Great Care, Every Patient - A Physician’s Guide to Improving Any Process
Run your practice your way while maximizing the bottom line.
You know there are problems in your practice's operations. And you’ve tried to fix them.
You’ve set up new procedures, created guidelines for your staff, held a dozen meetings – yet the same issues seem to keep coming back over and over again.
The only way to make meaningful changes that stick in your practice is to find the root cause of the problem and nip it in the bud.
No one teaches you this in medical school
You learn everything you need to know to care for patients but practically nothing about running a practice.
But nearly 50% of physicians are owners, partners or associates in private practice. That means there are a whole lot of doctors out there running practices who learn as they go.
But just like you use exams, tests and images to discover what’s ailing a patient, you need to learn the tools that will help you discover what’s ailing your business.
- Why are costs always creeping up?
- How can you increase the quality of the time you spend with patients?
- Why are patient satisfaction surveys coming back so low?
When you work to discover what’s really causing your operational challenges, you’ll resolve them for good.
Don't make the same mistakes I did
Before I adopted the methods I teach in this course, I saw that there were problems in how my practice operated, but I approached them all wrong.
I assumed I knew what the real issues were.
I didn’t identify and include all the stakeholders.
I let scope creep overwhelm my team.
When you approach your challenges with the right mindset, successful change will come much more easily.
Meaningful change is hard
Improving patient care or cutting costs doesn’t come easy. It requires focus and deep analysis to achieve real results.
This process improvement course will teach you how to:
- Define your service
- Manage patient expectations
- Identify factors that affect quality
- Design a servicescape
- Manage the people and resources involved
- Benchmark processes and measure improvement
Learn from anywhere
Access this information from any device, in any location, at any time
What You'll Get
24 PDFs
Each lesson is accompanied by a PDF to complement what you learn.
24 streaming videos
Videos for each lesson teaching you how to improve processes.
24 audio lessons
An audio version of each lesson so you can learn anywhere, anytime.
Online group access
Join monthly group consulting calls to learn alongside other providers.
Course Contents
Introduction
- Welcome
- The four P’s of exemplary patient care
- Mindset
Defining your service
- Characteristics of service
- What's your process? - The service concept
Connecting
- Connecting with your patients - managing their expectation & factors that affect your quality
Designing and delivering
- The servicescape
- Types of flow charts
- Creating the maps
- How to create swimlane charts
- Managing the process
- Managing people
- Managing resources
- Bottlenecks and queues
Improving
- A Checklist for improvement
- Plan-do-check-act
Conclusion
- Summary
Frequently Asked Questions
Immediately after purchase, you’ll receive an email with links to the materials, so you can get started right away.
You'll have access for one year. If it takes you longer than a year to get through the material, we can talk...
Both the audio and video files will play in any web browser, including on mobile devices or tablets.
About Me
I’m Dr. David Norris, MD, MBA, CPE. I’m a practicing physician who helps other medical professionals create the practice they want.
As a leader in my group practice, I was bothered when we breezed through the financials in our meetings. I knew there must be useful information hiding in those numbers. When my colleagues later elected me president, I knew I had to make a change.
I knew we could no longer afford to give glancing attention to income statements, balance sheets and cash flow statements – the very lifeblood of our business. Our staff and our families were counting on us to dig down into the numbers and make better decisions about the business.
So I went back and got my MBA.
I learned everything I could about the business of running a medical practice, including how to deal with the financials, how to successfully negotiate to protect our interests, and how to improve the tactical operations of our practice.
Earning my MBA was invaluable to me, my family and my business, but it also cost me hundreds of hours away from all that. So I’ve put the best of what I learned – and what I’ve seen work every day in my practice – into simple, effective courses that will help you maximize your practice in far less time.
