Introduction
In today’s dental
practices, it is becoming more difficult to manage the challenges of
closing the gap between science research (best practice) and optimum
patient care. Many patients still see dentistry as an elective service
and not the preventative medicine it truly is. With that in mind,
patients could present with medical problems that could delay, prolong,
or even rule out dental treatments they want or need due to other
priorities in their medical health. This is unlike a medical case
synopsis, which makes it easy for doctors to execute a prescribed path
of care based on best practices—such as kidney disease, which
immediately requires some form of dialysis without any negotiation from
the patient. Dentistry has and always will allow for a unique approach
and conversation with each patient in their decision-making process for
their desired outcome.
Dr. John Kois, director of the Kois Center,
teaches his members to ask: Are patients trying to create a smile they
once had or one they have never had? In dentistry, a risk assessment is
determined at an initial appointment when gathering information and all
of the diagnostics needed to create a case synopsis for optimum outcomes
for the patient. As these recommendations for preventive, functional,
and esthetic goals are discussed in depth with the patient, the patient
and dentist prioritize treatments based on the most realistic outcomes.
Patients
desire the best available care provided by a qualified,
multi-disciplinary team of professionals and specialists who are part of
their general dentist’s collaborative circle in order to realize for
the most economical investment and greatest value. Success in being
efficient and obtaining optimum results for the patient can only be
achieved with a team that is committed, coordinated, possesses clear
communication skills, and cares. Delivering safe, lasting treatments
must be paramount while still maintaining a well-trained internal
support team with an ecosystem that will withstand any type of patient
needs, maintain a focus of closing the gap between scientific research
and patient care delivery, and sustaining practice profitability.
To
move toward mastering an eco-system in the culture of any practice,
systems and strategies must be created and maintained, with each
procedure provided to the patient, without exception. Supporting
technology is the catalyst for an efficient eco-system in the culture of
each practice. This includes, but is not limited to, all diagnostic
technology, practice management software, data processing and
documentation, and a system for all providers on the multi-disciplinary
care team to virtually review and discuss the case synopsis and their
part in care delivery. It also includes a shared portal through which
the internal support team ecosystem can communicate and track patient
progress throughout the entire patient experience of preparation and
post care. This allows a more efficient transfer of information and care
and, as a result, more patients will be satisfied and feel they not
only made the right decision, but they are apt to refer others who
desire the same outcome level that they obtained.
A practice
structure that has shown promising results is that of the
multi-disciplinary care team committed to excellence through best
practice scenarios. These multi-disciplinary care teams should be formed
and function with a “zero tolerance” attitude for mediocrity that
surrounds and drive them to achieve consistent execution. The right
place, people, processes, and technology are integrated and utilized
efficiently and effectively.
Approaching Efficiency in a Practice
Efficiency in the practice will be important in the future as a result
of society’s shifting focus toward prolonged health and the realization
that oral health is a significant factor in overall health. Once this
preventative mindset is instilled in patients, they will demand
practices that offer a consistently effective, streamlined standard of
care with accurate diagnostic recordkeeping and patient information that
can be quickly and easily shared among everyone involved in their
treatment.
An efficient internal support team has commitment to
the process and will work diligently to reinforce the new paradigm
through repeated opportunities as more patients are processed with a
focus of closing the gap between scientific research and patient care
delivery. They also will consistently demonstrate a “zero tolerance” in
every step to ensure continuity of use of all supporting technology that
will enhance the quality of their dentistry. This is usually measured
by every practice’s profitability margin. The internal support team’s
motive to step- up mastering efficiency in functioning each day will be
equal to their individual desire for purpose and autonomy in their job.
Many will undergo creative training and development particular to
working in these types of practices, and they understand that effective
and efficient communication is the core of being a part of an excellent
the multi-disciplinary care team.
The ability to record, save, and
instantly share information with all involved team members provides the
ability for everyone to collaborate. This facilitates the best practice approach to care based on screening, prevention, education/behavior
modification, routine care, serious care, chronic illness/pain
management, or restorative care. This means that patients can be treated
as efficiently as possible, which in some cases may be important to
their immediate health.
