Esta medida forma parte de un sexto paquete de sanciones de la UE destinadas a aumentar la presión económica sobre Moscú y privar al Kremlin de fondos para financiar su guerra.
The document discusses research from three interconnected projects on agroforestry systems in Nicaragua's dry zones. The projects studied the role of tree cover in silvopastoral systems through multidisciplinary teams from Central America, Africa, and Europe. A selection of articles in this issue present results on how tree species diversity influences forage production, soil fertility, animal nutrition, and farmers' perceptions of trees' ecosystem services.
The document discusses the AFHCAN telehealth project which connects rural Alaskan healthcare sites. It provides an overview of the types of sites connected, including IHS, VA, military, and tribal sites. It also discusses lessons learned from early telehealth projects, including challenges with software usability and the value of store-and-forward telemedicine for radio medical consultations. Additionally, it addresses goals for the AFHCAN telehealth network including improving access to care, quality of care, and cost effectiveness through clinical applications and data sharing across disparate healthcare systems.
The document outlines steps for developing an effective communication plan, including defining goals and objectives, crafting a clear message, selecting appropriate channels, and ensuring the plan is evaluated. It also provides context on contemporary communication trends like short attention spans and individualism. Additionally, it presents a case study where participants developed a communication plan for "Clapham" by following the outlined process of drafting a brief, selecting options, planning, executing, and measuring the results.
The document discusses the importance of writing proper business emails. It provides strategies for writing emails such as avoiding problems, projecting a positive image, and including previous messages in replies. It also lists important considerations like font size and exposing other recipient's addresses. The document emphasizes that it is important to learn proper business email etiquette in order to make a good impression and succeed in human relationships and business opportunities.
El documento describe un nuevo descargador de sobretensión tipo 3EL que ofrece protección hasta 550 kV. Presenta una estructura de jaula ligera hecha de silicona y fibra de vidrio que proporciona alta resistencia mecánica y seguridad ante sobrecargas. Sus características eléctricas son similares a otros modelos reputados. Su diseño impide descargas y entrada de humedad en cualquier condición, y proporciona una protección óptima, larga vida útil y bajo peso para una instalación sencilla.
La pandemia de COVID-19 ha tenido un impacto significativo en la economía mundial. Muchos países experimentaron fuertes caídas en el PIB y aumentos en el desempleo debido a los cierres generalizados y las restricciones a los viajes. Aunque las vacunas han permitido la reapertura de muchas economías, los efectos a largo plazo de la pandemia en sectores como el turismo y los viajes aún no están claros. Se espera que la recuperación económica mundial sea desigual y dependa de factores como el control
El documento trata sobre el crecimiento de la población humana, incluyendo las tasas de crecimiento variables a lo largo del tiempo y entre regiones, los factores que han contribuido al crecimiento exponencial de la población mundial, y las proyecciones de crecimiento futuro teniendo en cuenta factores como la fecundidad, esperanza de vida y migración. Se discuten también las diferencias entre países desarrollados y en desarrollo en términos de tasas de crecimiento demográfico.
Generational Giving, The Charitable Habits of Generation Baby Boomers and Mat...Blackbaud
Presented by Michael Johnston President and Founder of HJC
All generations are not created equal. Are you optimizing your outreach and
fundraising to connect with each group? In this 45 min session Michael will lead us
through key giving treads for the baby boomers and matures, offering tips and
tricks on how to optimize your fundraising efforts and much more. Boomers
contribute 43% of all giving, are you neglecting this important generation in your
everyday efforts?
Este documento proporciona información sobre los alimentos transgénicos. Explica cómo se manipula genéticamente a las plantas para introducir genes extraños mediante la ingeniería genética y describe los riesgos potenciales para la salud y el medio ambiente de los cultivos transgénicos, como toxicidad, alergias, resistencia a los antibióticos y pérdida de biodiversidad. También resume la legislación sobre organismos genéticamente modificados y cuestiona si los transgénicos representan un modelo de agricultura sostenible.
Dental Management Courses and Receptionist Programs in Canada: A GuideEvolve Dental Academy
Dental administration ensures the smooth functioning of dental clinics and practices. Whether you’re interested in managing the administrative side of a dental office or becoming a skilled dental receptionist, Evolve Dental Academy offers comprehensive programs to help you succeed.
Strategic Business Planning DevelopmentDave Warnes
Veterinary Hospital "A" is developing a strategic business plan to improve operations and financial performance. The plan involves analyzing strengths, weaknesses, opportunities, and threats. Goals for 2012-13 include enhancing the client experience, improving patient care standards, reducing costs, and increasing revenue through marketing. Specifically, the plan aims to develop staffing efficiencies to lower turnover costs, enhance the client experience, drive revenue increases, and reduce inventory costs. Metrics such as staffing costs as a percentage of revenue and appointment usage will be monitored.
The document discusses strategies for analyzing and improving the business of healthcare in Nigeria. It outlines the services provided by Aesculapius Healthcare Consultants, which include healthcare project management, business development, and quality improvement. It then discusses challenges facing the Nigerian healthcare system like a lack of regulation and investment. The rest of the document provides recommendations for hospitals to improve areas like financial management, planning, pricing, competition strategies, and quality management. It describes Aesculapius' approach of defining problems, measuring metrics, analyzing causes, improving processes, and controlling changes using a DMAIC strategy. The goal is to help hospitals operate in a more effective and profitable manner.
Ready to create a lean operating practice that enjoys a healthy profit margin and outstanding patient care? We've put together a quick overview of how to handle the business side of your dental office and 25 tips to boost your profitability.
The Power of Stay Interviews for Employee Engagement & RetentionBizLibrary
Would you believe managers can lower employee turnover simply by asking how they can help?
Stay interviews have been shown to reduce turnover by more than 20%, preventing high performing employees from jumping ship. How? By building trust between managers and employees.
