Mark Batina’s Post

📊 Evaluate Your Revenue Cycle Performance Before 2025! As 2024 comes to a close, it’s the perfect time for medical practices to reflect on their financial health and operational efficiency. Understanding the performance of your billing team is crucial to identifying areas for improvement and ensuring a strong start to 2025. At MedCare MSO, we offer a no-cost Accounts Receivable analysis to help you: ✅ Assess your annual RCM performance. ✅ Identify trends impacting your revenue. ✅ Uncover hidden opportunities to optimize cash flow. Why wait? Empower your practice to make informed decisions for the new year with actionable insights from industry experts. 💡 Your practice’s success in 2025 starts with the steps you take today. Let’s connect and discuss how we can support your growth! #RevenueCycleManagement #HealthcareSolutions #MedicalBilling #RCM #MedicalPractices #YearEndReview #AccountsReceivable #PracticeManagement #HealthcareInnovation

Supplier returns, or returns not deducted, consistently tops our list of client recoveries, representing an average of 32% of all recoveries for the past ten years. For a recent client, supplier returns represented more than 60 transactions – nearly 70 percent of their total recoveries. Although returning products is part of the ordinary course of business for hospital systems, managing the return process systematically and efficiently can improve your bottom line. In our latest blog post, we share our top three solutions to optimize the supplier returns / returns not deducted process to help keep track of valuable capital. You can find the link to our blog post in the Comments section below. #Healthcare #aprecoveryaudit #supplierreturns #AccountsPayable #Blog #PremierCostRecovery

The Control of Non-Value Adding Time – Service and Cost Impact – A Discussion. Eliminating non value adding time can transform an Organisation but it is often ignored. Three scenarios might aid our understanding – 1.     Most manufacturing organisations focus on costs and profit, but not time consumption. Track a product through the end-to-end process, value adding touch time is less than 15%. Throughput time is long, costs are higher and customer service suffers. 2.     UK Local Government Services. Products and profits do not exist, but there are budgets and cost limits. Value adding times as low as 4% have been recorded, staff costs per unt of work are higher. Customers and the UK tax payer suffer. 3.     The UK NHS Health Patient Journey. In theory customer service is vital. In practice throughput times and patient queues are both long. Value adding touch time in the end-to-end patient journey is typically between 8 and 14%. In all the above cases the Management teams will default to financial measures and controls, but the control of non-value adding time is never mentioned. Conclusion. There is a massive difference between controlling time at the process island of efficiency and controlling the total calendar time consumed by the product, service or patient journey. #leanmanufacturing

The Control of Non-Value Adding Time – Service and Cost Impact – A Discussion. Eliminating non value adding time can transform an Organisation but it is often ignored. Three scenarios might aid our understanding – 1.     Most manufacturing organisations focus on costs and profit, but not time consumption. Track a product through the end-to-end process, value adding touch time is less than 15%. Throughput time is long, costs are higher and customer service suffers. 2.     UK Local Government Services. Products and profits do not exist, but there are budgets and cost limits. Value adding times as low as 4% have been recorded, staff costs per unt of work are higher. Customers and the UK tax payer suffer. 3.     The UK NHS Health Patient Journey. In theory customer service is vital. In practice throughput times and patient queues are both long. Value adding touch time in the end-to-end patient journey is typically between 8 and 14%. In all the above cases the Management teams will default to financial measures and controls, but the control of non-value adding time is never mentioned. Conclusion. There is a massive difference between controlling time at the process island of efficiency and controlling the total calendar time consumed by the product, service or patient journey. #nhs

The Control of Non-Value Adding Time – Service and Cost Impact – A Discussion. Eliminating non value adding time can transform an Organisation but it is often ignored. Three scenarios might aid our understanding – 1.     Most manufacturing organisations focus on costs and profit, but not time consumption. Track a product through the end-to-end process, value adding touch time is less than 15%. Throughput time is long, costs are higher and customer service suffers. 2.     UK Local Government Services. Products and profits do not exist, but there are budgets and cost limits. Value adding times as low as 4% have been recorded, staff costs per unt of work are higher. Customers and the UK tax payer suffer. 3.     The UK NHS Health Patient Journey. In theory customer service is vital. In practice throughput times and patient queues are both long. Value adding touch time in the end-to-end patient journey is typically between 8 and 14%. In all the above cases the Management teams will default to financial measures and controls, but the control of non-value adding time is never mentioned. Conclusion. There is a massive difference between controlling time at the process island of efficiency and controlling the total calendar time consumed by the product, service or patient journey. #publichealth