To become efficient there are basic steps a
practice can complete. First, be sure to have large capacity people as
your internal support team able to understand and function in a
multidisciplinary setting. Secondly, an eco-system for all processes,
from hello to good-bye, is necessary. Establish in-service training and
education to make sure practice management software and all charting,
notes, and documentation protocol penetrate the soul of the practice for
excellent risk management and maximized outcome in communication with
all specialists on the care team. Then, assess what the patient
experience is like in your practice—from their perspective.
Ask
yourself if you are providing a thorough risk assessment of each
patient’s case, a comprehensive evaluation, case synopsis, and treatment
strategy. Always engage the patient in the decisions about their
dentistry and health based on a clear vision of “why” they want what
they want. The practice culture dictates what experiences the patient
will have and how the patient interrupts those experiences throughout
their care sequence. The key to efficiency in this aspect is making
certain that the patient is heard, engaged, encouraged, comfortable, and
that the planned care sequence will provide the outcome that shouts, an
“extraordinary” experience. This will increase the relationship equity
built with the patient, thereby increasing value proposition and
increased referrals based on they felt. Lastly, the impetus behind the
efficiency mindset—the supporting technology—must be fully utilized
within a multi-disciplinary care setting. This is because, at times, a
multi-disciplinary care team member may be at a remote location;
utilizing a mobile device puts them “in the same room” with the patient
or other team members.
The Role of Multi-disciplinary Care Teams
In the dental practice, a multi-disciplinary care team is a group of
dental doctors and sometimes medical specialists dedicated to closing
the translational medicine gap between science and care, through service
delivery innovation. However, as with any practice, the doctors are
only a part of the equation. The medical/dental assistants, hygienists,
management, and internal support team members in every location must all
work cohesively and collaboratively in concert to achieve efficiency.
This is accomplished when all members of the team understand and uphold
the values of multi-disciplinary care by delivering the highest standard
of care quickly and effectively, and accurately documenting all aspects
of the patient’s health/treatments so all team members have the same
information pertaining to each patient. This is the value proposition at its best to each patient. This structure presents a no
ceiling, no limits level of comprehensive care in one setting, in the
least amount of time, with the greatest value proposition to the
patient. When your practice functions at optimal speed with minimal
risk, you can affect measurable differences in a patient’s health and
well being. The practice benefits from increased referral rates, a much
higher level of case acceptance via the “value proposition,” and the
completion of more cases due to a better relationship with patients.
Moving to the Future
The most important key for unlocking the future of your
multi-disciplinary care teams in more practices is to keep in mind the
components of the value proposition to patients and care delivery
innovation. Choose team members who are willing to perform their duties
without mediocrity on a daily basis. They can be found or developed
anywhere with a consistent template of care. Make certain your treatment
rooms are systematically equipped, stocked, and laid-out for
versatility and efficient time management, the highest productivity, and
equal treatment capability. Create a sustainable eco-system of care
protocols for any and all functions performed in your practice. Dr. John
Kois has coined, “Always Rule,” doing things the same way all the time
for optimum outcomes in the least amount of time. Guessing, at any level
of treatment, wastes time and money. Lastly, keep technology congruent
and current with practice needs, care team needs, and patient
expectations, and be sure to utilize all available supportive technology
with each existing patient and every new patient. Choose to be
extraordinary at every touch point your patient will encounter, from
hello to good-bye. Providing this structured, consistent, and optimized
level of care will increase your patient base and team solidarity as
they learn, grow, and serve with a greater capacity to care. How will
you know it is working? Profitability is the measurement of innovative
thinkers coming together to execute efficiently that which is needed by
both the multi-disciplinary care team and the value proposition of each
patient daily, if not hourly.
Rhonda Mullins, CEO, RHO Global Inc and Dentrepreneur Solutions, LLC
Ready to Start Achieving Practice Efficiency? Contact Rhonda Today! Email | 404.445.7730