Business systems are ways we can work smarter and not harder. Properly designed and implemented systems can help a practice perform better, be more productive, and grow while saving doctor time. A system is an organized framework made up of methods, people, and tools to achieve the results we are looking to accomplish. In many ways, we need a system to develop systems. The five steps for creating systems are:
Identify all the activities in the practice that should have systems
When we review our practice inner workings, we often look at key departments and what they do within our organization. Start with the big picture of operations and all the parts of that system working together. Consider common activities that should have systems:
- Communication Systems
- Scheduling Systems
- Financial Systems
- TC Systems
- Imaging Systems
- Marketing Systems
- Clinical Systems
- Lab Systems
- Logistics Systems
Start from the big picture and dig deeper into the details
Break down each activity into the process, the tools, and the people involved. The process for tasks should involve standardized procedures and more detailed steps on getting work done. Tools include armamentarium, digital applications, and necessary equipment. Furthermore, the people involved may consist of the source person in charge of the system and those who regularly operate the system.
Improve each system by focusing on the process goal
It helps to evaluate what we want the system to achieve for us. Keep the goal in mind because we often get so entrenched in “the way we do things” that we lose focus on why we do it. Improving involves simplifying the process and removing complexities, redundancies, and inefficiencies. For example, some systems don’t need the same number of people they did before. Many times we can automate and routinize the process. As a result, we can improve all the details we identified and refine the process, the tools, and the people involved.
We measure performance by identifying key indicators
These key performance indicators (KPI’s) will allow us to measure success. We can determine what works well and what doesn’t. For instance, some common KPI’s include case acceptance rate, delinquency rate, patients overestimated treatment time, referral sources, repair visits, etc. Let’s look at a common example in an orthodontic practice when we develop the new patient system. In this example, we can measure its success by how well the case acceptance rate improves. We should also see an increase in production and more case starts. Therefore, we can measure the improvement in our new patient system by evaluating these KPI’s.
Re-evaluate developing systems
Systems are an evolving process. Part of developing effective systems is to revisit them and revise. By implementing Systems Thinking and culture for constant improvement, we can assure our practices have the right approach to success.
