Root Cause Analysis versus Managing Symptoms in Your Chiropractic Practice
Root Cause Analysis versus Managing Symptoms in Your Chiropractic Practice
Chiropractors are no strangers to the root-cause analysis approach. Through careful observation, evaluation, and deductive reasoning, we can identify and address patients’ sources of health concerns. As a result, patients leave our office equipped with what they need to pursue greater health and vitality. Additionally, they develop confidence in the benefits of chiropractic care and are motivated to share it with others. This discovery process can produce equally powerful results when we apply it to our chiropractic practices.
Like any sustainable business, the success of a chiropractic office is measured by its growth. Whether practitioners evaluate that growth based on revenue, patient volume, retention, or a combination of factors, it is vital to maintain objectivity. With a systems-based outlook, we can assess areas where our practice falls short, identify the root cause of stunted growth, and debug the underlying issues for optimal performance. We can position our chiropractic practice for longevity in a competitive industry. More importantly, we can institute a level of efficiency and infrastructure that ultimately will pave the way for greater freedom and flexibility.
Maintain the Proper Structure for Growth
In chiropractic, we tell our patients that structure determines function. The same concept applies to your practice. Forming a proper foundation will set the stage for long-term growth. A chiropractor’s standing and expertise will certainly play a formative role in a practice’s reputation. However, quality care and efficiency should inform its legacy.
The long-term benefits of a systems-based operation mirror those of proper structure because that operation sets the stage for positive growth over time. Additionally, it allows chiropractors to take a step back from day-to-day operations.
They can enjoy a vacation or family affair with confidence that the practice will run efficiently in their absence. With systems and infrastructure in place, chiropractors can develop a self-sustaining practice whose reputation hinges on performance excellence — a valuable asset should they decide to retire or sell their practice.
Diagnose the Root Cause
A patient walks into his doctor’s office with a pebble in his shoe and excruciating foot pain. Thirty minutes later, the patient leaves with a prescription for a pain reliever, only to return days later with the same issue.
In the doctor’s attempt to help the patient, he addressed the symptom rather than the root cause. Had he removed the pebble in the patient’s shoe, he would have fully resolved the patient’s issue. Such an oversight is common among chiropractors as they evaluate their practice. They may choose to devote time, money, and energy to refining a single area of their practice — marketing strategies, hiring practices, or new patient acquisition — yet they see no signs of growth or profitability. Zeroing in on one aspect of a chiropractic practice without first conducting a rootcause analysis is the equivalent of taking a drug to mask a symptom. Chiropractors must objectively consider the genesis of operational deficiencies or slowed growth as they analyze their practice. Then they can diagnose and debug their practice in the most efficient manner.
Instead, they need a systematic diagnostic template that can be tailored to an individual practice’s situation. The template must be comprehensive and focused, covering all the critical bases of the business, and only those bases without requiring any waste of time or resources on less important matters. It also should lend itself to easy communication and action.
Recommend Adequate Infrastructure
When a patient comes in, the first step is not to adjust every vertebra in the spine. It takes a fair amount of investigation for chiropractors to determine which area of the spine is in need of care and plan accordingly. Likewise, doctors must carefully and objectively diagnose problem areas within their practice.
Developing specialized departments is essential in this effort. Although chiropractic is a service-based profession, the most efficient and effective clinics operate with a product-oriented mentality.
For example, consider the infrastructure of a pizza parlor. Each area of the kitchen is divided into specific stations responsible for yielding a particular product. The process begins with an individual who is well trained in the art of combining bread flour, yeast, and other ingredients to yield quality dough. The next station houses an individual who knows exactly how to spread the dough and distribute the sauce evenly. The next individual is responsible for carefully chopping and distributing toppings. He or she then passes their specific product onto an individual who puts it into the oven. The cumulative impact of each specialist’s respective product — quality dough, a hearty sauce, evenly distributed toppings— results in the ultimate final product of a high-quality, delicious pizza for which customers will pay. Because of the individual contributions of a trained and committed team, a pile of bread flour and yeast becomes something of worth and value.
How does this relate to chiropractic practice management? Proper infrastructure consists of specialized departments, featuring individuals with specific skills and know-how. Business development has the communication skills and know-how to engage a potential patient and yield a specific product — the moment when someone who had no prior interest in chiropractic care decides to visit the clinic for a consultation. Professionals in this department can accomplish this through public relations, social media, and digital marketing, as well as through various community outreach efforts, including lectures, fundraisers, sponsorships, and corporate health education programs.
The admissions department is charged with the responsibility of facilitating the intake process and crafting the first impression of an office. These professionals are trained to leverage specific branding tools and streamline the process of presenting information to increase each patient’s value for chiropractic care. The dough and sauce on our proverbial pizza are spread and passed along through the departments, which continue to build value in a very specific way.
These are just a few of the departments that help shape a patient’s experience. When chiropractic departments understand the most effective means of yielding their “products,” the collective impact of a clinic is far greater. Furthermore, categorizing by department gives chiropractors a clear starting point from which to assess their practices. Rather than taking on the task of overhauling all processes, he or she can use key performance indicators to objectively measure the quality of each department’s specific products, identify the source of underperformance, and take appropriate action.
Create an Adjustment Plan
Chiropractic clinic owners are more than just doctors; they are business owners too. Effective practice management requires an executive mindset:
• Know-how to develop departments within the organization
• Understand the significance of assigning a specific product to each department
• Objectively assess the quality of those products using specific key performance indicators
• Leverage data to create systems-based solutions
This data-driven approach can pave the way for systematic change that removes the pebble from the shoe while setting a practice on pace for measurable, sustainable growth.
0Dr. Karlos Boghosian is the founder and CEO of SoVita Chiropractic Centers with multiple locations throughout Connecticut and New Jersey. Dr. Boghosian is the Immediate Past President of The Federation of Chiropractic licensing boards, serves on the board of Directors of the National Board of Chiropractic Examiners and has been serving on the Connecticut Chiropractic Board of Examiners since 2015. Fluent in four languages and an extraordinary lecturer, he has presented to audiences worldwide including China and Canada. Visit www.sovitafranchise.com, email [email protected] or call 860-246-1400 to connect with a member of our franchise support team.
About SoVita Chiropractic Center
SoVita Chiropractic Center - a mission driven organization that strives to be America's most patient centered chiropractic institutionpresents qualified chiropractic owners with a franchised model for systems-based practice management. Chiropractors receive the support and guidance they need to identify the root cause of underperformance and debug that particular area with streamlined operations and infrastructure.
From marketing to personnel training and management to quality control and more, franchisees enjoy the convenience and cohesion of our time-tested systems. Additionally, the SoVita Chiropractic Center opportunity connects chiropractic professionals from all walks of life to share benchmarks and best practices within our dedicated brand alongside the chiropractic industry. As a result, franchisees learn to position their clinics for longevity and self-sufficiency.
Whether you are a long-time clinic owner, recent graduate or an associate chiropractor pursuing business ownership, it is time to invest in the legacy of your practice. Consider the opportunity to join the SoVita Chiropractic Center clinic franchise. Learn more about how our systems-based model can help you debug your practice and produce a valuable product within our growing market.
