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Types of Siberia snus

Types of Siberia snus

Types of Siberia snus

Siberia snus is a type of snus that is popularly known for its unimaginable nicotine quantity of 43mg/g and invigorating spearmint savor.Siberia 80°C  is extreme snus that is processed in portions of white dry.Siberia snus is outstanding because it has a spicy taste and the nicotine quantity in it is almost equal to the 5 normal strong snus.

It Kicks one’s heels!

“It kicks in the heels !”  is the feeling most users would describe after they used the Siberiasnus. The contents of the white dry Siberia slowly dissolving under your lip into your mouth as it releases its shock waving feeling, this can be seen as a  turnoff but this feeling occasionally happens to the newbies but for those who regularly use snus the feeling is a little bit mild. There are different other varieties of Siberia snus if you want to taste other flovors that are little less mild than the Siberia white dry portion.This product is worth being kicked in the heels for

It is evident that Siberia snus is a worthwhile pouch bag that will probably be spending white some time under your lip because its moistures are well equated without being too wet or too dry so helping extend the releaseof flavors.But slightly wet enough to give a good feeling under your tongue.

Types of Siberia snus

They are support systems for a number of snus products which include:

  • Siberia brown portion this variety goes for $3.29.
  • Siberia white dry portion this variety goes for $3.29
  • Siberia slim portion this variety goes for $3.49 
  • Siberia slim white this type of Siberia goes for $3.49 
  • Siberia slim white dry this goes for $3.49.
  • Siberia white white

 Which type of snus do you use?

Depending on the type of snus you use, you will definitely find the variety that will suit you since there are different flavors of Siberia snus and quantities. They process a perfect combination of everything: choolate,mint,and different other varieties.

How to use Siberia loose snus

If you are a newbie then here are clear guidelines on how to use it.

  • unlock the snus can.
  • Place your index finger and thumb in the can.
  •  fetch a small quantity of snus with your index finger and thumb. Lift it out of the tin
  • Raise your lip
  • put the fetched snus under it between the lip and the gum.
  •  after a short while if it is your first time you will have a dizzy and rush feeling that is why it is important to be next to somewhere you can sit when using it.

Siberia portion snus

It comes in different sizes mini, large and maxi in sachet similar to tea bags but smaller ones the mini has a 0.5 gm quantity,the large one has about 1gm then finally the maxi one has 0.5gm. You choose the size you want to purchase depending on the amount you can handle at a bit.

Siemens Healthineers gives details on second phase of Strategy 2025 and on the further development of its businesses

At a capital markets event in London, the management of Siemens Healthineers AG will provide further details on the second phase of its “Strategy 2025”. This so-called “Upgrading” phase is about taking Siemens Healthineers to the next level of profitable growth. As already communicated, the company aims to achieve revenue growth on a comparable basis, i.e. excluding currency translation and portfolio effects, of five to six percent in fiscal year 2020 (ending September 30), with adjusted1 basic earnings per share rising six to twelve percent over the previous year. In fiscal years 2021 and 2022, revenue is expected to grow by more than five prevent each year on a comparable basis, and adjusted basic earnings per share should record an annual increase of around ten percent.

The healthcare system worldwide is in a state of upheaval. Cost pressure and consolidation on the customer side as well as far-reaching digitalization are key trends in the coming years. Thanks to our strong technological base, extensive clinical expertise and our global network, we can help make healthcare more efficient and further improve access to healthcare. At the same time, our digital and AI-based offerings put us in a unique position to play a decisive role in the key areas of the healthcare market. During the Upgrading phase, we will continue to grow in existing markets, enter adjacent fields and make new markets”, said Bernd Montag, CEO of Siemens Healthineers AG.

Siemens Healthineers has defined clear priorities during the Upgrading phase for its three segments. In the Imaging segment, the focus is on continuously innovating the core business, expanding its diagnostic offerings as well as on taking a leading role in supporting clinical decision-making based on artificial intelligence. In the Diagnostics segment, the main task is to exploit the opportunities arising from the market trend towards automated workflows in laboratory diagnostics. On top of this, it is planned to further expand the point-of-care business. One focus of the Advanced Therapies segment is on combining the technologies of the robotics company Corindus Vascular Robotics, which was acquired in October, with the existing portfolio to achieve additional growth and make new markets.

The plans of the segments will be supplemented by three company-wide priorities: market share gains in geographic growth markets as well as with leading healthcare providers, and the further acceleration of the company’s digital transformation.

