Dental treatment stage and estimate management system
The clinic aligns the doctor's prepared treatment stages and estimate with the patient. Changing the plan shows the impact on future visits, lab work and cost.
The treatment stages, specialist notes, images and patient endorsements are stored in different locations. Changing the plan does not always make it clear which version is valid for further visits. The patient may receive different explanations about the treatment sequence and estimate. The team has to re-align the arrangements before continuing work.
How the solution works
- Register Clinical Plan and Alternatives
- Explain and capture the selected scope
- Link stages to lab and need for visits
- Accepting the treatment performed and the necessary replacement
- Update remaining actions and price basis
Key challenges
- The treatment plan is fragmented between specialists, visits and documents
- Images and dental technician lab processes fragmented
- The change of plan is not linked to the estimate and treatment performed
Solution capabilities
Stages and Choices
Maintains a clinical purpose, identification of the tooth or area, alternatives and a sequence set by a specialist.
Versions of the plan and estimate
The change preserves the reason, the stages carried out and the remaining volume. The preliminary estimate is separated from the matched price and the actual payment.
Patient information
Captures the explained scope and the document needed for the solution. Commercial acceptance of the proposal does not replace proper consent for a specific treatment.
Laboratory Connection
The order is associated with the plan stage, a suitable version of the scan or image and the deadline for receipt. The clinical fitness and correction of the resulting work has a separate record.
Continuing Care
The specialist anticipates the control action and passes on the conditions of it for planning. The changed treatment marks the affected future actions.
Business context
- The treatment plan is fragmented between specialists, visits and documents
- The treatment stages, specialist notes, images and patient endorsements are stored in different locations. Changing the plan does not always make it clear which version is valid for further visits. The patient may receive different explanations about the treatment sequence and estimate. The team has to re-align the arrangements before continuing work.
- Images and dental technician lab processes fragmented
- Scan or X-ray data and the order of the dental technician laboratory are not always linked to a specific stage of treatment. The clinic does not see if the required work is already ready for the visit. The patient can be registered for an as-yet-unprepared procedure. The team promptly coordinates the lab's response, changes time and reinterprets the situation to the patient.
- The change of plan is not linked to the estimate and treatment performed
- The new scope of procedures does not indicate which previous works have been completed and what version of the remaining price is aligned. The team and the patient understand the remaining stages and the basis of payment differently.
- The patient understands the proposed stages of treatment and their cost
- Longer dental treatment includes multiple choices, visits and lab work. The coordinated plan allows for clarification of the estimate of stages and the consequences of changes. It is easier for the patient to make an informed decision, and the clinic can plan the administration of its approved stages.
Core features
- Stages and Choices
- Versions of the plan and estimate
- Patient information
- Laboratory Connection
- Continuing Care
Key integrations
- Clinical and Imaging System
- Procedures performed, doctor's conclusion and necessary images.
- Laboratory, Planning and Accounting
- Work status, the need for a permitted visit and financial fact.
Potential impact (%)
The ranges indicate an illustrative relative change in the metric under the stated assumptions. Results depend on the starting position and actual use of the solution. Percentages for different metrics must not be added together.
Number of actions carried out and corrected under the outdated plan
5–25%Decreasing
This illustrative scenario assumes that 20-50% of missed actions can be identified through task and deadline tracking. That share is assumed to fall by 25-50%. Company data is needed to verify both the addressable share and the resulting change.
Count verified jobs or reservations corrected for an untransferred version of the plan.
Time to explain treatment estimates changed
12–36%Decreasing
This illustrative scenario assumes that 30-60% of manual data entry and handover work can be addressed. That share is assumed to fall by 40-60%. Company data is needed to verify both the addressable workload and the resulting change.
Measure employee minutes for one question about the changed scope of treatment and its cost to solve.
Part of negative feedback on treatment steps and price explanation
5–20%Decreasing
Indicative assumption: 20-40% of negative reviews relate to an unexplained link between treatment steps and cost. The solution could reduce this proportion by 25-50%. This is a scenario of potential; assumptions need to be verified by feedback collected by the company.
When a company starts collecting reviews, negative feedback about the treatment steps and price explanation is calculated from all assessments received on the topic. The same method of assessment is applied before and after installation and similar groups of customers are compared. Without initial data, the actual change is not determined.
Conditional calculation scenarios. The assumptions have not been validated against client measurements.
When this solution is relevant
- Treatment is planned by several specialists or a laboratory, and the versions of the plan they use do not match.
- As treatment stages change, the estimate and patient approved conditions are updated separately.
Project scope and implementation
Treatment plans, estimates and lab tasks are coordinated in the clinic system used or in a module associated with it. Short one-time procedures may not require multi-stage coordination functions. Changes to the plan are approved by responsible professionals and commercial conditions are agreed by the clinic with the patient.
Further development options
- Other multi-stage treatment scenarios with their clinical dependencies and laboratory rules of work.