Matt Brunk
Matt Brunk has worked in past roles as director of IT for a multisite health care firm; president of Telecomworx,...
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Matt Brunk | July 15, 2016 |


TCN Prescribes Fix for Health Care Call Centers

TCN Prescribes Fix for Health Care Call Centers Delivers in the form of a cloud-based automated patient engagement solution for more efficient and cost-effective patient communications

Delivers in the form of a cloud-based automated patient engagement solution for more efficient and cost-effective patient communications

For healthcare providers, taking mundane tasks out of the call center can give agents more time to spend on productive patient engagements and, in turn, help boost profitability.

Toward that end, hosted call center provider TCN recently introduced VocalRX, a cloud-based automated patient engagement solution for more efficient and cost-effective patient communications. Countless practices can benefit from automating many of the routine back-office billing and front-office scheduling tasks. These tasks, while mundane, aren't unimportant -- they are the little details that can make for a better client/patient experience.

VocalRX, which features an easy-to-use graphical user interface and integrates with electronic health record systems, automates tasks such as appointment reminders and confirmations, bill payment reminders, and requests for patient feedback. VocalRX can help a practice eliminate hold times and prevent patient frustration, thus improving the experience and boosting patient retention rates. Also of note is that VocalRX can help reduce employee churn, which is common when call center agents burn out on repetitive, mind-numbing tasks.

The key drivers of scalability and cost efficiency should capture the attention of many practice business managers.

I believe VocalRX meets a few of the 14 principles of management from W. Edwards Deming that I often cite. Worth noting here are these four:

  • Principle 1 - Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs.
  • Principle 5 - Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
  • Principle 7 - Institute leadership. The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul as well as supervision of production workers.
  • Principle 12a and b - Remove barriers that rob the hourly worker of his right to joy of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality (a). Remove barriers that rob people in management and in engineering of their right to joy of workmanship. This means abolishment of the annual merit rating and of management by objective (b).
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