Why the Traditional Method of Running an Oral and Maxillofacial Surgery Practice is no Longer Effective and Competitive When it Comes to Dental Implant Services

Examples of Operational Excellence in Healthcare:

Porsche Consulting implemented Operational Excellence methodologies within the Department of Cardiovascular Surgery at Freiburg University Hospital in Germany to identify weak points and, not only, eliminate waste but implement processes to safeguard against future inefficiencies. This resulted in the average patient stay time decreasing from 11.2 to 9.6 days and productivity increasing by 30 % (Source: Porsche Consulting – The Magazine, 2009).

At Virginia Mason Medical Center, the hospital reported increased profit margins, decrease in deaths, decrease in medication errors, 85% reduction in patient wait time for lab results, 93% increase in productivity, and inventory costs lowered by $1 million (Source: Going Lean in Health Care, a white paper by the Institute for Healthcare Improvement, 2005).

As an institution that integrates academia with patient care, Case Western Reserve University School of Dental Medicine located in Cleveland Ohio, implemented Operational Excellence by identifying their “primary customers” who were patients and students as well as their “secondary customers” who were faculty and staff. This effectively flipped the traditional hierarchy upside-down. The upper management of the school then prioritized resources towards the needs of their customers accordingly. (Source: Lean management- The Journey from Toyota to Healthcare, Sorin T. Teich, DMD, MBA, Fady F. Faddoul, DMD, MSc, 2013).

Solution:

Unlike traditional methodology in an oral surgery practice which surgeon is the boss and dictates to the patient what needs to be done, when it comes to large elective implant treatments such as full arch implant supported prosthetics, the practice focus should shift from surgeon to patient. Surgeons should practice to be a good listener. When a surgeon listens to the patient’s concerns and demand for the treatment, the surgeon will be more successful connecting with the patient. Satisfying the patient’s individual needs and expectations will set your practice apart.

Patient and Surgeon Interactions:

• The patient defines value (what he/she is willing to pay for)
• The surgeon should establish effective communication both ways during all consultations
  • What does the patient want?
  • What makes the patient happy?
• The surgeon must be able to deliver value to the patient
• The surgeon must support the decision making process of the patient
• The surgeon must deliver a unique and memorable experience

SROMS

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Volume 22.6