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Biomedical subjects

H M Byron

Publications and source records attributed to H M Byron.

18 recordsLinked to original sources
PubMed1979

Anterior segment complications of implant surgery.

An overview of the anterior segment complications related to implant surgery is presented. Complications are considered in three categories: (1) their actual relationship to the presence of an implant; (2) their time relationship to implant surgery; and (3) specific complications frequently associated with each type of implant.

Corneal Diseases↗
PubMed1975

The ophthalmologist's office: planning and practice. Selection of an office site.

The selection of the office site constitutes one of the most important steps in the creation of the young ophthalmologist's practice. The location of the office has important implications for the physician and his or her family and future patients. By selecting the correct type of building in which he or she can efficiently utilize an adequate amount of space, the young practitioner virtually insures future economic success and at the same time creates an office environment that will prove pleasing to patients, staff, and, most important, the ophthalmologist.

Ophthalmology↗
PubMed1975

The ophthalmologist's office: planning and practice. Patient records and filing systems.

Suggestions and examples of the components of patient charts have been offered for the most efficient office system and for the greatest protection of the ophthalmologist against malpractice charges. Emphasis has been placed on the alphabetical system of filing, the need for well-designed filing cabinets, and measures to reduce the incidence of misplacing and losing patient charts.

Filing↗
PubMed1975

The ophthalmologist's office: planning and practice. Getting paid and completing insurance forms.

This chapter describes a systematic approach to the art of collection for services rendered, based primarily on a pay-as-you-go philosophy. A system of internal office-controlled billing, timed so that the statements reach the patients on the last day of the billing month instead of the first day of the following month, unequivocally works more smoothly in the author's office than external computerized billing did. Suggestions to effect and maintain a collection ratio of at least 95 percent have been enumerated. The use of a new statement-and-insurance form facilitates billing, keeping ahead of insurance applications for patients, and advising the front office of other internal tasks to be performed. Finally, the importance of the general ledger, under the supervision of the ophthalmologist's accountant and in conjunction with a control procedure (employing the daily master appointment page attached to the ophthalmologist's personal worksheet) is stressed, in order to safeguard the physician's revenue.

Fees, Medical↗
PubMed1975

The ophthalmologist's office: planning and practice. Patient traffic flow and use of paramedical personnel.

In order for the ophthalmologist to achieve the greatest earning power and personal satisfaction, he or she must devise traffic flow techniques that efficiently allow for maximum utilization of all examining areas and paramedical personnel in the office without dehumanizing patients. By delegating as much responsibility as possible to staff, the ophthalmologist will have the opportunity of performing his or her specialized skills to the fullest extent, and therefore will achieve optimal personal gratification. This emotional reward indemnifies the future of private practice, because it can exist only in the presence of a close patient-physician relationship, which is the cornerstone of the private practice of ophthalmology.

Ophthalmic Assistants↗
PubMed1975

The ophthalmologist's office: planning and practice. Office forms.

For each new office problem that occurs, some antidote may be devised using an office form. This is an area of office management that really taxes the ingenuity of the young ophthalmologist; however, if he or she keeps the concepts of office efficiency and patient enlightenment uppermost in mind, the resulting office forms will justify their creation many times over.

Contact Lenses↗
PubMed1975

The ophthalmologist's office: planning and practice. Type of practice.

It vitally concerns the prospective new member of a group (single or multiple) to retain a knowledgeable attorney who should review the contract with at least the six points described at the beginning of this chapter uppermost in mind. No verbal or written commitment ever should be made until this has been done.

Group Practice↗
PubMed1975

The ophthalmologist's office: planning and practice. Equipment.

Equipping the office deserves the young ophthalmologist's utmost attention. A qualified designer and decorator will make a tremendous difference in creating the most comfortable and efficient office for the individual. Consultation with the office management team will answer questions concerning whether to lease or to buy outright all of the equipment described. The beginning practitioner should always look for the best way to finance outright purchases of equipment, if that be the case. Finally, all used equipment should be checked by an expert mechanic before purchase.

Ophthalmology↗
PubMed1975

The ophthalmologist's office: planning and practice. Telephone requirements.

A well-designed and properly installed office communications system, combined with courteous and attentive telephone manners, serves as a most important basic building block in the creation of a successful office practice. The necessity for courtesy to callers applies not only to the office staff but also to the personnel handling the telephone when the office closes.

Office Management↗
PubMed1975

The ophthalmologist's office: planning and practice. Location of practice.

A majority of positive responses to the questions posed in this chapter offers the comforting prospect of a wise and potentially successful decision in selecting the location of a practice. (Local Chambers of Commerce usually offer very useful information in answer to the nonmedical questions.) Finally, it should be remembered that this decision is a joint one-the ophthalmologist's spouse and children (if they are old enough) should be involved as much as possible. If they are happy, the intangible rewards will be inestimable.

Economics↗
PubMed1975

The ophthalmologist's office: planning and practice. Staffing.

By seeking top-flight office personnel and then offering attractive salaries and fringe benefits, systematically and selectively screening available applicants, and properly training and indoctrinating them in office policies, task analysis, and performance, the young ophthalmologist will assemble the most useful and compatible office staff, thereby making his or her professional life most productive and pleasant.

Allied Health Personnel↗
PubMed1975

The ophthalmologist's office: planning and practice. Effective patient scheduling.

Effective patient scheduling, a most important building block in the creation of any successful practice, can best be accomplished by (1) devising a specially designed appointment book to suit the individual needs of each ophthalmologist; (2) thorough education of the telephone receptionist in the working habits of the ophthalmologist, in the ability to evaluate ocular emergencies, in the screening of personal calls, and in the importance of "break" time for the doctor; and (3) formulation of methods to reduce lost time because of irresponsible patients.

Appointments and Schedules↗