TURNAROUND A Lab Perspective

How ECPs can keep their interactions with labs spinning like a top

Labs today can process an amazing amount of work each day. When all is working optimally, labs may produce a job every minute or more, but behind that job are thousands more going through the paces or waiting for the needed parts to come together and flow smoothly through the line.

In this Vision Council Optical Lab Division-sponsored article, we’ll look at some factors that affect turnaround time. Many thanks to contributors Chris Bowers, operations, Walman Optical; Dale Parmenteri, vice president, Balester Optical; Jonathan Schwartz, vice president manufacturing, PFO Global; Steve Sutherlin, president, Sutherlin Optical; and Jeff Szymanski, vice president, Toledo Optical Laboratory.

What are some of the biggest simple mistakes that happen with ECP orders to labs?

SUTHERLIN: Believe it or not, one of the biggest problems is leaving their name off of orders. We often receive orders for repairs, find a replacement frame, etc., where the customer jots a note on a piece of scrap paper rather than an order form. This makes it really difficult to identify.

It’s the same for “frame to come.” It’s critical that the ECP uses the lab’s FTC forms and fills in his or her name and the patient’s name. We spend a lot of time chasing our tails on these type of things. Also, using the labs forms, envelopes, and labels really speeds things up and help eliminate misrouting.

SZYMANSKI: Taking the time to thoroughly write up an Rx or to have a coworker doublecheck an order goes a long way to eliminating unnecessary mistakes, frustrating delays, and a poor patient experience.

The most successful thing that can be done to ensure that nothing is left off is to submit an Rx electronically to your laboratory, as most submission systems include “checks” that force you to submit all the necessary information.

These days, we are fortunate to receive about 75 percent of all Rx’s electronically. In the days prior to electronic submission of Rx’s, however, many errors lent themselves to delaying Rx’s.

BOWERS: Noting when the job is needed back in their office is important. We can’t do all jobs the same day, but we can plan for those that are needed. It’s better to start the job for a specific finish/shipping date from the start. Establish a routine and do not stray from it.

How is electric ordering helping turnaround times?

BOWERS: Most systems have validation checks for materials, seg heights, and the like built in and will not let your order be transmitted if you have entered an add in the Rx but not specified a fitting height, for example.

SCHWARTZ: Tracer measurements, particularly the ED (effective diameter), are particularly beneficial. Some tracers even send base curve information.

PARMENTERI: With today’s EMR (electronic medical records) and social media requirements on the ECP, it is increasingly making more sense to use the lab’s online tools to order. They also provide 24/7 job status, an on-line archive of the practice’s Rx work, and can be integrated into most of today’s practice management software. Ordering online places the Rx order directly in the lab management system software to be retrieved, trayed up, and processed.

Fax orders are dealt with swiftly in the lab. However, online orders benefit from the fact data entry is already completed by the ECP.

SUTHERLIN: The order is immediately in process. We still look it over with well-trained human eyes, but the time-consuming delivery, receiving, and input processes are bypassed.

SZYMANSKI: Electronic submission of Rx’s decreases turnaround time a half day or more.

What are labs doing to improve the process?

SZYMANSKI: New products are the lifeblood of our industry, but at rare times they can also be the cause of frustrating delays as confusion over availability, performance, and fitting parameters can be misunderstood. By working closely with your laboratory, delays on this front can be virtually non-existent.

SUTHERLIN: We try very hard to be ready at the release of new products, however, there can be issues with electronic interfaces such as the ECP’s practice management system and Visionweb and Rx Wizard not being in sync. It is very important that everyone be on the same page.

BOWERS: No one wants to be the last person holding the obsolete product. So this creates a fine choreography of all parties to eliminate old inventory while introducing new. As this happens, the old product is centralized and offered as a short order. This minimally adds one day to the process.

Labs have improved turnaround immensely with the use of frame and lens packaging. This is an area that could really improve your time as most labs will keep a good inventory of the frames that they include in their package offerings.

Using the package when ordering allows the lab to pull all the pieces together at once and, in most cases, give next-day service or even better! Remember that exceptions to the package may cause delays, or

may not even be allowed.

SZYMANSKI: Packaging of lens options is becoming more the norm than the exception these days. It should be commonplace, for instance, to include anti-reflective enhancements on any digitally created Rx or when using any polycarbonate or high-index material.

As the manufacturing process we and other premier laboratories use in the fabrication of sophisticated lenses is so automated and high tech, the packaging of these options causes no effect whatsoever in delivery performance.

How are digital lenses influencing the turnaround times and lab operations?

SZYMANSKI: While the digital process is far more precise and complex than traditional methods of lens fabrication, by incorporating automation and robotics with today’s most advanced processing equipment, there is no noticeable effect to the service levels that a well-run laboratory will provide.

A point of clarification, however, is that turnaround times are relative. While certain laboratories average five- to six-day delivery, others will average one- or two-day turnaround. Working with today’s premium labs typically provides the best outcomes.

SUTHERLIN: Digital surfacing can actually decrease turnaround time despite being more complex. Using single-vision blanks reduces the needed SKUs, thereby reducing the chance of inventory depletion.

BOWERS: It was a hope that we would reduce inventory SKUs, but some designs started requiring manufacturer-specific blanks. As an industry, we may have shot the golden goose of inventory control.

How is AR impacting lens production?

SZYMANSKI: While it’s true that depending on the particular process, the addition of AR can add about five hours to the overall turnaround time, the fact that anti-reflective lenses are becoming such a standard feature…almost eliminates the once isolated and more noticeable delays people experienced.

BOWERS: When we view the life cycle of the manufacturing time, the AR time is an issue, but the frame procurement process usually runs longer than the AR process. Both processes can run simultaneously, so coupled with electronic ordering and good trace data, we can still give superb service on this product. This premium product should not add appreciable time.

SUTHERLIN: The very best vision requires no-glare coating. It adds a small amount of time, but it’s well worth it to see your best. What’s an extra day when the lifespan of a pair of eyeglasses is two years?

PARMENTERI: The ECP should take the time to explain and demonstrate the benefits of AR (no glare) to every patient. Once the patient understands the benefits of less eye fatigue, safer night driving, cleanability, durability, and the cosmetic advantages, it should be explained that the AR process does add as much as a day in the lab to achieve these valuable visual benefits.

With the technological advances occurring right now, you can give patients eyewear that has never been possible before. It may take a little longer, but it is worth it; and labs are working hard at getting quicker every day. EB