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Biomedical subjects

Roger P Levin

Publications and source records attributed to Roger P Levin.

At least 19 recordsLinked to original sources
PubMed2003

Helping your patients overcome dental phobia.

Dental phobias stem from various sources and can lead to strongly conditioned fear responses. The following are the most common origins of dental fear: Previously painful or negative experiences during visits to a dentist's office. A severe discomfort with feeling vulnerable and/or out of control in a dental situation. A sense of embarrassment from dental neglect and fear of ridicule and/or belittlement. Scary anecdotes of negative dental experiences from family and friends. Negative, menacing portrayals of dentists in movies, television, newspapers, and magazines. A sense of depersonalization in the dental process, intensified by today's necessity for the use of barrier precautions, such as masks, latex gloves, and shields. A general fear of the unknown. Once you recognize the possible sources of your patients' fears, you will be in a much better position to help them identify and overcome their particular brand of dental phobia.

Attention↗
PubMed2003

Increasing hygiene productivity.

Dentists have many opportunities to expand the role of dental hygienists and provide patients with better oral health care, while increasing production and profits. But the proper business systems and verbal skills need to be incorporated. You must train hygienists to do all they can do for every patient. Begin with one service and add others, as the hygienists becomes familiar with each one. Set a goal of a 15% increase in production per year for the hygiene department. Clinicians using these strategies have experienced as much as a 100% to 200% increase in hygiene revenue during the first year of incorporating these services. An added benefit is that these dentists often see a substantial increase in dental treatment diagnosis and case acceptance. An effective and efficient hygiene department will often identify and help secure more than 50% of a doctor's production.

Dental Hygienists↗
PubMed2003

Overcoming technology mistakes.

You do not always need to purchase the very best technology for every situation. Dentists spend a great deal of time trying to find out from gurus and experts which technology is the best. I personally believe that it is far more important to acquire technologies that will integrate into your office properly, provide you with a solid return on investment, and make you productive and profitable rather than simply acquiring the best technologies available. The best method for achieving this objective is the development and implementation of a well-thought out and properly researched technology plan.

Efficiency, Organizational↗
PubMed2003

The value of dentures.

Dentures may be boring, but they are a major part of dentistry, and will be for the foreseeable future. While implants are growing in popularity, there will always be patients who opt for dentures. It is your duty to inform patients of the need to have their dentures remade periodically, to ensure excellent oral care. Be sure to manage patient expectation and to create an effective system for prompt payment. This will enable you to help patients achieve good oral health, while maximizing your profit.

Dentist-Patient Relations↗
PubMed2003

Understanding management systems. Part I of the dental management pyramid series.

The Levin Group Management Pyramid can act as your guide in understanding the future direction of your practice. Keep in mind that you cannot move from one level to the next until you have addressed all aspects of the level you are in. In many cases, dentists attempt to move up the pyramid without completing each level, leaving incomplete management in other areas. That is why I will not provide you with the details of each level at the same time. It is better to present one level at a time and master it before presenting the next level. Trying to master all of the levels simultaneously will ultimately result in stress, increased overhead, staff turnover and the other issues that will keep you from achieving your ultimate goals.

Dental Staff↗
PubMed2002

Determining factors for implant referral rates.

The research findings indicate that the field of implant dentistry will only grow at a moderately low level unless certain changes are made. Findings indicated that the effort by the implant companies has been nothing short of dramatic, and yet almost 60% of restorative doctors do not participate annually in any implant case. There was no clear indication that younger restorative doctors will significantly increase the number of implant referrals, as their overall implant education has not dramatically differed from those dentists who graduated in earlier years. Once the research was completed, it became obvious to Levin Group that the driving force behind implant referral growth will be implant surgeons, because of their one-to-one relationship with restorative doctors. The Levin Group Implant Management and Marketing Consulting Program is based on approaching restorative doctors in several different levels, starting with awareness all the way through to case facilitation and long-term tracking and communication. Finally, a continuing marketing/education effort needs to be consistently in place with effective materials, not only to create a high level of awareness, but also to motivate restorative doctors to refer cases and then work through the case with the implant surgeon to a satisfactory completion for the restorative doctor, implant surgeon, and patient. While the surgical insertion of implants may seem to carry a high-profit margin relative to the restoration of implants, the truth is that the restoration of implants usually provides a 40% higher profit margin for the restorative doctor than traditional dental services. One of the key issues is that referring doctors have not necessarily learned how to set fees and present cases with regard to implant dentistry. The key factor here is to ensure that the patient understands that implant services involve higher fees than traditional services, because of the necessarily higher levels of experience, education, and cost associated with implant dentistry. It is also important to emphasize to patients that the quality of life far outweighs the differential in fees.

Attitude of Health Personnel↗
PubMed2002

Case acceptance--20 pitfalls.

Dentistry is all about relationship-building. You can improve your productivity, rate of case acceptance--and your quality of life--by: cultivating relationships with your patients. helping your staff develop trusting relationships with patients. developing trust between your practice and referring practices. Remember--practice makes perfect!

Dentist-Patient Relations↗
PubMed2002

Technology in dentistry.

When properly used, technology can be highly effective. It can help you increase your service offerings, your speed, or your case acceptance. The question is not whether you should acquire new technologies, but which ones would be most beneficial to your practice.

Cost-Benefit Analysis↗