Open work queues
Every open item from scheduling, the lab, billing and referrals, sorted by age and by the person who owns it.
SIZ Group builds a podiatry practice manager app that gives the general manager open work queues, staff assignments and daily operational reports across the front desk, lab orders and billing. The work starts with a free scoping call, and the written scope and price come before any development.
A podiatry general manager sees the day through several separate tools: the appointment book, the lab portal, the billing queue and the staff rota. Each one is accurate on its own, but nobody sees the whole picture until a problem surfaces, such as an orthotic remake waiting on a lab reply or a diabetic shoe claim left unanswered for a week.
The manager is also the person who notices when one clinician's afternoon is overloaded while another has space. A single view of open work, grouped by person and by task type, lets that person rebalance the day before patients feel the delay.
Podiatry patients often need work that spreads across several teams. A new patient with heel pain may need an examination, an imaging referral, a custom orthotic and a follow-up visit, and each step creates a task for a different person. The manager sees those tasks clearly only when a patient complains or a deadline is missed.
Patients also judge the practice on how well follow-up happens. A prompt call about a lab delay, or a clear date for a fitting, builds confidence, while a missed step does the opposite. The oversight app should show which open items are close to the point where a patient will notice.
Most podiatry offices run a practice management system, an electronic health record, a lab portal and a separate billing service. The oversight app should read from those systems rather than replace them, and it should show the manager where each open item lives. We confirm which exports or APIs each system provides before promising any live data.
Staff rotas often sit in a shared calendar or a spreadsheet, and the app can read them for assignments. Accounting usually lives in QuickBooks or with an outside bookkeeper, so only the totals the manager needs should flow into the daily report. Patient-level billing detail stays inside the billing system.
Every open item from scheduling, the lab, billing and referrals, sorted by age and by the person who owns it.
Move a task to someone else in seconds, with cover rules for breaks, shorter shifts and unplanned absences.
Shows orthotic and footwear orders waiting on the lab, with a flag when a reply is overdue.
Lists claims that need a response, grouped by payer and by the number of days they have been open.
Each morning, a short page of what slipped the day before, what looks risky today and which schedule changes reach the desk.
The manager sees the whole practice, while clinicians and assistants see only the work that belongs to them.
Our first step is a list of the work types your manager tracks each day, the job each role performs and the time each task should take to clear. Some queues carry hard deadlines, such as a claim that needs a reply within a set window, while others depend on the lab's turnaround. We would document those targets with your team instead of inventing them.
Access follows the same discipline. Read-only data comes first, and write access for assignments arrives after the manager has tested the queues. Patient records fall under HIPAA where it applies, so user roles, audit logs and a business associate agreement are settled before any patient data enters the project.
Begin with one clinician's queue rather than the whole practice. The manager reviews that queue for a full week while the existing list stays in use, then decides which rules to keep. Only after those rules hold up does the view extend to the rest of the staff.
Front-desk staff get a narrow screen that lists only their own items, plus a short call with the manager that explains what each status means. Questions raised in that call become the next version of the printed reference card.
Look at the numbers the owner already asks about: the average wait for a lab reply, the age of claims still awaiting a payer decision and the count of deadlines missed in a month. Benchmark each one against the quarter before go-live, using identical definitions so the comparison holds up.
Pair those with a staffing signal. Count how many open tasks each clinician carries at close, and note how often work changes hands mid-day. A calmer pattern tells the manager that the rules fit the practice rather than fighting it.
Custom apps begin at $4,500, and the figure rises with the number of queues, the systems to read from and the level of detail in the morning report. The numbers appear in a written proposal once your scoping call is done.
It depends on whether the lab offers a status feed, an export or an API. We check during scoping. If no live feed exists, the app can take a daily file or a simple status entry, and we will explain the trade-off before you decide.
Only the people whose role needs them. The general manager sees totals and aging, while the billing team keeps the full claim detail in the billing system. Access is logged, and the rules are agreed before anything goes live.
Yes. Assignments follow each person's shift, and the app hides their tasks on the days they are off. Coverage rules move work to a colleague, so nothing sits unowned.
Start with a short scoping call about your queues and staff. The proposal that follows lists scope and price in writing.