Hours spent preparing reports each month
The direct time saving for the office manager.
Dentrix, Eaglesoft and Open Dental all produce reports, plenty of them. The trouble is assembling the few numbers that matter, such as production and collections by provider, hygiene reappointment, case acceptance, new patients and AR, into one view the dentist and office manager trust. In many practices someone exports reports on Monday, pastes them into a spreadsheet, and the totals disagree with the huddle sheet.
KPI dashboards for a dental practice means agreeing a short list of measures and definitions, pulling them from the practice management system automatically, and reviewing them weekly with the people who act on them. Analytics tools like Dental Intelligence or Jarvis Analytics may already cover most of this. The real work is choosing the right tool, settling definitions and building a weekly habit around the numbers.
Choose eight to twelve measures, such as gross and net production, collections, hygiene reappointment, case acceptance, new patients, no-shows and AR over 60 days, and write down how each is calculated.
Compare an existing analytics product, your practice management system's own dashboards and a custom report on cost, accuracy and what the team will actually open.
Connect the chosen tool to your practice management system and accounting so numbers refresh daily or weekly without anyone exporting reports by hand.
Use the dashboard in a short weekly meeting with the office manager and dentist, and in the morning huddle for daily items such as open hygiene time.
Reconcile dashboard figures with the practice management system and QuickBooks each month until they match, then spot check them quarterly after that.
How we deliver this: AI automation for small business or fractional CTO leadership, scoped in writing and run over 90 days. See pricing or the sample scope.
The direct time saving for the office manager.
Trust depends on accuracy, so this is checked first.
A dashboard only helps if people use it, so the habit itself is measured.
Shows whether the numbers lead to changes in scheduling, staffing or follow-up.
For example, the owner of two Denver-area offices suspects the newer one is underperforming but cannot tell why, because each office manager builds reports differently. After agreeing definitions and connecting both offices to one analytics tool, the weekly view shows similar new patient numbers but a lower hygiene reappointment rate and more unscheduled treatment at the newer office. The owner focuses coaching there and tracks both measures monthly. Illustrative of what consistent definitions can reveal.
In the first 30 days we would collect the reports your team uses today, ask the owner and office manager which decisions they make each week, and write definitions for a short list of measures. Then we compare two or three tool options and agree which one to set up for the pilot.
Not always. Analytics products save a lot of setup and are built around dental metrics, but they add a monthly cost. A single office with a disciplined office manager may get enough from built-in practice management reports. Multi-location groups usually benefit more from a dedicated tool. We would compare options against what you actually need to see.
It depends on your goals, but most practices benefit from watching production and collections by provider, hygiene reappointment, case acceptance, new patients, no-show rate and AR over 60 days. A few measures reviewed weekly beat a long list reviewed quarterly. We would agree a short list with the owner and office manager and add others only when a decision depends on them.
Usually definitions and timing. Production may be scheduled, gross or net of adjustments; collections may be counted by posting date or service date; new patients may include returning patients with new charts. Writing down definitions and using one source for each number is often the most valuable part of a dashboard project.
Illustrative defaults for a dental practice. Replace them with your numbers.
a month in staff time, before any lost sales
Illustration only, not a forecast or guarantee. Recovered staff time becomes a cash saving only if spending actually declines or the time goes into paid work. Tool costs are an assumption; we replace every number here with yours before recommending a scope.
KPI and pipeline dashboards: full guide
In 30 minutes we look at one recurring workflow, what it costs you today and whether there is a credible case to improve it. If there is not, we will say so.
30 minutes with Phil or Martin. No technical brief, no pitch deck. Phil or Martin replies personally, usually within one business day.