When declining reimbursements seem out of control, many physicians focus on the more manageable side of the business equation: costs.
When declining reimbursements seem out of control, many physicians focus on the more manageable side of the business equation: costs. And rightly so. But you need to keep a close, wise eye on costs rather than just cutting willy-nilly. Here are some steps to consider:
Total costs ÷ number of total patients seen within that period
If you have a more sophisticated system, then break down this result into cost subcategories, such as new patients, established patients, inpatients, diagnostic procedures, and so forth.
Take a hint from experts such as W. Edwards Deming, a mid-20th century productivity consultant known best for his contributions to manufacturing methods in Japan. Deming found that fully 25 percent of any one individual's work is in fact rework; that is, redoing what could have been done right the first time or performing redundant or unnecessary work. Look for opportunities to shave rework. For example, run a report on claims denial reasons. How many claims could have been done right the first time, meaning 100 percent correct demographics, insurance information, and coding, had just a little more care been taken, forgoing the need for follow-up?
Study your monthly financials, compare them to your budget, address the most expensive areas first, and then measure your success month-to-month and year-to-year.
Owen Dahl, FACHE, CHBC, is a nationally recognized medical practice management consultant with over 24 years of experience in consulting for and managing medical practices, and he is the author of Think Business! Medical Practice Quality, Efficiency, Profits. He can be reached at odahl@houston.rr.com or 281 367 3364.
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