We’ve all been there.
You mosey (at least I do) into a doctor’s office for the first time and the experience is practically identical to almost every other first visit to almost every other doctor’s office.
You get handed a clipboard of paper forms to fill out, as if they don’t know you from Adam. Yet you have an appointment, so they already know your name and at least some (if not all) of your contact info.
The forms usually require that you repeat yourself, filling out the same contact, insurance and referral info over and over again because the office’s intake process that hasn’t been examined for efficiency, functionality or intelligence. In many cases, the forms are copies of copies of copies as if no one has a clue where the original is.
The process almost always seems to make you feel as if your time is worth nothing – and in fact, as if theirs isn’t worth all that much either.
That’s what they call what happens to you when you enter a doctor’s office – you go through their “intake process”. Maybe if they called it “New Patient Welcome”, it might become a more patient-friendly, efficient, intelligent process that becomes a(nother) competitive edge for them.
It isn’t just about the doctors though.
You’ll find a similar situation when being “welcomed” to many service businesses. In those cases, the business hasn’t gone to the trouble to transform their “first impression process” from the lowest common denominator to “welcoming, efficient (cheaper, more accurate, time-saving) and intelligent”.
As a result, new customers experience the same process as a customer who has been coming there for 20 years. Not necessarily a positive thing.
What really stands out is the process at a business that has studied what they do, why they do it and made (often minor) changes to streamline the process.
You may have seen some of those. Some offices, usually those of orthodontists or chiropractors, offer a completely different front office patient experience. The reason is that the “practice management” industry is better at getting into their offices than those of other specialties. The best practice management firms excel in making the processes of medical/dental practices more welcoming, efficient, intelligent and yes, profitable.
Most doctors and dentists (and their office managers) could learn a thing or twenty simply by making a friend of a local chiro or orthodontist and sitting in their office, observing what happens when a new patient comes in.
Yes, I said a doctor’s office could learn from a chiropractor’s office. Get over the AMA vs. chiro religious argument for a moment, please.
Don’t be the LCD
Most intakes are at the lowest common denominator. If you are going to stand out, you have to do things differently better and *constantly* be on the lookout for ways to improve. Not just the care/service you deliver, but how you deliver it.
While I realize that there are some legal hoops to leap through (HIPAA, for example), when I am referred from one doctor to the next and the originating doctor’s office actually makes an appointment for me, we’ve already crossed a line.
Upon referral, there is zero good reason (including HIPAA, unless you’re lazy) that I should have to sit down and fill out forms that contain contact, emergency, insurance and holy cow, which doctor’s office referred me (remember, they made the appointment for me). Likewise, I shouldn’t have to write that info multiple times on different pieces of paper.
That leaves me open to making mistakes, introducing errors from my horrid penmanship, while creating unnecessary work of your staff, since they’ll have to interpret my hieroglyphics and enter the info into the office computer (once again introducing opportunity for errors).
I’m not talking about putting the Fed’s Universal Health Care Data Chip in my head. I’m talking about streamlining processes and creating efficiency – and yes, within the bounds of the law.
As you might have guessed, I had this joyous experience recently.
After the initial paperwork lovefest, I was pleased to see a tablet pc used to get a “reservation” started for day surgery (nothing serious, relax folks), but disappointed to find that the doctor had been nailed for $30K for the tablet system. Despite that price tag, it still didn’t communicate directly with the hospital that was so close to his office, I could peg the day surgery front door with a baseball from his parking lot.
Doc sounded confident that process of integrating with hospital systems was underway and I hope he’s right. At the time, it seemed like a waste to fill out a form on a tablet pc and then print it out and walk it across the street where someone else will likely scan it and/or re-type the info yet another time.
Can you say increased health care costs? Yes, I thought you could.
While few probably have sympathy for the medical industry because of the “class warfare training” we get from the media, this isn’t just about the medical business.
Can you remember the last time you walked through your business’ intake process and experienced what your patients (clients) deal with? Even if you change oil in 19 minutes or less, you still have an intake process.
I’ve found businesses doing things because of the ways things had to happen back in the days of mimeograph machines, or because of the limitations of 1990s-era fax quality.
Why are we even talking about such things? Neither should be a barrier to improving processes today.
How To Fix It
- Follow the paper
- Remove what you don’t need.
- Tell them how long it’ll take.
- Don’t waste their time.
- Use what you already know.
- Don’t treat them like cattle. If Temple Grandin could improve the design of your intake process, you’re doing it wrong.
Your goals: Get your work done efficiently and intelligently. Send me home in a frame of mind that has me unable to stop talking to my friends and family about something as mundane (yet “Wow”) as a doctor’s office visit.