Now rearrange the process or delete steps to create a new, more efficient process. Finalize the process by creating a clean, formal flow chart documenting it from beginning to end and place one copy in a practice systems binder and another within reach of the work area where the process will be executed.
You aren’t quite done yet. Just because you have a paper with an efficient and formal process doesn’t make it happen. Individual habits can be easy and effective, but hard to break. A little extra encouragement may be needed to achieve buy-in from your staff and to get everyone performing the new process. Be patient and understanding, and listen to your staff. They may help you to identify any kinks in your new system and help iron out problems to achieve greater efficiency.
Now that your new formal operational systems are in place, let’s revisit the opening scenario. Your practice administrator and all your staff walk out the door, and although you don’t know what day-to-day operations need to be completed, you pull out a binder that contains detailed processes for completing financial transactions, ordering supplies, and even for recruiting and hiring new staff. You are still inconvenienced, but you can function and produce outputs consistent with those produced by the former office administrator. Even training your new staff will be more efficient.
For more information on creating and implementing systems in your practice, contact Itara Barnes in the ACR’s practice advocacy department at (404) 633-3777 or [email protected].