In this webinar you'll learn:
Study data that drives home the importance of supervisor effectiveness
Specific stay interview tools including questions to ask, data to record, and potential solutions
The four required skills leaders must learn to make their interviews successful
The main findings are that job consultancy websites are a major source of hiring, and salary is a key motivator for applicants. The selection process is seen as mostly objective. However, external hiring can hamper promotions and increase attrition. Behavior-based interviews are seen as important for assessing fit. The recommendations focus on diversifying hiring
Integrating Dental Business Administration Training into Your Career Journey....Evolve Dental Academy
Going into the practice of dentistry is a brightening path, brimming with promises, possibilities and chances to make a difference in other people’s lives. Whether a veteran dentist or a rookie in the field, a crucial part that is often ignored but very essential for your success is mastering dental business administration. Within today’s competitive environment, a Dental Business Administration Certificate can take your practice to new levels while opening opportunities for you as well. This article will explore how incorporating dental business administration training into your professional journey can lead you toward the right track of success.
This document discusses productivity in dental practice. It defines productivity and provides an example of how productivity is measured. It explains that productivity is important for workers, students, business owners, and anyone seeking to stay healthy and stable. The document then discusses factors that affect productivity in dentistry, including technical skills, time management, challenges in the field, and factors specific to dental students' productivity at their campus clinics. Overall issues that can impact productivity and suggestions for improving certain areas are provided.
Patel Dental Clinic aims to enhance its performance by addressing key barriers like limited marketing expertise. The presentation recommends implementing targeted marketing campaigns, enhancing community involvement through local events/sponsorships, and establishing structured patient referral programs. This will increase the clinic's visibility, attract more patients including international students and immigrants, and improve satisfaction - ultimately driving growth in the competitive dental market.
Choosing your Career as a Dental Hygienistdpmiindia123
The document discusses choosing a career as a dental hygienist. It notes that dental hygiene is a growing field with an expected 20% increase in jobs by 2026 due to an aging population and increased focus on oral health. It recommends completing an associate's degree program in dental hygiene, which typically takes three years. It outlines requirements including looking for an accredited program and lists reasons one may want to pursue this career, such as helping patients and working in dentistry.
Mary Tinajero has over 20 years of experience in medical sales, most recently as a Market Development Manager for Roche Diagnostics, where she works to increase market share of non-invasive prenatal screening tests. Prior to this, she spent 9 years at Zoetis in various roles, where she consistently exceeded sales goals and received numerous awards and promotions. She has a background in organ transplant medical sales consulting, pharmaceutical sales, and veterinary sales.
Employee Engagement and Customer Experiences - How are they related?Dr. Janne Ohtonen
The document discusses employee engagement and provides strategies for improving it. It defines engagement as employees feeling like they are part of the organization's goals and owning accountability for its success. Key factors that influence engagement include culture, leadership, communication, and empowerment. The document also warns against common pitfalls to avoid, like poor management and lack of trust. It recommends daily actions managers and employees can take, such as setting clear expectations and providing feedback. Finally, it suggests ways to monitor engagement through job fit assessments and an employee engagement survey.
Achieving Success: Interview Strategies for Securing a Dental Receptionist Ro...Evolve Dental Academy
The dental domain stands as a thriving sector, replete with abundant opportunities for professionals seeking a gratifying career path. Among these avenues, the role of a dental receptionist emerges as a linchpin, ensuring the seamless operation of any dental practice. However, securing a dental receptionist position isn't as straightforward as it may appear. The competition is formidable, and prospective employers are in search of candidates who possess a distinctive blend of competencies and qualities. In this article, we have compiled a set of interview tips tailored specifically to enhance your prospects of securing a dental receptionist position.
This document discusses how to maximize the impact and business value of training programs. It argues that training alone is not enough and that organizations must focus on applying learning on the job. The highest impact comes when trainees create action plans with their managers, address obstacles to applying learning, and get coaching support. Evaluation should focus on who used training and its business impacts, not just learning itself. For maximum results, the whole organization must be accountable for applying learning, not just the training department.
Crystal Drakes is a Healthcare Account Manager/Sales Manager located in Marietta, GA. She has strong knowledge of strategic pre-call planning and driving customer choice. Her strengths include growing the business, building customer value through understanding customer needs and providing exceptional service, and delivering results by achieving goals. Her development areas include communicating effectively by connecting with larger customers and building more relationships, developing and inspiring teams, and importing and exporting best practices. Her career aspirations include roles in sales, renovations, national accounts, merchant, and human resources within the next 1-3 years.
Opening Doors to a Successful Career Dental Administration and Receptionist P...Evolve Dental Academy
Our comprehensive program is designed to equip you with the essential skills and knowledge needed to excel in this dynamic field. From mastering appointment scheduling and patient communication to understanding dental terminology and office management, our curriculum covers it all. With hands-on training and experienced instructors guiding you every step of the way, you’ll gain the confidence and expertise necessary to thrive in a dental office environment. Join our dental receptionist program in Canada today and embark on a fulfilling journey toward becoming an integral part of the healthcare community.
Charity Frazee has over 15 years of experience in healthcare sales, management, and consulting. She has a proven track record of developing new customer relationships, increasing revenue from existing clients, and improving business processes and profitability through needs analysis, strategic recommendations, staff training, and change implementation. Her expertise spans diverse areas including mortgage banking, dental practice management, and multi-specialty medical offices.
Communication Ideas for the Eyecare OfficeKit Carmiencke
This document discusses communication ideas for optometry offices, with a focus on listening to patients, staff, and online feedback. It recommends surveying patients about their experience, asking staff for feedback through meetings and surveys, and using social media to engage with customers and learn about their needs and preferences. The goal is to understand what matters most to key stakeholders and improve services based on their input.
Customer Experience Management for StartupsVishal Kumar
1. The document discusses best practices for customer experience management (CEM) programs, particularly for startups. It recommends that loyalty leaders build customer-centric cultures by using customer feedback to guide business strategy and goals, integrating feedback into business processes, communicating CEM program goals and results company-wide, and conducting in-depth customer research.
2. It also recommends that startups formalize customer feedback collection, share feedback results, and conduct a Customer Relationship Diagnostic survey to measure customer loyalty, experience, and competitive performance in order to identify improvement opportunities.
