PrecisionDental Lab Success Story – Upper Route Planner Home Customer Stories PrecisionDental Lab PrecisionDental Lab Went From “Not Possible” to Guaranteed 2-Hour Emergency Delivery with Upper A Portland dental lab serving 200 client offices freed 90 minutes per driver daily through route optimization, unlocking the capacity to offer same-day emergency delivery that dentists had been requesting for years, and growing lab revenue 28% in eight months. In Conversation with Howard Chen, Lab Director, PrecisionDental Lab Key Results 2-hour Emergency same-day delivery 90 min/day Freed per driver through smart routing Zero Delivery disputes since implementation 28% Revenue growth in 8 months The Challenge Dental labs live and die by their delivery reliability. When a dentist prepares a tooth for a crown, the patient is in the chair with a temporary restoration, scheduled to return in two weeks for the permanent one. If the lab’s driver doesn’t pick up the impression on time, the lab loses a day. If the finished crown doesn’t arrive on the morning of the patient’s appointment, the dentist has to reschedule, and the patient leaves unhappy with the practice and the lab. Howard Chen understood this pressure intimately. PrecisionDental Lab served 200 dental offices across Portland with six drivers running fixed routes that hadn’t been redesigned since the lab opened eight years earlier. Each driver had a territory and a sequence of stops they ran every day in the same order. The routes worked when PrecisionDental had 120 accounts. At 200, they were straining. Our routes were designed for a different company. We’d grown by 80 accounts and just kept bolting new offices onto existing routes. Driver #3 was running 38 stops on Mondays. That’s not a route, that’s a marathon. Howard Chen Lab Director, PrecisionDental Lab New accounts were the immediate problem. When a dental office called to set up service, Howard had to figure out which driver’s route could absorb the additional stop without pushing them past their daily limit. The answer was increasingly “none of them.” Three prospective accounts in the last quarter alone had been turned away because Howard couldn’t guarantee reliable pickup and delivery without overloading an existing driver. The emergency delivery problem was even more frustrating. Dentists frequently called requesting same-day delivery for urgent cases: a patient’s permanent crown was ready and the patient was already in the chair, or an impression needed to be picked up immediately because the material was time-sensitive. Howard’s answer was always the same: “We can’t do same-day. Our drivers are fully committed.” Key Problems No capacity slack for new accounts: Every driver ran a full day of stops. Adding a new office meant either extending someone’s route by 30-45 minutes or leaving another office without service that day. Neither option was acceptable. Same-day requests went unanswered: Dentists wanted emergency pickup and delivery for cases where a patient was waiting. Howard had no way to identify which driver was nearby, had time available, or could detour without making other offices late. Delivery disputes with no documentation: When a dental office claimed they never received a delivery, it was the driver’s word against the office staff’s. PrecisionDental had no proof of delivery, no signature, and no timestamp. Howard absorbed the cost of remaking the appliance roughly once a month. Fixed routes couldn’t adapt to daily variability: Some days a driver had 35 stops; other days, 18. The route never changed, regardless. Drivers with light days finished early and went home. Drivers with heavy days ran late, and offices received their cases after closing. Howard watched competitors in the Portland market begin offering same-day service. Two of his largest accounts mentioned they were evaluating other labs that could guarantee faster turnaround. The inability to offer emergency delivery wasn’t just a missed revenue opportunity. It was becoming a retention risk. The Solution Howard discovered Upper while researching delivery management software for medical and lab logistics. What convinced him to try it was the combination of route optimization for recurring daily routes and real-time dispatch for the emergency requests he’d been unable to handle. He started by loading all 200 client offices into Upper with their delivery schedules, receiving windows, and average service times. Most offices had specific hours when they accepted deliveries, typically 8-11 am for morning routes and 2-4 pm for afternoon runs. The optimizer built routes that respected these windows while minimizing drive time between stops. The first optimized routes were eye-opening. Upper had our six drivers covering the same 200 offices in significantly less time. Some routes that used to take until 4pm were finishing by 2:30. That free time was exactly what I needed. Howard Chen Lab Director, PrecisionDental Lab Reclaiming 90 Minutes Per Driver The route optimization produced an average of 90 minutes of freed time per driver per day. The savings came from three sources: eliminating backtracking where drivers had been crossing their own paths, rebalancing stop counts so no single driver was overloaded while others had light days, and respecting receiving windows so drivers weren’t arriving at offices that weren’t ready to accept deliveries. Upper’s route optimization regrouped the 200 offices by geography and delivery window rather than by the historical assignments that had accumulated over eight years. Offices that were three blocks apart but assigned to different drivers were consolidated onto the same route. Drivers who had been crisscrossing each other’s territories