The company completed the first phase of the “Siemens?Healthineers Strategy 2025” at the end of fiscal year 2019. During this phase, Siemens Healthineers successfully implemented its IPO and launched important product innovations such as the AI Companions. With the acquisitions of Corindus and the U.S.-based consulting firm ECG Management Consultants, the company has recently strengthened its offerings in adjacent growth areas.

About Siemens Healthineers AG
Siemens Healthineers AG is shaping the future of Healthcare. As a leading medical technology company headquartered in Erlangen, Germany, Siemens Healthineers enables healthcare providers worldwide through its regional companies to increase value by empowering them on their journey towards expanding precision medicine, transforming care delivery, improving the patient experience, and digitalizing healthcare. Siemens Healthineers is continuously developing its product and service portfolio, with AI-supported applications and digital offerings that play an increasingly important role in the next generation of medical technology. These new applications will enhance the company’s foundation in in-vitro diagnostic, image-guided therapy, and in-vivo diagnostics. Siemens Healthineers also provides a range of services and solutions to enhance healthcare providers’ ability to provide high-quality, efficient care to patients. In fiscal 2019, which ended on September 30, 2019, Siemens Healthineers, which has approximately 52,000 employees worldwide, generated revenue of €14.5 billion and adjusted profit of €2.5 billion. Further information is available at www.siemens-healthineers.com.

 

Merit Medical Launches ReSolve Mini Locking Drainage Catheter

Merit Medical Launches ReSolve Mini Locking Drainage Catheter

Merit Medical announced the commercial launch of the ReSolve Mini Locking Drainage Catheter, the most recent addition to Merit’s line of innovative ReSolve Locking Drainage Catheters. The ReSolve Mini is intended for the percutaneous drainage of fluid from body cavities, and its mini pigtail design – which is up to 42% smaller than the standard ReSolve Locking Drainage Catheter pigtail – allows the catheter to be placed into small fluid pockets.

The ReSolve Mini features a tapered tip and hydrophilic coating for smooth introduction, designed to reduce patient discomfort. Depth markers located on the catheter shaft aid accurate placement and act as a reference for correct positioning, and a radiopaque marker band denotes where the pigtail is to ensure all the holes are in the fluid pocket. The device features multiple large holes to help maximize drainage.

Additionally, the ReSolve Mini includes a secure locking mechanism that makes it difficult for patients to unlock the catheter, a pigtail straightener to help insert the cannulas into the catheter easier, and a catheter tip positioned within the pigtail curve, designed to reduce tissue irritation. Flexible polyurethane material prevents kinking and ensures excellent catheter rebound, and an included Repositioning Tool helps unlock and reposition the catheter at any time.

“For years, Merit has been deeply committed to the drainage space, developing novel and innovative catheters and drainage devices that improve the standard of care,” commented Fred Lampropoulos, Chairman and CEO of Merit Medical. “The commercial launch of the Resolve Mini furthers that legacy by offering customers a device designed to provide safety, usability, and patient comfort.”

About Merit

Founded in 1987, Merit Medical Systems, Inc. is engaged in the development, manufacture and distribution of proprietary disposable medical devices used in interventional, diagnostic and therapeutic procedures, particularly in cardiology, radiology, oncology, critical care and endoscopy. Merit serves client hospitals worldwide with a domestic and international sales force and clinical support team totaling in excess of 300 individuals. Merit employs approximately 6,350 people worldwide with facilities in South Jordan, Utah; Pearland, Texas; Richmond, Virginia; Malvern, Pennsylvania; Rockland, Massachusetts; Aliso Viejo, California; Maastricht and Venlo, The Netherlands; Paris, France; Galway, Ireland; Beijing, China; Tijuana, Mexico; Joinville, Brazil; Markham, Ontario, Canada; Melbourne, Australia; Tokyo, Japan; Reading, United Kingdom; Johannesburg, South Africa; and Singapore.

InterSystems Named a Leader in 2019 Gartner Magic Quadrant for Operational Database Management Systems

InterSystems Named a Leader in 2019 Gartner Magic Quadrant for Operational Database Management Systems

InterSystems, a global leader in high-performance information technology platforms that drive mission critical applications across healthcare, business, and government, announced that Gartner, Inc. has recognised the company as a Leader in its 2019 Gartner Magic Quadrant for Operational Database Management Systems. InterSystems has been included in the annual report since 2013.

Last year, InterSystems introduced the InterSystems IRIS™ Data Platform, a complete, unified data platform that enables organisations to simplify and accelerate the development, deployment and maintenance of mission-critical and highly reliable applications. Its first specialised edition, InterSystems IRIS for Health, empowers healthcare organisations to rapidly develop the healthcare applications that manage the world’s most critical data, combining analytical and transaction processing with native interoperability for all data types.