Customer Experience Management for StartupsTCELab LLC
Dr. Bob E Hayes: I was invited to give a talk at Eastside Incubator on how startups can incorporate customer experience management into their companies. These are the slides. You can read my blog post on this topic (http://businessoverbroadway.com/three-customer-experience-management-tips-for-startups) that are a good complement to these slides.
For More, please visit http://www.tcelab.com
Similar to Using the Baldrige to Accomplish your Vision: One Dental Group Practice's Story (20)
- Video recording of this lecture in English language: https://youtu.be/kqbnxVAZs-0
- Video recording of this lecture in Arabic language: https://youtu.be/SINlygW1Mpc
- Link to download the book free: https://nephrotube.blogspot.com/p/nephrotube-nephrology-books.html
- Link to NephroTube website: www.NephroTube.com
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TEST BANK For Community Health Nursing A Canadian Perspective, 5th Edition by...Donc Test
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Cell Therapy Expansion and Challenges in Autoimmune DiseaseHealth Advances
There is increasing confidence that cell therapies will soon play a role in the treatment of autoimmune disorders, but the extent of this impact remains to be seen. Early readouts on autologous CAR-Ts in lupus are encouraging, but manufacturing and cost limitations are likely to restrict access to highly refractory patients. Allogeneic CAR-Ts have the potential to broaden access to earlier lines of treatment due to their inherent cost benefits, however they will need to demonstrate comparable or improved efficacy to established modalities.
In addition to infrastructure and capacity constraints, CAR-Ts face a very different risk-benefit dynamic in autoimmune compared to oncology, highlighting the need for tolerable therapies with low adverse event risk. CAR-NK and Treg-based therapies are also being developed in certain autoimmune disorders and may demonstrate favorable safety profiles. Several novel non-cell therapies such as bispecific antibodies, nanobodies, and RNAi drugs, may also offer future alternative competitive solutions with variable value propositions.
Widespread adoption of cell therapies will not only require strong efficacy and safety data, but also adapted pricing and access strategies. At oncology-based price points, CAR-Ts are unlikely to achieve broad market access in autoimmune disorders, with eligible patient populations that are potentially orders of magnitude greater than the number of currently addressable cancer patients. Developers have made strides towards reducing cell therapy COGS while improving manufacturing efficiency, but payors will inevitably restrict access until more sustainable pricing is achieved.
Despite these headwinds, industry leaders and investors remain confident that cell therapies are poised to address significant unmet need in patients suffering from autoimmune disorders. However, the extent of this impact on the treatment landscape remains to be seen, as the industry rapidly approaches an inflection point.
2. Top Issues facing Dentists
Dental Practice Coaching
Coaching dentists & office managers
to run successful dental practices
www.dentalpracticecoaching.com
3. Baldrige can help
• Used by governments, schools,
manufacturers & health care
• Hospitals using Baldrige:
• Are 83% more likely to be among
Thomson Reuters Top Hospitals
• Outperform non-Baldrige hospitals on 6
of 7 100 Top Hospitals measures
• Of 100 Top Hospitals winners, 80%
extensively use Baldrige practices
Dental Practice Coaching
Coaching dentists & office managers
to run successful dental practices
www.dentalpracticecoaching.com
4. Course Objectives
1. Discover the Baldrige
2. Learn to use measurable
criteria to make decisions
3. See examples from a group
practice so you can steal &
adapt!
Dental Practice Coaching
Coaching dentists & office managers
to run successful dental practices
www.dentalpracticecoaching.com
5. HealthPark Dentistry
Dental Practice Coaching
Coaching dentists & office managers
to run successful dental practices
www.dentalpracticecoaching.com
6. Group Practice Model
•
•
•
•
•
3 GPs
Oral Surgeon
Orthodontist
Pediatric Dentist
Periodontist
• Specialists 1
day/week
• Win-win for
specialist,
practice, RDH,
admins, assistants
• My role
Dental Practice Coaching
Coaching dentists & office managers
to run successful dental practices
www.dentalpracticecoaching.com
7. Dental Staff Training Manuals
• Legionnaires disease
(later AIDS) changed
sterilization from no
gloves to mini hospital
operating room
• Word of mouth training
left risky gaps
• Written manuals solved
the problem
• Grew into Levels for
assistants, hygienists,
secretaries
• General levels for all
Dental Practice Coaching
Coaching dentists & office managers
to run successful dental practices
www.dentalpracticecoaching.com
8. American Society for Quality
• 80,000 ASQ members worldwide (156,000 ADA members)
• ASQ helps organizations improve their quality
• Invited small business owners to learn quality
• Dr. Smith & Jill partnered to apply the concepts
• Dr. Smith focused on dental skills – MAGD, Dental Society plus
community service
Dental Practice Coaching
Coaching dentists & office managers
to run successful dental practices
www.dentalpracticecoaching.com
9. Value of Baldrige
Dental Practice Coaching
Coaching dentists & office managers
to run successful dental practices
www.dentalpracticecoaching.com
11. Comprehensive Overview
Strengths
• Group practice
• Strong dental staff training program
Weaknesses (OFIs)
• Growth of new patients
• Profitability below goals
Strategic Challenges
• Local economy – dropping dental insurance
• Challenge recruiting dentists into Tipp City
Dental Practice Coaching
Coaching dentists & office managers
to run successful dental practices
www.dentalpracticecoaching.com
12. Our application experience
Dental Practice Coaching
Coaching dentists & office managers
to run successful dental practices
www.dentalpracticecoaching.com
13. Awards
Continuous Improvement
• Wrote application
• Submitted to Baldrige
• Used feedback report
• Strategic Plan
• Measured Results
In 1999, HealthPark won the
top level award at the
Quality Dayton event.
State-level awards Tier 2
Dental Practice Coaching
Coaching dentists & office managers
to run successful dental practices
www.dentalpracticecoaching.com
14. Benefits of Application
• Self-assessment
• Measure your results
• Criteria provide the
right questions
• Think strategically
• You set vision
For Example: Healthcare Outcomes
Why is it better for a patient to come see you instead of the
dentist down the street?