The Control of Non-Value Adding Time – Service and Cost Impact – A Discussion. Eliminating non value adding time can transform an Organisation but it is often ignored. Three scenarios might aid our understanding – 1.     Most manufacturing organisations focus on costs and profit, but not time consumption. Track a product through the end-to-end process, value adding touch time is less than 15%. Throughput time is long, costs are higher and customer service suffers. 2.     UK Local Government Services. Products and profits do not exist, but there are budgets and cost limits. Value adding times as low as 4% have been recorded, staff costs per unt of work are higher. Customers and the UK tax payer suffer. 3.     The UK NHS Health Patient Journey. In theory customer service is vital. In practice throughput times and patient queues are both long. Value adding touch time in the end-to-end patient journey is typically between 8 and 14%. In all the above cases the Management teams will default to financial measures and controls, but the control of non-value adding time is never mentioned. Conclusion. There is a massive difference between controlling time at the process island of efficiency and controlling the total calendar time consumed by the product, service or patient journey. #leadershipdevelopment

The Control of Non-Value Adding Time – Service and Cost Impact – A Discussion. Eliminating non value adding time can transform an Organisation but it is often ignored. Three scenarios might aid our understanding – 1.     Most manufacturing organisations focus on costs and profit, but not time consumption. Track a product through the end-to-end process, value adding touch time is less than 15%. Throughput time is long, costs are higher and customer service suffers. 2.     UK Local Government Services. Products and profits do not exist, but there are budgets and cost limits. Value adding times as low as 4% have been recorded, staff costs per unt of work are higher. Customers and the UK tax payer suffer. 3.     The UK NHS Health Patient Journey. In theory customer service is vital. In practice throughput times and patient queues are both long. Value adding touch time in the end-to-end patient journey is typically between 8 and 14%. In all the above cases the Management teams will default to financial measures and controls, but the control of non-value adding time is never mentioned. Conclusion. There is a massive difference between controlling time at the process island of efficiency and controlling the total calendar time consumed by the product, service or patient journey. #businessschools

Exactly why value based and outcomes based care models will take off and FFS will continue on a downward swing. It’s the bread that matter, not the ingredients that make the bread.

The Control of Non-Value Adding Time – Service and Cost Impact – A Discussion. Eliminating non value adding time can transform an Organisation but it is often ignored. Three scenarios might aid our understanding – 1.     Most manufacturing organisations focus on costs and profit, but not time consumption. Track a product through the end-to-end process, value adding touch time is less than 15%. Throughput time is long, costs are higher and customer service suffers. 2.     UK Local Government Services. Products and profits do not exist, but there are budgets and cost limits. Value adding times as low as 4% have been recorded, staff costs per unt of work are higher. Customers and the UK tax payer suffer. 3.     The UK NHS Health Patient Journey. In theory customer service is vital. In practice throughput times and patient queues are both long. Value adding touch time in the end-to-end patient journey is typically between 8 and 14%. In all the above cases the Management teams will default to financial measures and controls, but the control of non-value adding time is never mentioned. Conclusion. There is a massive difference between controlling time at the process island of efficiency and controlling the total calendar time consumed by the product, service or patient journey. #executivesandmanagement

The Control of Non-Value Adding Time – Service and Cost Impact – A Discussion. Eliminating non value adding time can transform an Organisation but it is often ignored. Three scenarios might aid our understanding – 1.     Most manufacturing organisations focus on costs and profit, but not time consumption. Track a product through the end-to-end process, value adding touch time is less than 15%. Throughput time is long, costs are higher and customer service suffers. 2.     UK Local Government Services. Products and profits do not exist, but there are budgets and cost limits. Value adding times as low as 4% have been recorded, staff costs per unt of work are higher. Customers and the UK tax payer suffer. 3.     The UK NHS Health Patient Journey. In theory customer service is vital. In practice throughput times and patient queues are both long. Value adding touch time in the end-to-end patient journey is typically between 8 and 14%. In all the above cases the Management teams will default to financial measures and controls, but the control of non-value adding time is never mentioned. Conclusion. There is a massive difference between controlling time at the process island of efficiency and controlling the total calendar time consumed by the product, service or patient journey. #supplychainmanagement