“The InterSystems IRIS Data Platform powers some of the most high-volume, mission-critical and innovative applications across multiple industries — all of which require not only great technology, but also superior support and stability. As problem solvers, we continue to partner closely with our customers and application partners to expand these capabilities,” said Scott Gnau, vice president of data platforms at InterSystems. “We will continue to accelerate our investments in innovation, partnering and support. Our entire team appreciates the recognition by Gartner and our customers.”

A complimentary copy of the 2019 Magic Quadrant for Operational Database Management Systems can be viewed here.

InterSystems is also recognised as a Jan. 2019 Gartner Peer Insights Customers’ Choice for Operational Database Management Systems.

Gartner Disclaimers
Gartner does not endorse any vendor, product or service depicted in its research publications, and does not advise technology users to select only those vendors with the highest ratings or other designation. Gartner research publications consist of the opinions of Gartner’s research organisation and should not be construed as statements of fact. Gartner disclaims all warranties, expressed or implied, with respect to this research, including any warranties of merchantability or fitness for a particular purpose.

Gartner Peer Insights Customers’ Choice constitute the subjective opinions of individual end-user reviews, ratings, and data applied against a documented methodology; they neither represent the views of, nor constitute an endorsement by, Gartner or its affiliates.

About InterSystems
InterSystems is the information engine that powers some of the world’s most important applications. In healthcare, business, government, and other sectors where lives and livelihoods are at stake, InterSystems has been a strategic technology provider since 1978. InterSystems is a privately held company headquartered in Cambridge, Massachusetts (USA), with offices worldwide, and its software products are used daily by millions of people in more than 80 countries. For more information, please visit http://www.intersystems.com/.

Providing better care with 50 percent faster access to clinical data

Providing better care with 50 percent faster access to clinical data

With data held in complex medical charts, Molina Healthcare found it challenging to efficiently meet deadlines for evaluations and audits. By centralizing medical records in a single repository with integrated case management, organizations can provide rapid access to vital content, helping to avoid potentially costly delays and penalties.

Business challenge

Slow access to clinical data can significantly impact healthcare organizations’ ability to meet evaluation and audit deadlines, potentially exposing them to millions in lost revenues and penalties.

Transformation

Molina Healthcare centralized its medical records in a single repository with integrated case management and automatic coding for medical charts, using IBM Enterprise Content Management solutions.

Business challenge story

Meeting tight deadlines
As a Medicare plan provider, Molina Healthcare is subject to rigorous evaluations and audits from the Centers for Medicare and Medicaid Services (CMS). Every year, CMS rates health plans using a five-star system. These ratings are based on a number of measures, such as the ability to effectively coordinate care, manage chronic illnesses and improve member retention.

Rohit Gupta, Director of IT at Molina Healthcare, explains, “Star ratings play a crucial role in helping Molina Healthcare to maintain its Medicare contract with CMS and determine the level of payment incentives that we receive from federal programs.”

A significant portion of the quality measures that contribute to the star ratings report is calculated using data from the Healthcare Effectiveness Data and Information Set (HEDIS)—a tool used to measure performance on important dimensions of care and service.

Each year, Molina Healthcare is given a strict timeline to submit HEDIS rate calculations and source validations for selected plan members to CMS. Molina Healthcare must collect medical records for as many of its selected members as possible within a five-month period.

Due to the volume and complexity of the company’s medical charts, as well as the time required to manually search for pertinent performance data, Molina Healthcare estimated that it completed fewer than half of its targeted pursuits in any given year. This meant that the company was potentially losing out on opportunities to boost its star rating and qualify for greater bonus payments.

To add to the challenge, Molina Healthcare is required to respond to annual CMS audits. If the company cannot provide the requested information to CMS within specified deadlines and with accuracy, it can be subjected to penalties of up to USD 20 million.

Transformation story

Centralizing medical chart data and streamlining management

With potentially millions of dollars on the line, Molina Healthcare knew that it needed to find a better way to access complex medical chart data and streamline HEDIS rate calculation processes. The company teamed up with IBM Business Partner Datum Consulting Group to overhaul case management practices with a suite of IBM Enterprise Content Management solutions.

Within a tight four-month schedule, the project team worked to centralize medical records and integrate case management of charts into the company’s HEDIS and Risk Assessment and Management Program (RAMP) infrastructures.

Using IBM® Case Manager, Molina Healthcare created a single, centralized repository for medical charts and other unstructured clinical data, increasing transparency of information across the enterprise while reducing content redundancies and inconsistencies. Authorized users can request files through a chart target list, making it quick and easy for staff to access the content they need.

