 |
||||||||||
|
||||||||||
|
Choosing an Operatory Computer
In the last issue of The Dentist’s Network newsletter, I examined the options for choosing a server, the heart and soul of the practice’s network. However, most of the day-to-day work is done in the treatment rooms, and the choice of computer for those rooms is equally important. There are a number of factors to consider for these systems. We will focus only on desktop-style computers; the argument of desktop vs. a laptop or Tablet will be left for another article. Also keep in mind that this is being written in early August, 2007: the technology is changing rapidly and may be slightly outdated by the time you read this.
It’s important to understand that there is a reason that operatory computers cost more: it’s because they have higher requirements than the computer you use at home to surf online and check email. Be very cautious of those ‘special” deals you see offered all the time from computer vendors. In almost all cases, the computers are underpowered and have poor warranties. The only thing you really gain from a cheap computer is the fact that you’ll need to replace it sooner: hardly a “win-win” in my book.
Computer Case Design
Most of us are familiar with the older desktop or upright mini-tower designs. In the operatory, however, space is often at a premium and in many cases, a small-form-factor computer makes the most sense. These computers come in multiple designs. Some are very thin and long are look like two laptops stacked on top of each other, such as the Dell Optiplex 745 SFF.
Processor
The latest buzz in the computing industry are processors that can perform multiple functions at the same time by having two or more processing cores on the same chip. The current processors that are recommended for operatory computers are dual-core chips called the Core 2 Duo, but expect quad-core processors to become the standard in a year or so.
Memory
When discussing memory, there are two types of memory that are occasionally mixed-up: RAM (Random Access Memory) and Hard Drive capacity. The confusion lies in the fact that hard drive sizes are expressed in gigabytes of RAM. Usually, when we are talking about memory, we refer to the RAM, the internal memory that loses all information when the computer is turned off. For a dental operatory, I recommend a minimum of 1 GB of RAM and 2 GB is even better as Windows Vista will require this. For the hard drive, 40 GB is more than adequate. In almost all offices, the workstations will not be storing any practice management or image data on their hard drives, and this data will instead be stored on the server, so there’s little reason to pay extra for a120 GB or larger hard drive for an operatory workstation.
Operating System
Windows XP Professional is the ideal choice for the office environment. It contains many features not found in XP Home, such as the ability to automatically log into certain types of networks, and Remote Desktop, which allows you to log into the computer from home or anywhere else in the world. However, the core of Professional and Home are identical, so any program that runs on Professional should run identically on Home as well. As mentioned in a previous article, Windows Vista is still not compatible with many dental programs so I do not recommend it at this time, although you won’t be able to buy a new computer with XP after January, 2008.
Warranty
Ideally, you should purchase a computer with a warranty that is equal to the amount of time that you plan on owning the computer. With the ever-changing nature of technology, most offices will find that three years is the expected life-span of these computers. The computers will still run beyond three years, but will have trouble keeping up with the applications available at that time.
Dentists should take the time to choose computers based on their current and future needs, rather than looking at the cost of the systems as the most important feature.
Lorne Lavine, DMD is the Founder and President of Dental Technology Consultants. Dr. Lavine holds two prestigious certifications, the A+ Certified Technician designation and the Network+ Certified Professional. These designations demonstrate proficiency in computer repair, operating systems, network design and installation. Dental Technology Consultants provide dentists a full range of services relating to the implementation of technology.
Dr. Lavine can be reached directly at 1.866.204.3398.
Interested in speaking to Dr. Lavine about your technology concerns? Email him at Drlavine@thedentistsnetwork.net
Interested in having Dr. Lavine speak to your dental society or study club? Click Here.
|
Top 3 Rules for Overhead Management
Sally McKenzie CEO
Rounding out the list of leading causes for high practice overhead, right up there with too many employees on your payroll and raises that are based on longevity rather than productivity, is an under-producing hygiene department.