Dental Practice Coaching
Coaching dentists & office managers
to run successful dental practices
www.dentalpracticecoaching.com
15. Our Results
New Clients
Marketing $ spent / New Patient
1500
$60.00
1000
$40.00
$50.00
$30.00
500
$20.00
$10.00
0
2007 2008 2009 2010 2011 2012
Measuring our results
helped us see the reality
and we focused on
marketing & added PPOs
$2009
2010
2011
2012
We also tracked the
performance of our
marketing investments.
Dental Practice Coaching
Coaching dentists & office managers
to run successful dental practices
www.dentalpracticecoaching.com
16. More Results
% of Total Staff in Level 4+
100%
80%
60%
40%
20%
0%
Case Acceptance
80%
60%
40%
20%
0%
2008
We measured our dental
staff training program
performance.
2009
2010
2011
2012
To afford our large, welltrained staff, we measured
case acceptance.
Dental Practice Coaching
Coaching dentists & office managers
to run successful dental practices
www.dentalpracticecoaching.com
17. Good Story
New Patient Adults
700
600
Prophy /
Comp
Exams
Emergen
cies
500
400
300
200
100
0
2008 2009 2010 2011 2012
• Tracked our new
patients
• Identified a
drastic increase
• Re-evaluated
the emergency
visit
• Updated form
• Coached
assistants
• Bonus: $10/NP
converted to
recall
Dental Practice Coaching
Coaching dentists & office managers
to run successful dental practices
www.dentalpracticecoaching.com
18. What do you measure
in your practice?
What changes have
you made based on
your results?
Thinking about your
practice today, what
would you like to
measure?
Dental Practice Coaching
Coaching dentists & office managers
to run successful dental practices
www.dentalpracticecoaching.com
19. Leadership
Baldrige sets direction, & then
communicates to your team which way
we’re going.
Leadership System: Vision/Mission/Values
into Strategic Objectives & a Strategic Plan
then measure Results & start again!
• HealthPark management team: Team leads, Dentists & me
• Vision/Values into staff training: phone questions, Mr. Hatch
book, training on the business of dentistry
• Measured: Active patients, $, staff career advancement
Dental Practice Coaching
Coaching dentists & office managers
to run successful dental practices
www.dentalpracticecoaching.com
20. Strategic Planning
Develop your Strategy
• Core Competency – What you’re known for / What you do –
Your Work System
• Strategic Advantage – What you have: location, great
lab, technology/equipment
• Strategic Challenge – Hire dentist, Increase productivity
Implement your Strategy
• HealthPark approach:
• January: Run numbers & gather feedback
• February: StratPlan full day meeting to set goals
• Create Strategic Plan – a calendar of projects/tasks
• Implement through weekly TL meetings
Dental Practice Coaching
Coaching dentists & office managers
to run successful dental practices
www.dentalpracticecoaching.com
21. Patient Focus
Customer Engagement vs. Satisfaction
•
•
How many of your patients refer?
How many drive more than 15 minutes to come to you?
How do you engage your patients?
• What is your process? How do you listen/learn?
Customer Dissatisfaction
• Dissatisfiers
• How do you handle patient complaints?
Dental Practice Coaching
Coaching dentists & office managers
to run successful dental practices
www.dentalpracticecoaching.com
22. Dig Deeper: Patient Focus
How gain info? How build relationships?
DemandForce Surveys
100%
98%
96%
94%
92%
90%
Would you
return
Refer a friend
100%
Complaints Satisfied
80%
60%
40%
20%
0%
2006 2007 2008 2009 2010 2011 2012
Patient Satisfaction: Surveys
• 5 standard questions; 2 custom
• Public vs. private comments
• Benchmarking
Dental Practice Coaching
Coaching dentists & office managers
to run successful dental practices
2001
2003
2005
2007
2009
2011
Patient Complaints
• Negative surveys & comments
• Opportunity for Public
Relations
• Tracking: Complaints/Total
Pts, Type of complaint, etc.
• Your Office Manager do this?
www.dentalpracticecoaching.com
23. Dig Deeper: Patient Focus
How engage patients? How measure suppliers?
FB Fans 2012
300
200
100
0
$200,000
$$ Generated from
DemandForce
$150,000
$100,000
$50,000
$2008 2009 2010 2011 2012
DemandForce & Facebook
• Patient reviews/surveys
auto shared on FB
• Measurement is key: FB
fans & website visitors
DemandForce Reports
• # visits scheduled & $
production from recall
emails, referrals, campaigns
(WOW)
• Not include $ value of
surveys, confirmations
24. Measurement
CEO Dentist
10 Measures
•
•
•
•
•
•
•
•
Your numbers tell you:
•
• Continuous improvement: recall?
• Innovation: new service or marketing? •
New patients
Production/Collection
Staff Compensation
Overhead
Recall %
Total Active Patients
Case Acceptance
Unfilled hours
Referral Sources
Kids/Adults Decay Free
Dental Practice Coaching
Coaching dentists & office managers
to run successful dental practices
www.dentalpracticecoaching.com
25. Workforce
•
•
•
•
What does an engaged employee do?
How do you hire & train new staff?
How manage capacity & capability?
How create culture? Safe environment?
HealthPark’s approach
• Dental staff training levels – careers based on levels
• Unique hiring process: staff interview & vote
• Incentives tied to bonuses for teams & individuals
• Assistants: Dentist production & NP emergencies
• Front desk: Fill RDH schedule, Case acceptance
• RDH: Production, Commitments
• General levels for personal success (financial security)
Dental Practice Coaching
Coaching dentists & office managers
to run successful dental practices
www.dentalpracticecoaching.com
26. Operations
Identify your key work processes to achieve success.
HealthPark: Core competency is how we provide general &
specialty dental care. A key work process is scheduling.
Take the time to write down your key work process – then measure!
27. Results
• Practice outcomes: What are your healthcare & process
effectiveness results & how do they compare with your
competitors? Kids & adults decay-free; Teeth lost in recall;
Warranty
• Patient Outcomes: Satisfaction? Engagement? Survey results;
Complaints; Clients 10+ years; Cancel/No-shows
• Staff Outcomes: Development? Engagement? Climate?
Bonuses, RDH/EFDA production; Turnover; Absenteeism
• Leadership Outcomes: Legal? Ethics? OSHA accidents
• Financial/Market Outcomes: Financial performance?
