Daily opening for office manager - production, huddle, financials.
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Add this checklist Browse moreCalculate expected production vs goal.
A goal nobody states is a goal nobody works toward. Knowing at nine that the day is short gives the team all day to fill it, instead of discovering the shortfall at close.
1. Total the scheduled production for the day. 2. Compare it against the daily goal. 3. Identify the gap in dollars. 4. Bring that number to the huddle.
Lead 10-15 min team meeting.
The huddle is the only point in the day when the whole team shares the same picture. Practices that skip it discover problems patient by patient instead of all at once.
1. Gather the full team for ten to fifteen minutes. 2. Walk the schedule, naming risks and opportunities. 3. Confirm coverage and roles. 4. End with the production goal and one focus for the day.
Ensure all roles are covered.
An uncovered role is only discovered when someone needs it, usually mid-procedure. Assigning explicitly at the start turns a crisis into a scheduling decision.
1. Confirm who is covering each operatory, the front desk and sterilization. 2. Name a backup for anyone out. 3. Say the assignments out loud in the huddle so there is no ambiguity.
Analyze collections vs production.
Production is what you scheduled; collections are what you actually received. A widening gap between them is the earliest warning of a billing problem, and it is only visible if someone looks daily.
1. Pull yesterday's collections and production. 2. Calculate the collection ratio. 3. Investigate anything materially below your normal range. 4. Track the figure over time rather than reacting to one day.
Review overdue tasks from previous day.
A task that rolls over unnoticed becomes a task nobody does. Reviewing overdue items daily is what keeps a checklist system honest instead of decorative.
1. Open the overdue view. 2. Reassign or reschedule anything still open. 3. Ask why anything required was missed, since a repeatedly missed step usually means the step is wrong, not the person.
Check aging claims and denials.
Claims age quietly and payers use every day of it. A claim caught at thirty days is usually collectable; the same claim at ninety often is not.
1. Open the aging report. 2. Work anything past thirty days first. 3. Resubmit or appeal denials with the documentation they asked for. 4. Note payers that deny repeatedly for a pattern conversation.
Review alerts and order needed supplies.
Running out of a material cancels the procedures that need it. Ordering on a schedule rather than on discovery is the difference between a delivery and an emergency courier fee.
1. Review low stock alerts and par levels. 2. Consolidate into one order per vendor to limit shipping cost. 3. Place the order. 4. Note expected delivery against any procedure that depends on it.
Review notes for accuracy and compliance.
An incomplete clinical note is a compliance exposure and a claim that will be denied for lack of documentation. Reviewing within a day is when the provider still remembers the appointment.
1. Review yesterday's notes for completeness. 2. Confirm each supports the codes billed. 3. Return anything unsigned or thin to the provider today, while the detail is still fresh.