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This gives you a starting point to make efficient change in the practice and your policies.
In this example, Hygienist #3 was just better at recall and Hygienist #2 was better at upselling/cross-selling.
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Cross training can be done between staff and if you do the math of an additional /patient for two of the hygienists and an additional a day for two other hygienist, this practice could add another ,000 month by just cross-training.
I would advise a consultant come in at some point to up those production numbers but this is something that can be done today and isn’t too difficult to setup.
If our ideal hygienist’s production is 5/day, then should we expect them to be there tomorrow? But you need to be realistic sometimes and there is nothing wrong with tiering that goal to be a three month process (/month increase in daily average) You can bribe them, but I wouldn’t.
For example, the Hygiene Production to Total Production number is less than ideal.
There are other numbers that look less than optimal, but remember, focus on one improvement at a time. is from June-August’s numbers that aren’t entered yet.
Some will be available in your practice management software or PMS for short.
(But since I own this how to guide on KPI tracking, I’m going to call them what they are, POS) The rest you can get from your accountant if you aren’t sure on the rest .
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Once you get to this point, you should be able to see some pretty interesting trends in your production.