now stayed in defined zones. The 90 minutes per driver wasn’t idle time. It was the capacity Howard needed to accept new accounts and offer emergency service. For the first time in two years, he could say “yes” when a new dental office called asking about pickup and delivery service. Emergency Same-Day Dispatch The emergency delivery capability transformed PrecisionDental’s competitive position. When a dentist called requesting an urgent pickup or delivery, Howard opened Upper’s live tracking map and identified the nearest driver with available time. He added the emergency stop to that driver’s active route through the dispatch dashboard, and the driver’s app updated with the new stop inserted into the optimal position. The entire process took less than three minutes. The dentist received an automated customer notification confirming the pickup with an estimated arrival time. Howard guaranteed a 2-hour window for emergency requests within the Portland metro, and the operation consistently met it. In the first month alone, PrecisionDental handled 23 emergency same-day requests. Each one represented a dentist who previously would have been told to wait until the next day or, worse, would have called a competing lab. Howard began actively marketing the same-day capability, and it became one of PrecisionDental’s strongest differentiators in sales conversations with new accounts. The first time I dispatched a same-day delivery, the dentist called me back and said, ‘You told me last year this wasn’t possible.’ I told him we figured it out. He referred two other practices to us that month. Howard Chen Lab Director, PrecisionDental Lab Eliminating Delivery Disputes with Digital Proof The delivery dispute problem had been a persistent source of friction and cost. Once or twice a month, a dental office would claim they hadn’t received a case that PrecisionDental’s records showed as delivered. Without documentation, Howard had no choice but to remake the appliance at the lab’s expense. Upper’s proof of delivery feature ended the dispute cycle. Drivers captured a photo of the delivered case at the office front desk and obtained a digital signature from the staff member who received it. Every delivery was timestamped and GPS-tagged. When a dispute arose, Howard pulled up the delivery record: a photo of the labeled case on the front desk, the signature of the dental assistant who accepted it, and the exact time it was dropped off. The disputes stopped entirely. Not because offices stopped misplacing cases, but because PrecisionDental could now prove delivery occurred, and the office knew it. The Impact PrecisionDental Lab’s growth accelerated almost immediately after implementation. The 40 new accounts won in eight months represented the fastest expansion in the lab’s history. Howard attributed most of the wins to two factors: the ability to say “yes” to new accounts without worrying about route capacity, and the same-day emergency delivery capability that no other lab in the Portland market could match reliably. The revenue impact followed the account growth. Lab revenue increased 28% over eight months, driven by the new accounts, emergency delivery fees, and improved retention of existing clients. The two large accounts that had been evaluating competitors renewed their service agreements after experiencing the same-day delivery and delivery notifications firsthand. We grew 28% without hiring a single additional driver. That’s the part that still surprises me. The capacity was always there. We just couldn’t see it because our routes were built on habit instead of data. Howard Chen Lab Director, PrecisionDental Lab Performance Metrics MetricsBefore UpperAfter Upper Same-day emergency deliveryNot offeredGuaranteed within 2 hours New accounts (8-month period)3 turned away per quarter40 won Daily time freed per driverNone (fully committed)90 minutes average Delivery disputes1-2 per month (lab absorbed cost)Zero Lab revenueBaseline+28% growth Proof of deliveryNone (verbal confirmation)Photo + digital signature, timestamped Average route completion time4:00 pm2:30 pm The operational improvements extended beyond the numbers. Howard’s daily routine shifted from reactive problem-solving to proactive business development. He no longer spent his mornings fielding calls from drivers about overloaded routes or from dentists about late deliveries. The system handled the routing, the dispatch handled emergencies, and the notifications handled customer communication. PrecisionDental’s drivers appreciated the changes as well. Balanced routes meant no single driver bore the burden of an overloaded territory while a colleague finished early. The emergency dispatches were distributed across whoever was nearest and had capacity, so the additional work was shared fairly. Howard is now planning to expand PrecisionDental’s service area to Salem and Eugene, using the same model: load the new offices, let Upper optimize the routes, and add drivers only when the data shows the current fleet can’t absorb the volume. The math, he says, will tell him exactly when that point arrives. Every dental lab in Portland offers quality work. The ones that grow are the ones that deliver reliably. We went from being a lab that couldn’t handle emergencies to a lab that guarantees 2-hour same-day service. That changed how dentists talk about us. Howard Chen Lab Director, PrecisionDental Lab
PrecisionDental Lab Went From “Not Possible” to Guaranteed 2-Hour Emergency Delivery with Upper A Portland dental lab serving 200 client offices freed 90 minutes per driver daily through route optimization, unlocking the capacity to offer same-day emergency delivery that dentists had been requesting for years, and growing lab revenue 28% in eight months. In Conversation with Howard Chen, Lab Director, PrecisionDental Lab