Marketplace performance? Collections; Overhead; Market share
Dental Practice Coaching
Coaching dentists & office managers
to run successful dental practices
www.dentalpracticecoaching.com
28. Quality in Dentistry
Baldrige 25 years later . . .
DQA – sponsored by ADA
Purpose: To develop performance
measures for oral health care
Ideas from 1st conference:
• Government into healthcare
• Medicare/Medicaid reimbursement based on healthcare
outcomes
• Dentistry follows medicine
• So, what measures will be used to measure dental health?
• Online reviews measure patient experience now
• Soon will include clinical healthcare outcomes
Dental Practice Coaching
Coaching dentists & office managers
to run successful dental practices
www.dentalpracticecoaching.com
29. Quality in Medicine
% the hospital gave coronary intervention within 30 minutes of admission
What will this look like for dentistry?
What will this look like for your practice?
Dental Practice Coaching
Coaching dentists & office managers
to run successful dental practices
www.dentalpracticecoaching.com
30. What can you do?
1. Get a copy of the Baldrige Criteria
2. Find a Baldrige Program
3. Start to self-assess & measure: Use my flyer
4. Questions?
Call me!
Dental Practice Coaching
Coaching dentists & office managers
to run successful dental practices
www.dentalpracticecoaching.com
31. www.dentalpracticecoaching.com
And the winner is . . .
Dental Practice Coaching
Coaching dentists & office managers
to run successful dental practices
www.dentalpracticecoaching.com
Editor's Notes
Welcome to “Sharing our Success: Growth using National Quality Standards ” I am Jill Nesbitt. 2 hours togetherSay hello those around youGreat opportunity to trade business cards2 objectives:#1 – Share Baldrige national quality standards – what is it, how does it work and why should you care?#2 – Practical help – some hands-on examples of how you can use the concepts shared in the Baldrige to measurably improve your practice. Just the fact that you are meeting someone from another practice who has the same interest as you do – someone who wants to learn more about quality in dentistry. By trading business cards today, you could open up a great dialogue with a practice across the country, so you have no fear of competing for patients or giving away your secret sauce. Instead, when we dig into what the Baldrige national quality program is – you may very well have created a small group – even just one other practice that is willing to share real numbers with you – and that may help you to evaluate your own performance!
As dental practices, we have a lot on our plate:Dental insuranceFinancial pressureNew patientsTechnology – websites, social media, videos, apps plus lasers, Cad-Cam, even cone beamHiring & staff management – a perennial challengeEconomy – getting better – maybe?, but still a challengeManaged careMedicaidGovernment regulationsMid-level providers
Baldrigehas been used by organizations across the country for over 15-20 years. Governments, schools, manufacturers and hospitalsIn fact, Health care is the fastest growing industry to use the Baldrige principlesSo, today, I will show you how to use the Baldrige principles to make sense out of all the mass of things going on in your practices – and I’m going to use HealthPark, the practice I ran for 16 years to show you how we did it.
Today, I will accomplish three objectives in our time together.
So, today, I plan to tell you a story. Tipp CityDr Smith – After 3 years as a Navy dentist, moved to Tipp City & rented 550 sq. ft. on a 2nd floor 40 step walk up. 7 years later he built the first 5500 sq. ft. of HealthPark. 10 years later he added 6500 sq. ft – and that’s about when I came on board. I started my career in dentistry as an OM while I was working on my MBA where I learned about the Baldrige National Quality program in my classes. This approach to running a business just made sense to me – and to Dr. Smith as well. So we partnered up to implement the Baldrige concepts into HealthPark.My story starts in Tipp City, OH – a small town of 6,500 where HealthPark was one of only 2 general dentistry practices. This is the building our dentist built – it has 18 operatories, 7 dentists, 25+ staff and at it’s peak cared for more than 10,000 active patients!Today, I want to share with you the secret, behind the scenes story of How we did it. How we lead this motley crew of dentists, specialists, hygienists, EFDAs, assistants and treatment coordinators to move in one directionHow we make plans to deal with the new challenges that pop up at dentists and small towns year by yearHow we listen to his patients – listening to 10,000 patients is no small trick! – and provides them the services they want – and therefore continue to attract new patients also!How we keep track of the performance of each dentist, each hygienist, each EFDA – filling schedules, increasing productivity and maintaining quality. As you know, in a group practice – you’re only as strong as your weakest link.How we hire enough staff to support this group – how we trainthem and retain and manage what we all know is the biggest expense and the biggest challenge – dental staff.How we runs the whole place – keeping up with the building needs and equipment desires, managing inventory, keeping one consistent approach to dental care among the clinical providers, in general, keeping everything moving forward according to his visionAnd finally, I’ll tell you the secret of our results – not just financial, but performance measures for staff, dentists, patients.
