1. Vision
1.1. Core Values
1.1.1. Create Raving Fans
1.1.2. Help make children's lives better
1.1.3. Optimal physiologic airway and breathing pattern
1.2. Core Focus
1.2.1. Airway Orthodontics
1.3. 10-year Target
1.3.1. Have an ongoing practice free from Dr. Raphael that is a model to the profression of what orthodontics should become in the future.
1.3.2. To replicate ourselves in other locations.
1.4. Markenting Strategy
1.4.1. Work with other professionals that have our goals for patient care
1.4.2. Make ourselves known to parents whose children need our services
1.4.3. Educate others to do what we do.
1.5. 3- year picture (2027)
1.5.1. To build a professional staff including pediatric dentist and an orthodontist, a Coaching staff, and a kick-ass clinical and adminsitrative team to attract these professionals.
1.5.2. Create a full handbook of all office posititons, policies, and procedures
1.5.3. To become a model to the profession and write a textbook about it that will lead the profession's progress in Airway
2. People
2.1. Org Board
3. Data
3.1. Office Manager
3.1.1. Completed Scorecard
3.1.2. Profits
3.2. Financial Coordinator
3.2.1. Collections/ Month
3.3. New Patient Coordinator
3.3.1. Initial Calls Records appts Consults Case STarts # Deposits Contracts $
3.4. Communication
3.4.1. Number of patients on the schedule each day
3.4.1.1. Target 35 on 2-doctor day
3.4.1.2. Target __ on 1 doctor day
3.4.2. Number of patients that arrive on time
3.5. Operatory Manager
3.5.1. Number of patients that finish on time.
3.5.1.1. Target = % of patients leaving on time.
3.6. Treatment Coordinator
3.6.1. Number of Patients in Active Treatment
3.6.2. Number of old categories left to empty out.
3.6.3. Do List
3.6.3.1. Number Undone Items on Do List
3.6.3.2. Avg # Day on the List
3.7. Myofunctional Coordinator
3.7.1. Number of Appts Scheduled
3.7.2. Number of No-Shows
4. Process
4.1. Goal
4.1.1. **Refine and Improve:** Continuously refine and improve the processes based on feedback and changing business needs. This ensures that the processes remain efficient and relevant.
4.1.2. **Ensure Consistency:** Make sure that everyone in the organization follows the documented processes consistently. This can be achieved through training and regular reviews.
4.1.3. **Document the Processes:** Write down each step of the identified processes in a clear, simple, and concise manner. This documentation should be easily understandable by everyone in the organization.
4.1.4. **Identify Core Processes:** Determine which processes are essential for your business operations. This usually includes major functions like sales, marketing, operations, and customer service.
4.1.5. The goal of focusing on "process" is to create a scalable and sustainable business model where all team members understand and follow the same procedures, leading to increased efficiency, consistency, and quality.
4.2. Processes
4.2.1. Management
4.2.1.1. Finances
4.2.1.2. Staffing
4.2.1.3. Scheduling
4.2.1.4. Facility
4.2.2. Marketing
4.2.2.1. Website
4.2.2.2. Social Media
4.2.2.3. Internal marketing
4.2.2.4. Communication with Treaters
4.2.3. Enrollment
4.2.3.1. New Patient Process
4.2.3.1.1. New Patient Coordinator
4.2.3.1.2. Treatment Planning and Consultation
4.2.3.2. Contracts, Informed Consent and Financials
4.2.3.3. First Appointment
4.2.4. Operations
4.2.4.1. Job Descriptions
4.2.4.2. Org Board
4.2.5. Customer Service
4.2.5.1. Communications
4.2.5.2. Appointments
4.2.5.3. Do List and keeping promises
5. Issues
5.1. Identify
5.1.1. List
5.1.1.1. Scheduling
5.1.1.1.1. Staff less dependent on Mel
5.1.1.1.2. More doctor power
5.1.1.2. Dr. Relations
5.1.1.3. Boost Mel as The Integrator
5.1.1.4. The Littles Program
5.1.1.5. 3D Printing
5.1.1.6. The Myofunctional Program
5.1.1.7. Yearly Targets
5.1.1.8. Managing the Operatory
5.1.1.9. Managing Barry
5.1.1.10. Records and Data
5.1.1.11. New Patient Process
5.1.2. Prioritize
5.2. Discuss
5.2.1. The Annual Session
5.2.1.1. Dee/Monte
5.2.1.1.1. Meeting Goals
5.2.1.2. Doctor Session
5.2.1.2.1. Doctors Planning
5.2.1.3. Staff Day
5.2.1.3.1. Billing and Financials
5.2.1.3.2. Scheduling and appointments
5.2.1.3.3. Records and Data
5.2.1.3.4. The Littles Program
5.2.1.3.5. The Myofunctional Program
5.2.1.3.6. New Patient Process
5.2.1.4. Dee/Monte
5.2.1.4.1. Review of Goals
5.2.1.5. Full Staff
5.2.1.5.1. Full Staff Meeting