The Challenge Dental labs live and die by their delivery reliability. When a dentist prepares a tooth for a crown, the patient is in the chair with a temporary restoration, scheduled to return in two weeks for the permanent one. If the lab’s driver doesn’t pick up the impression on time, the lab loses a day. If the finished crown doesn’t arrive on the morning of the patient’s appointment, the dentist has to reschedule, and the patient leaves unhappy with the practice and the lab. Howard Chen understood this pressure intimately. PrecisionDental Lab served 200 dental offices across Portland with six drivers running fixed routes that hadn’t been redesigned since the lab opened eight years earlier. Each driver had a territory and a sequence of stops they ran every day in the same order. The routes worked when PrecisionDental had 120 accounts. At 200, they were straining. Our routes were designed for a different company. We’d grown by 80 accounts and just kept bolting new offices onto existing routes. Driver #3 was running 38 stops on Mondays. That’s not a route, that’s a marathon. Howard Chen Lab Director, PrecisionDental Lab New accounts were the immediate problem. When a dental office called to set up service, Howard had to figure out which driver’s route could absorb the additional stop without pushing them past their daily limit. The answer was increasingly “none of them.” Three prospective accounts in the last quarter alone had been turned away because Howard couldn’t guarantee reliable pickup and delivery without overloading an existing driver. The emergency delivery problem was even more frustrating. Dentists frequently called requesting same-day delivery for urgent cases: a patient’s permanent crown was ready and the patient was already in the chair, or an impression needed to be picked up immediately because the material was time-sensitive. Howard’s answer was always the same: “We can’t do same-day. Our drivers are fully committed.” Key Problems No capacity slack for new accounts: Every driver ran a full day of stops. Adding a new office meant either extending someone’s route by 30-45 minutes or leaving another office without service that day. Neither option was acceptable. Same-day requests went unanswered: Dentists wanted emergency pickup and delivery for cases where a patient was waiting. Howard had no way to identify which driver was nearby, had time available, or could detour without making other offices late. Delivery disputes with no documentation: When a dental office claimed they never received a delivery, it was the driver’s word against the office staff’s. PrecisionDental had no proof of delivery, no signature, and no timestamp. Howard absorbed the cost of remaking the appliance roughly once a month. Fixed routes couldn’t adapt to daily variability: Some days a driver had 35 stops; other days, 18. The route never changed, regardless. Drivers with light days finished early and went home. Drivers with heavy days ran late, and offices received their cases after closing. Howard watched competitors in the Portland market begin offering same-day service. Two of his largest accounts mentioned they were evaluating other labs that could guarantee faster turnaround. The inability to offer emergency delivery wasn’t just a missed revenue opportunity. It was becoming a retention risk. The Solution Howard discovered Upper while researching delivery management software for medical and lab logistics. What convinced him to try it was the combination of route optimization for recurring daily routes and real-time dispatch for the emergency requests he’d been unable to handle. He started by loading all 200 client offices into Upper with their delivery schedules, receiving windows, and average service times. Most offices had specific hours when they accepted deliveries, typically 8-11 am for morning routes and 2-4 pm for afternoon runs. The optimizer built routes that respected these windows while minimizing drive time between stops. The first optimized routes were eye-opening. Upper had our six drivers covering the same 200 offices in significantly less time. Some routes that used to take until 4pm were finishing by 2:30. That free time was exactly what I needed. Howard Chen Lab Director, PrecisionDental Lab Reclaiming 90 Minutes Per Driver The route optimization produced an average of 90 minutes of freed time per driver per day. The savings came from three sources: eliminating backtracking where drivers had been crossing their own paths, rebalancing stop counts so no single driver was overloaded while others had light days, and respecting receiving windows so drivers weren’t arriving at offices that weren’t ready to accept deliveries. Upper’s route optimization regrouped the 200 offices by geography and delivery window rather than by the historical assignments that had accumulated over eight years. Offices that were three blocks apart but assigned to different drivers were consolidated onto the same route. Drivers who had been crisscrossing each other’s territories now stayed in defined zones. The 90 minutes per driver wasn’t idle time. It was the capacity Howard needed to accept new accounts and offer emergency service. For the first time in two years, he could say “yes” when a new dental office called asking about pickup and delivery service. Emergency Same-Day Dispatch The emergency delivery capability transformed PrecisionDental’s competitive position. When a dentist called requesting an urgent pickup or delivery, Howard opened Upper’s live tracking map and identified the nearest driver with available time. He added the