One of the unique features of the practice is that GPs & specialists work together. Here’s how that got started.Dr. Smith & Dr. Vrudny partnership – Tipp too small for specialist officeLots of teenagers – orthoThen PedoThen PerioBuilt an additional 5 ops for pedo as pedo grew b/c only pediatric dentist in the countySpecialists work 1 day/week – we provide . . .Win for the specialist – coordinate cases, full schedule of referrals, incomeWin for the practice – One stop shop, marketing, easy referralsBenefits to our staff also:RDH – l&l w/perio, coach ortho staff, earn implant bonusesAdmin – respect, coordinate w/others in weekly mtgAssts – extra hours & income, expanded skillsMy role – the challenge to put it together, make it work & keep everyone happy!This is detail for me to memorize:Usually our specialist works 1 day/week – we provide everything – space at least 2 ops, equipment, even all general supplies, a scheduling coordinator, all billing/insurance, shared external marketing and referrals. The specialist provides her own assistant and brings her own specialty equipment. It’s a giant win-win for the specialist & the entire practice. The specialist gets to coordinate cases with other specialists, receive a full schedule of referrals on her one day/week, add a substantial amount of income in a very efficient setting. The practice now has the opportunity to market itself as a ‘one stop shop’ for all types of dental care and the GPs can do the cases they are comfortable with, they can do challenging cases on days when that specialist is in the office, so they can walk over and get a consult as needed. Or, they can refer and even block their schedule to observe or be involved in that case. I’ve watched dentists enjoy lunches together and we sponsored a twice a year All Doc Dinner where each dentist could share his/her latest CE or interesting cases – and help each other. On the staffing side – Hygienists enjoy the variety of specialists, they have a regular lunch & learn with the periodontist, have coached the ortho staff on products & techniques for kids with braces, and have the opportunity to earn some extra bonuses through motivating patients to receive an implant. On the admin team – becoming a specialist coordinator holds a certain level of respect and appreciation throughout the practice. That admin becomes the ‘go to’ person for that specialist on the days when the specialist isn’t in the office. She takes the responsibility for filling the specialist schedule, managing the collections, following up on case acceptance, coordinating staff, effectively acting as the office manager for that specialist. Plus, in our weekly meeting – I have a coordinator for ortho, perio, pedo & oral surgery – and these same women schedule & manage the GP practice as well – so we can smooth out issues between these dentists without the dentists even being present!Lastly, the assistants have the opportunity to expand their skills and increase their hours when they work for a specialist. This has been a great foot in the door situation for new assistants – just one day a week to help support a specialist opens their eyes to what is expected from a great dental assistant. Plus, since the specialists run a separate payroll, the staff that are willing to work can earn extra income. As the manager of this group – my job was to coordinate all the moving parts and keep everyone on the same page as we moved toward our vision. I performed almost as an in-house consultant for the specialists and the office managers – someone they could come to when handling a particularly challenging patient situation or staff upset.
Another unique feature was the dental staff training manuals – here’s how those got started.As AIDS grew rapidly and deadly in the 1980’s Dr. Smith attended dental meeting to learn how to keep his patients safeHe learned - Used to treat patients as if guests for dinner – however now, with AIDS, the patients need to treated as if one guest had a heart attack & needed open heart surgery on the dining room table!realized he better write it downExpanded into all tasks - what needed done and why3 teams – into levels - lev1 new hires, lev2 regular workLev 3 – assistants run own column; secretaries coordinate for a specialist, hygienists work assistedLev 4 – management responsibilities, insurance management, inventory, training of other staff, deeper clinical training for shading or mounting facebows to understand occlusionLev 5 – team leaders – meet weekly with meLev 6 –EFDA, admin staff bring in new patients, increase productivity, reduce expenses and manage and coordinate the practice and all its moving parts.
We started with the ASQ Dayton group – our local Baldrige chapter in Dayton, OH. The Dayton ASQ invited small business owners to learn quality management – and we joined up.
Have you ever sat in a traffic jam? What are you thinking? Reactive, should i get over a lane, should i call someone if I'm going to be late?Baldrige is like being in the traffic helicopter so you can think strategically & see the big picture
The Helicopter View of a dental practiceThe Baldrige Burger7 sections Criteria – each have a series of questionsAll How questions – not prescriptive Do you have a process?This may look complex, but the key is the right side of the screen. To tie the first 6 sections to get results.The more you understand about the 1st 6 sections, then you can figure out how to improve your results.Think about all the many pieces of a dental practice – from doing dental procedures to marketing to working with labs & 1000’s of other pieces. Each piece has an organized place in 1-6. Once you have the pieces of your puzzle in the right places, you will see an organized picture of what your practice looks like – for the first time!
Dr. Smith & I agreed to evaluate each of the 7 sections of the Baldrige – as a way to make sense of all the activity going on in our group. In past – consultants came in, stayed a few days, applied a patch to a problem, then charged a few grand & left. Similar to placing a filling for a patient who isn’t changing his diet or oral health habits.With his background as an MAGD dentist, he was comfortable with new ideas – and my focus on the Baldrige process as a comprehensive practice management approach began. We wrote an application.We started with Organizational Profile (top bun) – this is where you set the stage for who your organization is and how it fits into the industry as a whole. Strengths: Group practice. Dental staff training program. Facility 13 to 18 ops.Weaknesses – Or called opportunities to improve – we needed more new patients and our finances just weren’t as strong as the benchmarks we read about in the dental journals.Strategic Challenges - painted a picture of the dental field – Dayton, OH local economy of General Motors suppliers (air conditioners, interior parts, etc.) and loads of tool & die shops around. Manufacturing weakened and families lost jobs – people who were well acquainted with dental insurance. Our regular patients simply stopped coming to the dentist. Recruiting – even one day a week for our specialists – into Tipp City, OH. An hour away from Columbus and Cincinnati – where most dentists preferred to live and work, recruiting was a major challenge.
We followed these 4 steps to apply:Self-assessment – write the application. 50 pages. Full of statistics & graphs to show our results.Submit – We applied to the Quality Dayton program (later the Ohio Partnership for Excellence), paid $2000 and prepared for a team of volunteers to read through your answers and start to identify your organization’s strengths & opportunities for improvement. Examiner review & site visit – Team of 6-8 members show up and stay for 2-3 days. These are volunteers, trained in the Baldrige concepts, but they know nothing about dentistry. They interviewed dentists, team leaders and staff;reviewed documentation of how your organization runs like meeting notes, financial or market share data. They asked dozens of questions. (All confidential. Destroy when done. You can feel confident – the more you help them understand your organization, the better feedback report they can provide to you.) Then they left. Feedback report - phone call from Director with final score & award tier. Higher tier the better. Then receive feedback report. This report takes each section and documents in bullet points your strengths and opportunities for improvement. It also scores each section.
Each year after our initial application in 1992, we used a cycle of continuous improvement:Wrote applicationSubmitted to BaldrigeUsed the feedback report to tie into StratPlanAnnual StratPlan meeting to review w/TLs & DocsCreated objectives & goals – to implement throughout the yearMeasured our resultsAnd start all over!We won the top level award in 1999 at the Quality Dayton event. You can see, we invited our dentists & staff to attend this celebration. After winning the top level in our city, we moved to the state level – applying for the Ohio Partnership for Excellence award every few years. Generally, we score in Tier 2 – displaying a Commitment to Quality. However, anyone involved with Baldrige will tell you – its not about the awards. Frankly, as the business manager I’ve tried to use these awards as a way to promote our practice – and just nobody knows about it!
