It's a concise summary of the week's previous metrics and breaks things down by provider. In keeping with our mantra of keeping data easier to read, accessible, and timely, it's kept to a single page in most instances. It includes several charts and metrics, all of which we'll break down below:

This section of metrics will detail each provider that had production and/or collections (income) at any point during the previous week. This table gives you the information on both your overall practice and insights into individual providers within your practice. There are several metrics that are broken down by providers. Only active providers who saw patients the previous week will be listed. These metrics include: net production, total income (payments), collection percentage, number of patients seen, net production per patient, hours worked, production per hour, and reappointment rate.

• Net Production - Net production is that production after all adjustments have been made.
• Total Income - All the payments made from all sources
• ColPct - Collection percentage is defined as the amount of production actually collected via payments (Total Income)
• PatsSeen - This is the actual number of patients that were seen that had appointment procedures completed and posted to their account ledger.
• ProdPerPat - This is the production per patient average for that day. Think of it as Net Production divided by PatsSeen.
• Hours - these hours are defined by your practice management schedule. If you don't select the hours or set the schedule in which you are open, this number will not give an accurate portrayal of this metric of the ProdPerHour metric.
• ProdPerHour - This is the production per hour from the previous week. Think of it as NetProd divided by Hours worked.
• ReAptRate - this is the ReAppointment rate for last week. Reappointment rate is also defined on the Morning Huddle Report.
  

You can also see some new metrics here. We are taking the number of patients seen by each provider, and dividing it by the Net Production total, giving you a Net Production per Patient metric. We have also taken the number of hours worked per provider, and divided that by the Net Production for the week, giving you a Production per Hour metric.

Open Dental will read hours directly from the working schedule. This is found in the SETUP Menu by selecting the SCHEDULES option. If you're not sure how to properly setup your schedule in Open Dental, we strongly encourage you to access the Open Dental manual online to obtain that information. This will have an effect on how we calculate those working hours for your practice and each provider. Eaglesoft and Dentrix do not have a setup or schedule in which they store this information in a data table that we can access, so we had to improvise. With Eaglesoft and Dentrix, we look at the time the first patient starts and the time the last patient ends, and for each provider, those determine the working hours.

This section you can see where your production from last week came from in the majority. This metric provides the Top 10 Procedures codes completed last week along with their production totals. These codes are organized by the Top-Most production posted from each code. It's important to know where your production comes from, and you may be surprised week by week, to learn what was completed during the course of last week and why your production may have been higher or lower than what you had expected.

Here you can see the Case Acceptance by patient, grouped by time frames. Case acceptance is defined as any patient who had an appointment, had at least one newly treatment planned-non-recall-procedure added to his or her chart, and whether or not that patient either completed or scheduled an appointment to complete one of those procedures. It also shows you how soon patients are scheduling their procedures in five different time frames: same day, within two weeks, within 30 days, scheduled any time after 30 days, or unscheduled.

For example, if patient John came into the office on Monday, had 4 crowns and 2 fillings treatment planned, but only scheduled one of the fillings for 3 weeks out, he would only be counted in the within 30 days time frame. He would not be counted in the unscheduled category. This way of looking at case acceptance is helpful, as it lets you know how effective your practice and team is at getting necessary appointments scheduled. Use this as a learning tool to identify opportunities to better train the office team in their scheduling practices or take a look at the communication between front desk and provider space, where sometimes appointments are lost in translation.