emergency stop to that driver’s active route through the dispatch dashboard, and the driver’s app updated with the new stop inserted into the optimal position. The entire process took less than three minutes. The dentist received an automated customer notification confirming the pickup with an estimated arrival time. Howard guaranteed a 2-hour window for emergency requests within the Portland metro, and the operation consistently met it. In the first month alone, PrecisionDental handled 23 emergency same-day requests. Each one represented a dentist who previously would have been told to wait until the next day or, worse, would have called a competing lab. Howard began actively marketing the same-day capability, and it became one of PrecisionDental’s strongest differentiators in sales conversations with new accounts. The first time I dispatched a same-day delivery, the dentist called me back and said, ‘You told me last year this wasn’t possible.’ I told him we figured it out. He referred two other practices to us that month. Howard Chen Lab Director, PrecisionDental Lab Eliminating Delivery Disputes with Digital Proof The delivery dispute problem had been a persistent source of friction and cost. Once or twice a month, a dental office would claim they hadn’t received a case that PrecisionDental’s records showed as delivered. Without documentation, Howard had no choice but to remake the appliance at the lab’s expense. Upper’s proof of delivery feature ended the dispute cycle. Drivers captured a photo of the delivered case at the office front desk and obtained a digital signature from the staff member who received it. Every delivery was timestamped and GPS-tagged. When a dispute arose, Howard pulled up the delivery record: a photo of the labeled case on the front desk, the signature of the dental assistant who accepted it, and the exact time it was dropped off. The disputes stopped entirely. Not because offices stopped misplacing cases, but because PrecisionDental could now prove delivery occurred, and the office knew it. The Impact PrecisionDental Lab’s growth accelerated almost immediately after implementation. The 40 new accounts won in eight months represented the fastest expansion in the lab’s history. Howard attributed most of the wins to two factors: the ability to say “yes” to new accounts without worrying about route capacity, and the same-day emergency delivery capability that no other lab in the Portland market could match reliably. The revenue impact followed the account growth. Lab revenue increased 28% over eight months, driven by the new accounts, emergency delivery fees, and improved retention of existing clients. The two large accounts that had been evaluating competitors renewed their service agreements after experiencing the same-day delivery and delivery notifications firsthand. We grew 28% without hiring a single additional driver. That’s the part that still surprises me. The capacity was always there. We just couldn’t see it because our routes were built on habit instead of data. Howard Chen Lab Director, PrecisionDental Lab Performance Metrics MetricsBefore UpperAfter Upper Same-day emergency deliveryNot offeredGuaranteed within 2 hours New accounts (8-month period)3 turned away per quarter40 won Daily time freed per driverNone (fully committed)90 minutes average Delivery disputes1-2 per month (lab absorbed cost)Zero Lab revenueBaseline+28% growth Proof of deliveryNone (verbal confirmation)Photo + digital signature, timestamped Average route completion time4:00 pm2:30 pm The operational improvements extended beyond the numbers. Howard’s daily routine shifted from reactive problem-solving to proactive business development. He no longer spent his mornings fielding calls from drivers about overloaded routes or from dentists about late deliveries. The system handled the routing, the dispatch handled emergencies, and the notifications handled customer communication. PrecisionDental’s drivers appreciated the changes as well. Balanced routes meant no single driver bore the burden of an overloaded territory while a colleague finished early. The emergency dispatches were distributed across whoever was nearest and had capacity, so the additional work was shared fairly. Howard is now planning to expand PrecisionDental’s service area to Salem and Eugene, using the same model: load the new offices, let Upper optimize the routes, and add drivers only when the data shows the current fleet can’t absorb the volume. The math, he says, will tell him exactly when that point arrives. Every dental lab in Portland offers quality work. The ones that grow are the ones that deliver reliably. We went from being a lab that couldn’t handle emergencies to a lab that guarantees 2-hour same-day service. That changed how dentists talk about us. Howard Chen Lab Director, PrecisionDental Lab
The Challenge Dental labs live and die by their delivery reliability. When a dentist prepares a tooth for a crown, the patient is in the chair with a temporary restoration, scheduled to return in two weeks for the permanent one. If the lab’s driver doesn’t pick up the impression on time, the lab loses a day. If the finished crown doesn’t arrive on the morning of the patient’s appointment, the dentist has to reschedule, and the patient leaves unhappy with the practice and the lab. Howard Chen understood this pressure intimately. PrecisionDental Lab served 200 dental offices across Portland with six drivers running fixed routes that hadn’t been redesigned since the lab opened eight years earlier. Each driver had a territory and a sequence of stops they ran every day in the same order. The routes worked when PrecisionDental had 120 accounts. At 200, they were straining.