Biggest benefit:self-assess your organization, Measure your results and to get your team moving in the same directionCriteria give you the right questions to ask so you can develop your leadership skills Create the practice of your dreams - by answering each questionThink strategically - in your town Example – results – Healthcare Outcomes - Why is it better for a patient to come to you instead of the dentist down the street? Not b/c you’re friendlier - how you are improving your patients health in a way that can be measured? Now – how’s that for a challenge? Ask your team Do research – sleep apnea, AAOSH,Caries risk assessmentYou can set your vision – and use the Baldrige to help you accomplish it.
Some benefits we’ve experienced – New patients – we avoided PPOs - the measurement forced us to see the reality in our area – and then focus on marketing Marketing $ spent per new patient
Staff development To make sure we can afford this well trained staff – large case acceptance These are just a few of the graphs I’ve tracked for years to measure our results.
One good story about how our tracking paid off – new patient emergenciesAlways tracked NPs and how startDramatic increase in NP emergenciesOpportunity!Re-evaluated the visit – patients would have been recall but poor economyUpdated the form – 1st secretary, then assistant “Do you plan on dentures or do you want to keep your teeth for a lifetime?” Bonus - $10 to assistant if form completely filled outCoached the assistants on how to have this conversation Measured who was most successfulIf you focus on your numbers and measuring your outcomes – then you can make better decisions.
Okay – it’s time, let’s take 5 minutes for you to say hello to the folks around you. Ask each other these questions & see if you can create a connection.Also – I have one extra bonus for anyone who likes to win things! I am giving away 2 copies of the Baldrige criteria for Health Care – to someone in this room. If you would like to win this criteria – then, please drop your business card or a slip of paper with your name/email address into the hat I will pass around and I will select a winner at the end of this presentation!Also, if you have any questions, my contact information is on my brochure at the back of the room.Need to ask DemandForce – would someone help me to gather these names?
Now you know about the Baldrige award and you have seen the 7 sections of the criteria. Next, we’re going to look at each of the criteria and see how they fit into your practice, then you can really dig in and apply these ideas into your own practice.Start with Leadership.Which way is north? Point. (Friend have compass on phone to tell answer.)Baldrige is about setting direction – and then communicating to your team which way we’re going.Its all about your leadership system - start with vision, mission & values then translate these into a handful of strategic objectives then into stratplan, into scorecard, into individual, then evaluate all & that feeds back to the beginning.Baldrige doesn’t care about your leadership style – only about how effective you are!Dr Smith created a management team – TLs, DDS, OMVision/values into the staff training – seclev1 - philosophy on answering phone questions; watch the Caine Mutiny movie in level 4 & answer questions; read a children’s book “Mr. Hatch” in general level 1; even how we handle the balance between business & healthcare written into lev3 the business of dentistry. For new dentists – interview questions on philosophy & how would you handle situations.Deploy:Regular meetings – TL, staff, DDS – quarterly all togetherTo Measure - practice growth (patients, $); staff career advancement
2.0 Strategic PlanningDevelop your strategy: Identify your core competencies, strategic advantages & strategic challengesCore competency – always internal – it’s what you do To identify yours – think about your work system.Work system – Check in patient, Greet/seat by assistant, Dentist comes in provides & tx, Maybe to RDH for cleaning/periotx, Check out at front desk, Financial arrangements, schedule next visitStrategic Advantage – technology, great relationship with your lab, physical locationStrategic Challenge – hiring staff, outdated equipment Implement strategy Gather ideas & input – staff, dentists, suppliers, patients, statisticsJanuary – run our statistics – patients, staff, finances, each dentist/specialist, suppliersMeetingsCreate workbook – full day with management team off-siteCreate the planImplement throughout the year in team meetingsSet specific measurable goals in all sorts of areas – encourage new dentists to expand clinical skill – track # procedures & set goals.Providing real numbers allows us to see realityActual planning gives us content for meetings – and keeps us focused on moving forward.
3.0 Patient / Customer FocusDifference between Customer Engagement vs. SatisfactionEngaged clients go to extra steps to advocate for the organization. More involved. Even if satisfied may not be engaged. How many of your customers would be willing to tattoo your brand on their arm? Or put a sticker on their car? Are they willing to wait in long lines?Think about what brands you’re engaged in? Certain things are not satisfiers, only dissatisfiers. Such as cleanliness & billing accuracy. If we cross off these items only left with what actually engages patients.So – how do you engage your patients? What is your process? To find out – identify your patients that are engaged (writing great reviews) and ask them!How are you listening to your patients? In comp exams, email surveys, FB comments, comments to staffAnother major item here – Patient complaints – How do you handle these?Great way to identify dissatisfiers & eliminate them!
Let’s dig deeper into this section. 3.1 Voice of the Customer – How gain info?3.2 Customer Engagement – How build relationships?3 examples of How HealthPark tackled this challengeSatisfaction Patient ComplaintsPatient engagement – FB commentsExtra bonus – measurement of our supplier DemandForce!#1 – Patient Satisfaction – How did we listen & measure?Listen & gain info through surveys – used to do hand printed, then discovered DforceDforce surveys – 5 questions standard, 2 custom & benchmark dataPlus public & private comments – great way to listen/gain infoFor positive comments – reply and thank the patient! They’ll be shocked you actually even read their survey comments!Plus – measure our performance to other DF customers for each question! #2 Patient Complaints – What is our process to handle these?Negative comments on surveys – staff trained to give to me – I called the patient & thanked them for taking the time & sharing their thoughts. I asked more questions to find out what happened, then f/u with provider & got back to the patient to resolve. Great PR. In fact, on the OM page in the practice website, I also encouraged upset patients to call me!This also allowed for excellent tracking – Complaints per Total patients (24 in 2012 out of 5839 patients), Type of complaint ($, insurance, scheduling, communication or unreasonable), % satisfied / staying in practice – I averaged 78% over 10 years!Here’s an aside – how would you feel about your office manager who was not only responsible for handling patient complaints, but also could provide you the tracking for her success at maintaining these patients? When you use the Baldrige concept – and in this case, DemandForce – you can establish a solid system of listening/learning that you can end up using in your marketing!