The hygiene department often presents a real challenge for dental practices because on the one hand, the schedule is booked out for months. On the other hand, appointment failures and no shows are continually pounding the production potential. Consequently, the hygienist is trying to patch together a productive day while the dentist is trying to patch together a profit.
How do you get it under control? Follow the three rules for hygiene overhead management. Rule #1- The hygienist’s salary should be no more than 33% of her/his production excluding the doctor’s fees. To determine how much the hygienist is producing, divide the hygiene salary for the past year by her/his production. If production is falling short, take a careful look at the schedule. The hygienist must be scheduled to produce at 3x her/his daily wage. Achieving that requires you allot the right number of hygiene days - enough to ensure patients don’t have to wait an inordinate amount of time for an appointment, yet not so many that the schedule is riddled with holes and hygiene salaries tip above 33% benchmark.
Determine approximately how many hygiene days the practice needs each week:
- Count the number of active patients – those seen in the past year for oral health evaluations.
- Multiply that figure by two, since most patients come in twice a year for oral hygiene appointments.
- Add the number of new patients receiving a comprehensive diagnosis per year. For example: your practice has 1,000 active patients + 300 new patients = 1,300 x 2 = 2,600 possible hygiene appointments.
- Now take that number and compare it to the hygienist’s potential patient load.
If the hygienist works four days a week, sees 10 patients per day, and works 48 weeks a year there are 1,920 hygiene appointments available. - Subtract that total from 2,600. You are losing nearly 700 appointments per year or 14 patients per week. In this scenario, the hygiene department should be increased 1.5 days per week.
If your practice schedules patients when they are due rather than pre-scheduling appointments, examine how far ahead patients are booked for appointments. If there are no openings in the hygiene schedule for a solid three-week period and some patients are being bumped into the fourth week, begin increasing the hygiene department’s availability in half-day increments. If you find there is more hygiene time than necessary develop a patient retention strategy and focus greater attention on filling those extra days.
Rule #2 – Improve your recall. Delegate responsibility for the recall system to a designated patient coordinator. This person – not the hygienist – is accountable for the system’s success and is given the time, tools, and training to ensure that the schedule is full and patients are in the chair at the designated time. In addition, this person should be expected to schedule a certain number of hygiene appointments and ensure that the hygienist achieves specific daily and/or monthly financial goals. They also should be responsible for following up with patients who have diagnosed but unscheduled treatment in their records. And they should be responsible for filling openings in the hygiene schedule.
A good patient coordinator typically can handle a patient base of 500 to 1000 on an average of 15 hours per week at an hourly rate of about $15. This is the type of position that will pay for itself quickly.
Rule #3 - Integrate a new system of patient recall education. At the next appointment, the hygienist should clearly explain the need for follow-up prophies and exams to the patient. Ask the patient to address the envelope in which their recall notice will be sent. The hygienist writes a personal message to the patient on the professionally written recall letter, noting something specific relating to that patient’s dental needs. Also included in the mailing is an educational brochure. I suggest the American Dental Association’s mini-brochure 5 Great Reasons to Have Your Teeth Professionally Cleaned.
Follow a few straightforward rules to make your hygiene department a full contributor to the success of your practice and enjoy greater profits and reduced overhead.
Sally McKenzie is CEO of McKenzie Management. a nationwide dental management, practice development and educational consulting firm. Working “on-site” with dentists since 1980, McKenzie Management provides knowledge, guidance and personalized systems that have propelled thousands of general and specialty practices to realize their potential. Sally can be reached directly at 1.877.777.6151
Interested in speaking to Sally McKenzie about your management concerns? Email her at Sally@thedentistsnetwork.net
To unsubscribe: To discontinue receiving theThe Dentist's Network Newsletter,
click on the link at the very bottom of this page for instant removal,
To report technical problems with this newsletter or to request technical help,
please send a descriptive email to: webmaster@thedentistsnetwork.net
To request services, products or general inquires about The Dentist's Network activities
please send a descriptive email to: info@thedentistsnetwork.net
Copyrights 2006 The Dentist's Network - All Rights Reserved.