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See the TDSC difference.

TDSC’s team of practice management advisors provides solutions to our member-clients’ challenges with practice-changing results.

Solo practitioner seeks to grow his Bay Area patient base.

Member-client challenge: To curb a loss of patients

  • Marketing plan had not been updated in five years.
  • Practice had a 3-5 percent loss of patients each year.
  • Office has no website or online presence.
  • New receptionist was not adequately trained.

TDSC solution:

  • Create a new, up-to-date marketing plan.
  • Train staff on scheduling, new patient interviews and patient intake.
  • Establish internal and external marketing protocols.
  • Build a website, create a Facebook page and monitor Yelp.

Impact on practice:

  • Annual growth is now 5 percent year over year.
  • Patients now refer friends and family.
  • Patient retention and growth are no longer a problem.

Improving business skills translates to more patients for experienced periodontist.

Member-client challenge: To improve business systems and hone leadership skills

  • Periodontal practice profitability was inconsistent.
  • One contracted PPO facilitated 25 percent of patients.
  • Most new patients were referrals from GPs.
  • Office manager was resistant to systems change.
  • Outdated employee manual in use.

TDSC solution:

  • Develop synergy between specialty practice and general practitioner.
  • Develop a new employee policy manual.
  • Create a study group for core referral services.
  • Office manager became a true business manager.

Impact on practice:

  • Solidified referral base and increased new patient counts.
  • Transitioned out of the PPO, while retaining PPO patients.

Morale boost means higher hygiene numbers for Sacramento-based group.

Member-client challenge: To increase hygiene production numbers

  • Hygiene production was inconsistent between full- and part-time staff.
  • Concerns that schedule changes would hurt morale.

TDSC solution:

  • Develop an action plan outlining production number expectations.
  • Increase hours for high-producers; reduce hours for underperformers.

Impact on practice:

  • Average hygiene production increased by $96,000 annually.
  • Underperforming hygienists stepped up to try to match the highest producers.
  • The schedule change boosted morale, rather than hurt morale.

Prepping for retirement at small-town practice.

Member-client challenge: To increase productivity leading up to retirement

  • Part-time hygienists were not truly committed to the practice.
  • Hygienists did not engage in patient management or scheduling.
  • Office staff neglected the hygiene schedule, leaving many vacant appointments.

TDSC solution:

  • Offer one hygienist a full-time position to improve engagement.
  • Assign a front office staff member to the hygiene schedule.
  • Ensure the dentist introduces the hygienist to the patient ("hygiene hand-off").

Impact on practice:

  • The full-time hygienist developed stronger relationships with patients, addressing their individual needs and educating them on oral health.
  • A front office employee was designated hygiene coordinator.
  • Hygiene became a focus of the practice and the department grew, with few vacant appointments.
  • Production increased from $800 to $1,200 per day.

"Not only are patients receiving better care from the same friendly hygienist, they are also getting a personal approach from the front office, and appointments are filled daily."

Collaboration is key at high-producing East Bay office.

Member-client challenge: To smooth interpersonal relationships among staff

  • Employees were unable to work together efficiently.
  • Employees were often late and there was little accountability.
  • The office manager's decisions were often undermined.
  • No time was set aside to train a new part-time receptionist.

TDSC solution:

  • Office manager should host an all-staff meeting to review office policies and reset expectations.
  • Include the office manager in all discussions regarding staff issues.
  • Schedule dedicated training for the receptionist.

Impact on practice:

  • Strengthened relationship between dentist and office manager.
  • Team members regained focus and worked to meet expectations.
  • The receptionist flourished, becoming benefits coordinator and hygiene scheduler, resulting in two additional days of hygiene.

"Overall, the energy in the office was incredibly positive and they all seemed to be functioning with purpose."

High-producing urban group aims to streamline office procedures.

Member-client challenge: To improve the new patient experience at a large practice

  • Front office was disorganized and inefficient.
  • Patients reported unnecessary wait times.
  • Patients were not returning to office for treatment.

TDSC solution:

  • Each front office employee was assigned one dentist/specialist.
  • Each employee checks patient eligibility two days in advance of appointment.
  • Patients encouraged to fill out medical history ahead of time.
  • Office staff participated in team building activities and customer service training.

Impact on practice:

  • Average time of first office visit reduced from 102 to 60 minutes.
  • More time available to provide great customer service.
  • Total production increased from an average of $260,000 to $320,000.

"Creating specific assignments for each employee and giving clear expectations is essential to be able to lead a well-functioning team. It empowers employees and gives them a sense of ownership."

Restructuring wages proves a challenge for Riverside dentist.

Member-client challenge: To transition hygienists from per-diem to hourly wage

  • As non-exempt employees, hygienists are subject to overtime, sick pay, meal and rest periods.
  • Hygienists were not clocking in or out, sometimes working through their lunch periods or working overtime.
  • Violating the Fair Labor Standards Act can have detrimental consequences to a practice.

TDSC solution:

  • Determine each hygienist's average daily production and divide by 8 to calculate hourly rate.
  • Develop a tiered incentive program based upon average daily production goals.
  • Implement staff training and increase focus on patient care and scheduling.

Impact on practice:

  • Hygienists increased average daily revenue, thus their hourly rate of pay.
  • Hygiene revenue increased from 25 percent to 29 percent of total revenue.
  • Patient's acceptance for treatment for periodontal conditions increased from 30 percent to 40 percent.
  • Patient retention increased from 64 percent to 80 percent.