#3 – Patient Engagement – FB commentsHOW do you do this? One way was again through Dforce & their connection to FB. We set our DF survey comments to automatically post onto our practice FB page – this is not generally recommended b/c if you get a negative comment – it’s shared also. But – for OM’s and dentists fighting every day to add fresh content to their FB page – why not let your patients do the work for you? So – this absolutely meets the Baldrige goals of engagement – people love to see what other people say!Again – measurement is key – tracking our FB fans and patients with opted in emails and website unique visitors. You can see our resultsAnother bonus of using the Baldrige process – measurement of your suppliers.DF provides an end of month report that provides:# visits scheduled & their total $ valueFrom – recall emails sent out (monthly & yearly); from referrals, from quarterly newsletters (WOW), and from our quarterly reactivation for 2+ years patients – each with the associated $ valueIn fact, they also assign a $ value to surveys & confirmations, but I never counted those as real $$ coming in. Look at the $ generated from Dforce! You can see why I’m such a fan.And – if I didn’t pay attention to track my numbers thanks to the Balrige concept – I would never know what a great performer DF really is.
4.0 MeasurementThis is the bottom bun – supports everything. Criteria look for 2 items:Continuous improvement – image of straight line slightly increasing- improvement in recall or unscheduled txInnovation – Brand new idea or new way of doing something – Introduction of new service in your practice – implants or sleep apnea appliance; could be new marketing approach – use of video in your websiteYou’re the CEO of your practice – and only allowed to measure 10 things – what would you choose?Wrap back into your strategic objectives – patient care, staff satisfaction, financial performanceOne interesting aspect – how measure patient care?Leading vs lagging indicators - give you a clue are the leading ones. Story: Friend in college had car with broken gas needle. Ran out of gas – lagging indicatorSo, she took ping pong ball & put into tank & when she heard it rattling around she knew time to get gas – leading indicator
5.0 StaffHow do you engage your staff? Again satisfied vs. engaged. – Do they contribute ideas? Volunteer to help on special projects? What is your process for hiring & training new staff?Workforce capacity vs capability- number of people to get the work done vs the skillsDental staff training manualsHiring & all advancement based on completing levels – we fire you if not!Allows like-minded staff to work together – & gets rid of the slackersHelp each other – especially general levelsHiring processEngage staff – set incentives tied to bonuses for teams & individualsRDH production / commitmentsAssts – production of their dentist & conversion of NP emergencies to recallSecs – incentives by level – Lev3 - filling hygiene schedule, production goals for each dentist, Lev4 – Case acceptance, Using CareCredit, Lev5+ – Individual – our collections/insurance manager has AR goals; Specialist coordinators have case acceptance goals; Team leaders have training goals for their team membersOrganizational success – Share our results & cheer for achievement!Personal success – can use the people skills, financial security infoWe measure:Turnover, retention, level advancement Goals accomplished – bonuses earnedHow would you answer these questions?
6.0 OperationsThis section is all about Processes.Process is a series of linked activities to create a desired outcome. Example of a process diagram on making coffee. The value of this section is identifying your key work processes – essential to your success. Most organizations have 50% key & 50% support processes. Core competency leads to your key work processes. This is where your practice success comes from.So – ifHealthPark’s core competency is the how we provide general & specialty dental care – then one of our key work processes would be scheduling appointments – making sure we schedule to coordinate all the specialists/GPs needed for that patient.When you take the time to write down your key work processes, you realize how valuable they are – and then you can set up your expectations – and measures so you know how you’re doing.
7.0 ResultsTypes of results:Your levels (current performance this yr)Trends (3 data points)ComparisonsIntegration (match to process)Practice/healthcare outcomes - measure our success at keeping patients healthy (kids & adults decay free; teeth lost in our recall population, warranty expense)Patient outcomes – DF survey results – each question, Patient complaints; clients over 10 years, cancellations/no-showsStaff outcomes – staff bonuses, Hygienist productivity, EFDA production, OSHA accidents, turnover & absenteeism by team & altogetherLeadership outcomes – patient safety & strategy accomplishment; Financial/market outcomes – collections for each dentist & specialist, overhead – dental supplies, general expenses, marketing expenses, market share – comparing population of Tipp & Troy with our active patientsWhat results do you track in your practice?
So – even today, after 25+ years – the Baldrige is still virtually unheard of by the general public. However – hospitals & the medical industry are already getting on the bandwagon.Dentistry is next – there is a new quality movement in dentistry – DQASponsored by ADAPurpose: To develop performance measures for oral health careI attended their 1st conference in June 2013 – 100 people starting to come up with these measures & spread the word in dentistry. Some ideas from this conference:Government is already stepping into healthcareAlready in Medicare/Medicaid with hospitals – reimbursement is based on health care outcomes & performanceSince dentistry follows medicine – our next steps will be for our reimbursement to be based on our health care outcomes and our own performanceSo – what measures will be used to measure dental health? The start is Yelp & Angie’s List reviews – FB & Google reviews – but still, this is patient experience – soon this will turn into websites that will compare clinical health outcomesThere are websites now that compare hospitals – how many heart surgeries were done? Complications?
Here’s an example – on the Medicare.gov website you can select up to 3 hospitals to compare – and here is a graph showing % of time each hospital gave coronary interventions within 30 minutes of admission – and the benchmark for top hospitals is 100%. If one of the 3 hospitals doesn’t even rate on this scale, would you go there?What will that look like for dentistry?What will this look like for your practice?
So – if you’re interested in the Baldrige, its as easy as 1 – 2 - 3For free – read the criteria at the NIST website www.nist.gov/baldrige You also can find a Baldrige program close to you – in NY & Mass – Partners in Performance ExcellenceAll white states have a state Baldrige program – the colors show regional programsYou also can check out the DQA website and start learning about quality in dentistryAlso – remember the friends you met sitting beside you? You could agree to exchange data between you. Finally – you’re welcome to pick up one of my flyers and call me if you have questions
Thank you for your time today.Happy to answer questions.