And because of that, two really important things happen.
First, they don’t depend on any one person. Let’s say your star fry guy, call him Brad, has been doing it perfectly for years. Great. But what happens when Brad leaves? If the whole operation depends on Brad’s skill, you’ve got a problem. But if Brad was just following a system, then it doesn’t really matter. The next person steps in, follows the same process, and the result is basically the same. The system, not Brad, produces the outcome. Second, systems eliminate inconsistency. Without a system, everyone does it their own way. One person adds too much salt. Another barely adds any. One cooks them a little longer. Another pulls them early. Now you’ve got unpredictable results. But when there’s a clear process, that variability disappears. That’s why those fries taste the same no matter where you are. Predictability is designed. Now, let’s bring this back to your practice. Most dental offices operate the exact opposite way. They rely heavily on people, usually very good people, who carry everything in their heads. The scheduler “just knows” how to fill the day. The treatment coordinator has a “feel” for getting patients to say yes. The hygienist has her own way of handling recalls. In other words, the practice runs on what I call tribal knowledge. And that works … right up until it doesn’t. When that scheduler leaves, the schedule starts to fall apart. When a key assistant quits, procedures slow down. When your front desk veteran retires, your phone conversion quietly drops. It’s not really a people problem. It’s a systems problem. Every important part of your practice should have a defined process behind it.
The McDonald’s French Fry Lesson for Dental Practices
Scheduling. Phone calls. Hygiene reappointments. Case presentation. Accounts receivable. New patient flow. Confirmations.
These shouldn’t live in someone’s head. They should be written down, taught, measured, and improved over time. When you do that, a few things happen. First, training gets easier. Instead of hoping someone figures it out, you hand them the playbook. Second, you can actually measure performance. You see what’s working, and what’s not. And third, and this is the big one, you get stability. The practice stops swinging based on who happens to be working that day. Great practices aren’t built on heroic employees saving the day. They’re built on simple, repeatable systems that produce consistent results. Just like those fries. So, next time you’re holding that red carton, take a second before you eat them all, which, if you’re anything like me, you will. Because inside that little box is a lesson in how to run a business. And if McDonald’s can systemize a french fry to that level, there’s no reason you can’t systemize your schedule, your hygiene program, your case acceptance, and your patient flow.
Have you ever really thought about a McDonald’s french fry? I know … sounds like a ridiculous question. But stay with me for a minute. As someone who’s eaten more of them than I probably should admit, I can tell you there’s actually a great business lesson sitting in that little red carton. And it applies directly to your practice. Let’s start with something simple. It doesn’t matter if you order fries in Baltimore … Natchez … Omaha … or Sacramento. They’re going to taste almost exactly the same every time.
Same texture. Same flavor. Same salt. Same color.
Now stop and think about what that really means.
Small hinges swing big doors. And sometimes … the hinge is a french fry. 🍟
There’s over 40,000 locations, staffed by people with completely different levels of experience. One place might have someone who’s been there for years. Another might have a kid who started last week and still hasn’t figured out how to wear the uniform properly. And yet … the fries come out the same. Why? Because McDonald’s doesn’t rely on people. They rely on systems. There’s a very specific process behind those fries: temperature, cook time, salt, how long they can sit, and when they get thrown out. Every step is defined.
Stan Kinder - (703) 298-1690 · 5
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