Our routes were designed for a different company. We’d grown by 80 accounts and just kept bolting new offices onto existing routes. Driver #3 was running 38 stops on Mondays. That’s not a route, that’s a marathon. Howard Chen Lab Director, PrecisionDental Lab
New accounts were the immediate problem. When a dental office called to set up service, Howard had to figure out which driver’s route could absorb the additional stop without pushing them past their daily limit. The answer was increasingly “none of them.” Three prospective accounts in the last quarter alone had been turned away because Howard couldn’t guarantee reliable pickup and delivery without overloading an existing driver. The emergency delivery problem was even more frustrating. Dentists frequently called requesting same-day delivery for urgent cases: a patient’s permanent crown was ready and the patient was already in the chair, or an impression needed to be picked up immediately because the material was time-sensitive. Howard’s answer was always the same: “We can’t do same-day. Our drivers are fully committed.”
No capacity slack for new accounts: Every driver ran a full day of stops. Adding a new office meant either extending someone’s route by 30-45 minutes or leaving another office without service that day. Neither option was acceptable. Same-day requests went unanswered: Dentists wanted emergency pickup and delivery for cases where a patient was waiting. Howard had no way to identify which driver was nearby, had time available, or could detour without making other offices late. Delivery disputes with no documentation: When a dental office claimed they never received a delivery, it was the driver’s word against the office staff’s. PrecisionDental had no proof of delivery, no signature, and no timestamp. Howard absorbed the cost of remaking the appliance roughly once a month. Fixed routes couldn’t adapt to daily variability: Some days a driver had 35 stops; other days, 18. The route never changed, regardless. Drivers with light days finished early and went home. Drivers with heavy days ran late, and offices received their cases after closing.
Howard watched competitors in the Portland market begin offering same-day service. Two of his largest accounts mentioned they were evaluating other labs that could guarantee faster turnaround. The inability to offer emergency delivery wasn’t just a missed revenue opportunity. It was becoming a retention risk.
The Solution Howard discovered Upper while researching delivery management software for medical and lab logistics. What convinced him to try it was the combination of route optimization for recurring daily routes and real-time dispatch for the emergency requests he’d been unable to handle. He started by loading all 200 client offices into Upper with their delivery schedules, receiving windows, and average service times. Most offices had specific hours when they accepted deliveries, typically 8-11 am for morning routes and 2-4 pm for afternoon runs. The optimizer built routes that respected these windows while minimizing drive time between stops.
The first optimized routes were eye-opening. Upper had our six drivers covering the same 200 offices in significantly less time. Some routes that used to take until 4pm were finishing by 2:30. That free time was exactly what I needed. Howard Chen Lab Director, PrecisionDental Lab
Reclaiming 90 Minutes Per Driver The route optimization produced an average of 90 minutes of freed time per driver per day. The savings came from three sources: eliminating backtracking where drivers had been crossing their own paths, rebalancing stop counts so no single driver was overloaded while others had light days, and respecting receiving windows so drivers weren’t arriving at offices that weren’t ready to accept deliveries. Upper’s route optimization regrouped the 200 offices by geography and delivery window rather than by the historical assignments that had accumulated over eight years. Offices that were three blocks apart but assigned to different drivers were consolidated onto the same route. Drivers who had been crisscrossing each other’s territories now stayed in defined zones. The 90 minutes per driver wasn’t idle time. It was the capacity Howard needed to accept new accounts and offer emergency service. For the first time in two years, he could say “yes” when a new dental office called asking about pickup and delivery service.
