Byron H M
Int Ophthalmol Clin. 1975 Summer;15(2):121-32. doi: 10.1097/00004397-197501520-00016.
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.
本章介绍了一种基于现收现付理念的系统方法，用于收取所提供服务的费用。一种由办公室内部控制的计费系统，其时间安排是使账单在计费月的最后一天而非次月的第一天送达患者，在作者的办公室里，这种系统无疑比外部计算机化计费运作得更为顺畅。文中列举了实现并保持至少95%收款率的建议。使用一种新的账单和保险表格有助于计费，提前处理患者的保险申请，并告知前台需要执行的其他内部任务。最后，强调了总分类账在眼科医生的会计师监督下并结合控制程序（使用附在眼科医生个人工作表上的每日主预约页面）的重要性，以保障医生的收入。
