Scheduling for service-based operations can be one of the most difficult variables to balance due to the human factors involved. These factors could include such variables as the degree of difficulty in servicing an individual, different need levels, repeat customers vs. new customers, and routine vs. emergency priorities. However, it is possible with the right tools to develop an efficient and balanced service-based operation.
Before you begin, be sure to review the following resources:
Read the case Keep Patients Waiting? Not in my Office found on page 672 in your text (the following):
Case: Keep Patients Waiting? Not in My Office
Good doctor–patient relations begin with both parties being punctual for appointments. I am Dr. Schafer, and being punctual is particularly important in my specialty: pediatrics. Parents whose children have only minor problems don’t like them to sit in the waiting room with really sick ones, and the sick kids become fussy if they have to wait long.
But lateness—no matter who’s responsible for it—can cause problems in any practice. Once you’ve fallen more than slightly behind, it may be impossible to catch up that day. And although it’s unfair to keep someone waiting who may have other appointments, the average office patient waits for almost 20 minutes, according to one recent survey. Patients may tolerate this, but they don’t like it.
I don’t tolerate that in my office, and I don’t believe you have to in yours. I see patients exactly at the appointed hour more than 99 times out of 100. So there are many GPs (grateful patients) in my busy solo practice. Parents often remark to me, “We really appreciate your being on time. Why can’t other doctors do that, too?” My answer is “I don’t know, but I’m willing to tell them how I do it.”
Booking Appointments Realistically
The key to successful scheduling is to allot the proper amount of time for each visit, depending on the services required, and then stick to it. This means that physicians must pace themselves carefully, receptionists must be corrected if they stray from the plan, and patients must be taught to respect their appointment times.
By actually timing a number of patient visits, I found that they break down into several categories. We allow half an hour for any new patient, 15 minutes for a well-baby checkup or an important illness, and either 5 or 10 minutes for a recheck on an illness or injury, an immunization, or a minor problem like warts. You can, of course, work out your own time allocations geared to the way you practice.
When appointments are made, every patient is given a specific time, such as 10:30 or 2:40. It’s an absolute no-no for anyone in my office to say to a patient, “Come in 10 minutes” or “Come in a half-hour.” People often interpret such instructions differently, and nobody knows just when they’ll arrive.
There are three examining rooms that I use routinely, a fourth that I reserve for teenagers, and a fifth for emergencies. With that many rooms, I don’t waste time waiting for patients, and they rarely have to sit in the reception area. In fact, some of the younger children complain that they don’t get time to play with the toys and puzzles in the waiting room before being examined, and their parents have to let them play awhile on the way out.
On a light day, I see 20 to 30 patients between 9 a.m. and 5 p.m. But our appointment system is flexible enough to let me see 40 to 50 patients in the same number of hours if I have to. Here’s how we tighten the schedule:
My two assistants (three on the busiest days) have standing orders to keep a number of slots open throughout each day for patients with acute illnesses. We try to reserve more such openings in the winter months and on the days following weekends and holidays, when we’re busier than usual.
Initial visits, for which we allow 30 minutes, are always scheduled on the hour or the half-hour. If I finish such a visit sooner than planned, we may be able to squeeze in a patient who needs to be seen immediately. And, if necessary, we can book two or three visits in 15 minutes between well-checks. With these cushions to fall back on, I’m free to spend an extra 10 minutes or so on a serious case, knowing that the lost time can be made up quickly.
Parents of new patients are asked to arrive in the office a few minutes before they’re scheduled in order to get the preliminary paperwork done. At that time, the receptionist informs them, “The doctor always keeps an accurate appointment schedule.” Some already know this and have chosen me for that very reason. Others, however, don’t even know that there are doctors who honor appointment times, so we feel it’s best to warn them on the first visit.
Fitting in Emergencies
Emergencies are the excuse doctors most often give for failing to stick to their appointment schedules. Well, when a child comes in with a broken arm or the hospital calls with an emergency Caesarean section, naturally I drop everything else. If the interruption is brief, I may just scramble to catch up. If it’s likely to be longer, the next few patients are given the choice of waiting or making new appointments. Occasionally, my assistants have to reschedule all appointments for the next hour or two. Most such interruptions, though, take no more than 10 to 20 minutes, and the patients usually choose to wait. I then try to fit them into the spaces we’ve reserved for acute cases that require last-minute appointments.
The important thing is that emergencies are never allowed to spoil my schedule for the whole day. Once a delay has been adjusted for, I’m on time for all later appointments. The only situation I can imagine that would really wreck my schedule is simultaneous emergencies in the office and at the hospital—but that has never occurred.
When I return to the patient I’ve left, I say, “Sorry to have kept you waiting, I had an emergency—a bad cut” (or whatever). A typical reply from the parent: “No problem, Doctor. In all the years I’ve been coming here, you’ve never made me wait before. And I’d surely want you to leave the room if my kid were hurt.”
Emergencies aside, I get few walk-ins, because it’s generally known in the community that I see patients only by appointment except in urgent circumstances. A nonemergency walk-in is handled as a phone call would be. The receptionist asks whether the visitor wants advice or an appointment. If the latter, the earliest time available is offered for nonacute cases.