Emergency Same-Day Dispatch The emergency delivery capability transformed PrecisionDental’s competitive position. When a dentist called requesting an urgent pickup or delivery, Howard opened Upper’s live tracking map and identified the nearest driver with available time. He added the emergency stop to that driver’s active route through the dispatch dashboard, and the driver’s app updated with the new stop inserted into the optimal position. The entire process took less than three minutes. The dentist received an automated customer notification confirming the pickup with an estimated arrival time. Howard guaranteed a 2-hour window for emergency requests within the Portland metro, and the operation consistently met it. In the first month alone, PrecisionDental handled 23 emergency same-day requests. Each one represented a dentist who previously would have been told to wait until the next day or, worse, would have called a competing lab. Howard began actively marketing the same-day capability, and it became one of PrecisionDental’s strongest differentiators in sales conversations with new accounts.
The first time I dispatched a same-day delivery, the dentist called me back and said, ‘You told me last year this wasn’t possible.’ I told him we figured it out. He referred two other practices to us that month. Howard Chen Lab Director, PrecisionDental Lab
Eliminating Delivery Disputes with Digital Proof The delivery dispute problem had been a persistent source of friction and cost. Once or twice a month, a dental office would claim they hadn’t received a case that PrecisionDental’s records showed as delivered. Without documentation, Howard had no choice but to remake the appliance at the lab’s expense. Upper’s proof of delivery feature ended the dispute cycle. Drivers captured a photo of the delivered case at the office front desk and obtained a digital signature from the staff member who received it. Every delivery was timestamped and GPS-tagged. When a dispute arose, Howard pulled up the delivery record: a photo of the labeled case on the front desk, the signature of the dental assistant who accepted it, and the exact time it was dropped off. The disputes stopped entirely. Not because offices stopped misplacing cases, but because PrecisionDental could now prove delivery occurred, and the office knew it.
The Impact PrecisionDental Lab’s growth accelerated almost immediately after implementation. The 40 new accounts won in eight months represented the fastest expansion in the lab’s history. Howard attributed most of the wins to two factors: the ability to say “yes” to new accounts without worrying about route capacity, and the same-day emergency delivery capability that no other lab in the Portland market could match reliably. The revenue impact followed the account growth. Lab revenue increased 28% over eight months, driven by the new accounts, emergency delivery fees, and improved retention of existing clients. The two large accounts that had been evaluating competitors renewed their service agreements after experiencing the same-day delivery and delivery notifications firsthand.
We grew 28% without hiring a single additional driver. That’s the part that still surprises me. The capacity was always there. We just couldn’t see it because our routes were built on habit instead of data. Howard Chen Lab Director, PrecisionDental Lab
Performance Metrics MetricsBefore UpperAfter Upper Same-day emergency deliveryNot offeredGuaranteed within 2 hours New accounts (8-month period)3 turned away per quarter40 won Daily time freed per driverNone (fully committed)90 minutes average Delivery disputes1-2 per month (lab absorbed cost)Zero Lab revenueBaseline+28% growth Proof of deliveryNone (verbal confirmation)Photo + digital signature, timestamped Average route completion time4:00 pm2:30 pm
The operational improvements extended beyond the numbers. Howard’s daily routine shifted from reactive problem-solving to proactive business development. He no longer spent his mornings fielding calls from drivers about overloaded routes or from dentists about late deliveries. The system handled the routing, the dispatch handled emergencies, and the notifications handled customer communication. PrecisionDental’s drivers appreciated the changes as well. Balanced routes meant no single driver bore the burden of an overloaded territory while a colleague finished early. The emergency dispatches were distributed across whoever was nearest and had capacity, so the additional work was shared fairly. Howard is now planning to expand PrecisionDental’s service area to Salem and Eugene, using the same model: load the new offices, let Upper optimize the routes, and add drivers only when the data shows the current fleet can’t absorb the volume. The math, he says, will tell him exactly when that point arrives.
Every dental lab in Portland offers quality work. The ones that grow are the ones that deliver reliably. We went from being a lab that couldn’t handle emergencies to a lab that guarantees 2-hour same-day service. That changed how dentists talk about us. Howard Chen Lab Director, PrecisionDental Lab
