Orthodontic practices have access to more performance data than ever before, but turning information into action requires discipline, accountability, and a clear focus on what matters most.
By Roger P. Levin, DDS
In recent years, many technologies have emerged that provide orthodontic practices with an incredible amount of data and information. Today, practices can track everything from new patient phone calls and no-shows to last-minute cancellations, start rates, and average production per patient.
There’s only one problem: in most practices, very little of that data is ever reviewed.
Technology is valuable because it provides instant feedback on what is working, what is not working, how your practice compares to its goals, and what your true potential may be. However, if nothing is done with the information, the data becomes meaningless.
The key to improving practice efficiency is to become disciplined in reviewing specific data at specific times and understanding what it means.
Consider the following two steps for using data and technology effectively:
1. Delegate to the Office Manager
Given that most orthodontists do not even look at their cash balance every day, all the technology in the world probably will not convince them to sit down at the end of each day and analyze daily, monthly, or annual performance. This responsibility must be delegated to someone who can consistently monitor and manage it: the office manager.
The office manager should function as the practice’s chief operating officer, overseeing all non-clinical operations, including financial management. They should analyze daily, weekly, monthly, and annual data while identifying areas that are underperforming.
In advanced orthodontic practices we have worked with, one of the most effective ways to conserve the orthodontist’s time is for office managers to create an “exception report.” An exception report highlights the areas that are not performing as expected and require attention. For example, if a practice has a strong number of new patient consultations but is below goal on starts, the report will highlight the discrepancy between consults and starts. This same process can be applied to many aspects of the practice, such as:
- How many calls does the practice receive from new patients?
- How many calls are related to adult care versus children?
- How many callers schedule appointments?
- How many scheduled patients actually show up?
We recently worked with a client practice that had an excellent number of incoming calls, a strong appointment scheduling rate, and a low no-show rate. However, the practice also had a very high cancellation rate. After reviewing the data, we discovered that new patients were being scheduled several weeks out because the office appeared too busy and lacked an effective scheduling system. As a result, many patients sought treatment elsewhere.
Once the practice revamped its scheduling system and ensured that new patients were scheduled within three days, production, revenue, and income significantly increased almost immediately. By understanding the data—instead of simply assuming there were enough referrals—the practice was able to identify why revenue and income were below goal and beginning to decline.
Keep in mind that fewer than 4% of orthodontic practice managers have formal management education or experience, so comprehensive training is essential to help them understand both how to evaluate data and what the data means.
2. Look Only at the Data You Need
One of the most important rules of big data is to ignore the data you do not need. Think about your smartwatch. It probably performs 100 functions that you never use. Manufacturers often define value by packing as many features as possible into their technology, and consumers are willing to buy or pay more for it—even if they never use most of those features.
The same is true for computers, smartwatches, and even cars. Most people use only a fraction of the available capabilities. In many cases, this is simply because they do not know what to do with all the extra functionality—and that is perfectly fine. The goal should be to focus on the information that is truly beneficial while ignoring the distractions.
Determine which data points are essential for your practice. This should include metrics such as production, collections, days worked, accounts receivable, number of new patients, consultations, start rate, and cash flow. In reality, there are only about 15 key numbers that truly matter, and they can be reviewed in just a few minutes if you understand what you are looking at and what it means. Remember: Focus on what is not working and fix those areas to ensure the practice stays on track to meet its goals. OP
Photo: ID 151655621 © One Photo | Dreamstime.com
Roger P. Levin, DDS, is the CEO and founder of Levin Group, a leading orthodontic consulting firm that has worked with over 30,000 doctors to increase production. A recognized expert on ortho practice management and marketing, he has written 67 books and over 4,000 articles and regularly presents seminars in the U.S. and around the world. In 2025 Levin received the Fauchard Gold Medal from The Pierre Fauchard Academy for his contribution to dental practice management. To contact Levin or to join the 40,000 dental professionals who receive his Practice Production Tip of the Day, visit levingroup.com or email [email protected]
