A large, MD-only ophthalmology clinic specializing in subspecialty care prides itself on delivering advanced, patient-centered care across a wide range of complex conditions. However, administrative inefficiencies were limiting its ability to maximize clinical capacity and patient access.

Situation

Despite being a large, MD-only clinic with multiple subspecialties and clinic locations, the team recognized growing inefficiencies in their workflows. Physician schedules were at or beyond capacity, often requiring double– or even triple–booking patients for follow-up care. At the same time, physicians faced pressure to generate more revenue while they were constantly behind in clinic, leading to long patient wait times and dissatisfaction. Recognizing these pain points, the clinic initiated a comprehensive workflow assessment for VMG Health to map processes, evaluate task criticality, and uncover opportunities to streamline operations using lean principles.

Solution

During the evaluation, a VMG Health Senior Consultant conducted a comprehensive flow and efficiency review, using benchmarks such as net collections per MD and revenue per patient visit to assess performance. To gain deeper insight into operational bottlenecks, time-and-motion studies were performed, documenting a patient’s journey from start to finish across multiple touchpoints. 

While several areas of opportunity were identified—ranging from scheduling practices to support staff utilization—the most significant finding was the amount of MD time consumed by non-MD or administrative tasks, such as writing patient letters. These tasks, though necessary, did not require physician expertise and were interrupting clinical flow, reducing capacity, and limiting revenue potential. 

This discovery became the focal point for improvement, leading to the development of a lean-based solution aimed at delegating non-MD tasks to appropriate team members, freeing physicians to focus on direct patient care.

Success

The implementation of lean principles delivered measurable improvements for the clinic. By delegating letter-writing and other administrative tasks to scribes, physicians reclaimed approximately 90 hours per year. Based on the clinic’s scheduling patterns, this additional time translated into 450–540 patient visits annually, calculated as follows: 

  • Assumptions:  
    • Average visit length: 10–12 minutes 
    • 90 hours ÷ 10–12 minutes per visit = 450–540 visits 

Financially, the impact was significant. Using the updated benchmark of $235 revenue per patient visit, the per-MD projected revenue gain was: 

  • Calculation:  
    • 450 visits × $235 = $105,750 
    • 540 visits × $235 = $126,900 

Beyond the numbers, the solution improved patient access, reduced wait times, and enhanced satisfaction. Physicians were able to focus on high-value clinical tasks, while team-based care strengthened overall efficiency. This initiative demonstrated how reallocating non-MD tasks can unlock substantial capacity and financial performance without adding new staff or expanding hours.