Taming the Telephone
Phone calls from patients can sabotage an appointment schedule if you let them. I don’t. Unlike some pediatricians, I don’t have a regular telephone hour, but my assistants will handle calls from parents at any time during office hours. If the question is a simple one, such as “How much aspirin do you give a one-year-old?” the assistant will answer it. If the question requires an answer from me, the assistant writes it in the patient’s chart and brings it to me while I’m seeing another child. I write the answer in and the assistant relays the information to the caller.
What if the caller insists on talking with me directly? The standard reply is “The doctor will talk with you personally if it won’t take more than one minute. Otherwise, you’ll have to make an appointment and come in.” I’m rarely called to the phone in such cases, but if the person is very upset, I prefer to take the call. I don’t always limit it to one minute; I may let the conversation run two or three. But the caller knows I’ve left a patient to talk and tends to keep it brief.
Dealing with Latecomers
Some people are habitually late; others legitimate reasons for occasional tardiness, such as a flat tire or “He threw up on me.” Either way, I’m hard-nosed enough not to see them immediately if they arrive at my office more than 10 minutes behind schedule, because to do so would delay patients who arrived on time. Anyone who is less than 10 minutes late is seen right away but is reminded of what the appointment time was.
When it’s exactly 10 minutes past the time reserved for a patient who hasn’t appeared at the office, a receptionist phones the person’s home to arrange a later appointment. If there’s no answer and the patient arrives at the office a few minutes later, the receptionist says pleasantly, “Hey, we were looking for you. The doctor’s had to go ahead with other appointments, but we’ll squeeze you in as soon as we can.” A note is then made in the patient’s chart showing the date, how late the person was, and whether I saw the patient that day or at another appointment. This helps us identify the rare chronic offender and take stronger measures if necessary.
Most people appear not to mind waiting if they know they themselves have caused the delay. And I’d rather incur the anger of the rare person who does mind than risk the ill will of the many patients who would otherwise have to wait after coming in on schedule. Although I’m prepared to be firm with parents, this is rarely necessary. My office in no way resembles an army camp. On the contrary, most people are happy with the way we run it, and tell us so frequently.
Coping with No-Shows
What about the patient who has an appointment, doesn’t turn up at all, and can’t be reached by telephone? Those facts, too, are noted in the chart. Usually there’s a simple explanation, such as being out of town and forgetting about the appointment. If it happens a second time, we follow the same procedure. Third-time offenders, though, receives letters reminding them that time was set aside for them and they failed to keep three appointments. In the future, they’re told, they’ll be billed for such wasted time.
That’s about as tough as we ever get with the few people who foul up our scheduling. I’ve never dropped a patient for doing so. In fact, I can’t recall actually billing a no-show; the letter threatening to do so seems to cure them. And when they come back—as nearly all of them do—they enjoy the same respect and convenience as my other patients.
Questions
What features of the appointment scheduling system were crucial in capturing “many grateful patients”?
What procedures were followed to keep the appointment system flexible enough to accommodate the emergency cases, and yet be able to keep up with the other patients’ appointments?
How were the special cases such as latecomers and no-shows handled?
Prepare a schedule starting at 9 a.m. for the following patients of Dr. Schafer:
Johnny Appleseed, a splinter on his left thumb.
Mark Borino, a new patient.
Joyce Chang, a new patient.
Amar Gavhane, 102.5 degree (Fahrenheit) fever.
Sarah Goodsmith, an immunization.
Tonya Johnston, well-baby checkup.
JJ Lopez, a new patient.
Angel Ramirez, well-baby checkup.
Bobby Toolright, recheck on a sprained ankle.
Rebecca White, a new patient.
Dr. Schafer starts work promptly at 9 a.m. and enjoys taking a 15-minute coffee break around 10:15 or 10:30 a.m.
Apply the priority rule that maximizes scheduling efficiency. Indicate whether or not you see an exception to this priority rule that might arise. Round up any times listed in the case study (for example, if the case study stipulates 5 or 10 minutes, then assume 10 minutes for the sake of this problem).
Instructions
After you have thoroughly read the case, answer the 4 questions listed below. Your answers must be detailed and thorough, addressing the questions completely. It is acceptable to list the questions numerically in your response.
There were “many grateful patients” when the appointment scheduling system was implemented. What was the root cause of the satisfied customers?
What were the procedures that enabled flexibility to fit in emergencies as well as standard appointments?
How were no-shows, emergencies, and special cases processed?
Prepare a schedule assuming that there are four new patients and six follow-up or minor patients to be seen. Assume that Dr. Schafer starts at 9:00 am with a 10-minute break and apply the priority rule.
Submit your assignment in a Word document using the directions below.
Rubric
Content
• All requirements of the assignment are met. • Content demonstrates sufficient elaboration on subject. • Exhibits critical thinking skills. • Reflects a logical sequence and order.
Justification
Argument is well supported using a rational and logical reasoning.
Mechanics
• Responses are written at the graduate level with proper punctuation, grammar, and mechanics. • Follows APA Style. • Paper is 1-3 pages in length.