The late Dr. Eliyahu Goldratt revolutionized the business world with his Theory of Constraints, showing that the key to increased productivity is eliminating bottlenecks that restrict workflow. Although he dealt primarily with large manufacturing companies, I learned long ago that Goldratt’s thinking can be easily applied to dental practices.
Bottlenecks are costly
Every management system you use in your office is susceptible to the development of bottlenecks that reduce efficiency and production. Some are more harmful than others, but the cumulative effect can be devastating. According to the Levin Group Data Center™, the average dental practice will lose approximately two years of production for every 20 years in practice due to bottlenecks.
Up until a few years ago, this was not a concern for most dentists, who could expect to retire comfortably at a reasonable age in spite of such inefficiencies. Today, however, such losses are unacceptable.
“Debottleneck” your practice — Start with scheduling
Most practices do not have a true scheduling system with delineated steps and checklists, guidelines for appointing patients, or scheduling-per-chair protocols for front desk coordinators to follow. Out of a desire to keep production flowing as much as possible, practices tend to just “fill in the holes.” However, this approach hurts more than it helps, obliterating any semblance of a scheduling system and ultimately leading to less production rather than more.
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Leading the modern dental practice
For an outdated schedule, the solution is not to analyze the existing system to identify and eliminate bottlenecks. This would be very difficult, time consuming, and expensive. It is better to start with a clean slate.
The scientific approach works best. The first step involves projecting a realistic production target for the next 12 months. Then, using a mathematical model and power cell structure, the practice can create a scheduling template that will enable the practice to reach that target.
Move on to other vital practice systems
Once the new scheduling system has been implemented, it can be used to frame other key functions such as front desk activities, systems to facilitate more efficient performance of dental assistants and hygienists, case presentation, marketing outreach, and so on.
Creating a full complement of practice systems free of bottlenecks is essential. Only when a practice’s systems allow for fast, efficient performance in all areas, when its capacity for growth has been maximized, will it be poised to reach the business and career goals that attracted you to dentistry in the first place.
To learn how to run a more profitable, efficient, and satisfying practice, visit the Levin Group Resource Center at www.levingroup.com. This isa free online resource with tips, videos, and other valuable information. You can also connect with Levin Group on Facebook and Twitter (Levin_Group) to learn strategies and share ideas.
