TAKE TIME TO LOOK FOR EFFICIENCIES IN YOUR PRACTICE’S SYSTEMS

AT A recent event, I stepped outside to take a phone call. During the call, I casually watched the valets park cars. After the call, casual observation turned to purposeful watching with a new degree of respect for what seems like a nearly mindless task of, “take the keys, give a ticket, park the car, come back, and do it again.”

I learned two lessons:

First, a great customer experience relies on tightly run, efficient systems. In the case of valet parking, tickets are printed and scored in such a way that they allow for quick handing to the customer, as well efficient filing. When the ticket is attached to the keys, the filing system is very precise — in this case, the system ensures immediate retrieval when the customer presents the ticket stub.

Next, the valets didn’t just, “pull in to a space and get the next car.” Rather, they drove through the first spot and parked in the adjoining space in the next row, so that the front of the car faced outward. Retrieval was faster because the valet didn’t have to back out of the spot. Yes, once half the spaces were filled, it may have taken a few seconds longer to back a car into one of the remaining spaces, but the, “every other space” strategy had the same effect as backing the car in for 50% of spots, which would have taken longer.

What’s the big deal about tickets and parking? Both lead to my next observation about exemplary service.

“KEEP THIS ONE UP TOP”

In valet speak, “Up top” means as close to the venue as possible.

Just as airlines award frequent flyers and Amazon gives perks to Prime customers, the valets did the same. Big “in” tippers, (those who tipped when they handed the keys) vs. “out” tippers (who tipped on the way out) received “up top” spaces. That allowed for faster retrieval of their cars. When drivers of exotic cars requested, “please keep it up here,” their cars were also assured spots visible right outside the venue.

WHAT CAN WE LEARN?

Without question, increased efficiency usually translates to better customer service, which leads to happier employees and increased profits. The biggest challenges in our practices are usually efficient scheduling and eyeglass delivery times.

While technology continues to improve with both scheduling and eyeglass fabrication, think of things you can do — no matter how minute — to improve both.

For example, are all contact lens follow-ups allotted the same amount of time? What if anticipated easier visit (an experienced spherical wearer) were given less, leaving more time for more complex cases (new toric multifocal wearer)? Similarly, how about reserving “prime time” slots for your “prime” patients?

In your lab-ordering system, can you eliminate redundancies? If you have in-office-finishing, is the physical placement of tools and trays optimal? Can you take steps, again no matter how small, to streamline the process?

The moral of the story is that if something as rote and mundane as parking cars has specific efficiency-related nuances, then so will your practice. In fact, there will be many — you need to take the time to look for them! OM

DR. GERBER is the president of the Power Practice, a company specializing in making optometrists more profitable. Learn more at www.powerpractice.com , or call Dr. Gerber at (888) 356-4447.