The coordination responsibilities inherent with collecting raw data for 25 recent optical patients may not be obvious to the optician who optimistically agreed to your deadlines. Often, the raw data collected will have to be re-explained and discussed every few days. Collecting charges and revenue for 25 patients takes coordination between departments.
Let’s suppose your insurance department has never really understood how to post that big check and divide it between patients.
The good news is that the optician has discovered a training need. The bad news is the snowball’s progress toward the top of the hill has been stopped.
Without this type of coordination, it will be almost impossible for your optician to tell you the difference between the retail price of a sale and collections.
Don’t presume the lead optician’s assistant understands how to calculate shipping and handling costs for lenses and new frames. This is particularly challenging for practices that don’t use a purchase order system of tracking product.
An element of cooperation is listening. Run up that hill and help the optician out. Perhaps over lunch, learn how things are going and see if there are any sticking spots. This not only shows that you are a team player, but cheers the optician on toward the top of the hill.