“We handle a huge volume of medical chart information—for HEDIS alone we work with around 750,000 medical charts a year,” comments Gupta. “The IBM Enterprise Content Management tools are proving to be a huge asset when it comes to storing content, and making it easily accessible via Case Manager based applications. Even for our larger charts, which are around 500 MB, it takes less than three minutes to retrieve the chart and the information stored in it.”

Every day, Molina Healthcare harnesses IBM Content Collector and Case Manager to automatically enter thousands of files into its content repository and index the content. The company also uses IBM Forms Server software together with Case Manager to automatically code medical charts, saving time and reducing the risk of human error

Faster access to more accurate information

Since implementing the IBM solutions, Molina Healthcare has considerably accelerated access to medical chart data and improved the quality of the information by eliminating a large amount of coding errors. The company has also improved its ability to connect teams to the right information at the right time, helping people work more productively.

By increasing the accuracy and timeliness of the information it provides to the CMS and other agencies, Molina Healthcare can better mitigate the risks of failed audits and associated penalties, as well as increase its quality ratings in the healthcare industry.

“Staff can access medical chart data in less than half the time it took in the past, which makes it much easier for us to meet deadlines for submitting CMS audit and HEDIS rate calculation documentation,” notes Gupta. “We have also reduced the number of chart coding errors by 25 percent, which saves us from having to go back and make corrections, and ensures that the information we submit is highly accurate.”

An unanticipated benefit of the IBM solutions is that Molina Healthcare can now use the automated medical chart target list workflow to track vendor performance and measure the productivity of internal coders in meeting audit and compliance timelines. The company has already achieved significant savings by using this information to improve operational efficiency.

Gupta concludes, “We are very impressed by the results we have seen so far, and our success has sparked considerable interest from other departments about adopting IBM content and case management software. IBM solutions allow Molina Healthcare to work more effectively, and set us up for delivering great quality care and solid financial results.”

Mentoring Through HoLEPs Learning Curve

Mentoring Through HoLEPs Learning Curve

A well-established hospital-based program helps top surgeons confidently perform HoLEP for patients with BPH.

For treatment of benign prostatic hyperplasia (BPH), transurethral Holmium Laser Enucleation of the Prostate (HoLEP) has emerged as the new gold standard. Compared to other familiar BPH procedures, HoLEP has lower morbidity, less blood loss, more comfortable recovery, a shorter hospital stay, less time with a catheter, and lower retreatment rates1-3 – all the metrics to which we aspire for patients with this very common condition. Nevertheless, HoLEP is not the most common procedure used to treat BPH, largely because surgeons perceive a steep learning curve and lack opportunities for training.

In our hospital, urologists have been teaching HoLEP for over 20 years to ensure that more patients with BPH gain the advantages of HoLEP. We’re ideally positioned to do so because HoLEP is the preferred BPH procedure at our hospital, where we perform about 1,200 cases per year, compared to about 200 cases at other hospitals in our region. Our program assigns a mentor to teach HoLEP to a protégé, who in turn will mentor other physicians in the future. Such a program requires the time and support of our surgeons and hospital, including a clear commitment to helping surgeons navigate HoLEP’s learning curve.

HoLEP’s Learning Curve
Like many surgeries, HoLEP has a learning curve, but it is by no means overly challenging and is certainly worth the effort to attain the procedure’s advantages. In our program, novice surgeons require just 20 to 25 supervised cases before they can perform HoLEP alone, compared to 50 cases indicated in literature.4-6

One reason for the training period is that several crucial steps in the operation can be new to the surgeon, depending on the prostate size and configuration.For example, as we safely enucleate the prostate, it can be challenging anatomically to get between the adenoma and capsule. We must work close to the sphincter while safely preserving it. Surgeons also learn to find and maintain the right cutting plane while being mindful of the capsule’s position.

Proper hands-on training shortens the learning curve for these HoLEP techniques.What’s more, surgeons perform very well during training. Research has shown that the outcomes of HoLEP during the learning curve are comparable to those of surgeons experienced in HoLEP.7

One-on-One Teaching
Our structured HoLEP mentoring program has a flexible duration of weeks to months based on each trainee’s previous experience with HoLEP and educational needs. Rather than jumping into doing the entire HoLEP procedure, surgeons learn in a step-by-step process. To start, a trainee watches a few HoLEP surgeries to get an impression of the technique, essential steps, and difficult aspects of the operation. Next, under the mentor’s guidance, the surgeon learning HoLEP begins to perform several steps of the operation, starting with enucleation of the middle lobe. The scope of the trainee’s HoLEP proficiency eventually expands to include accessing the apical part of the prostate on the left and right lobes and mastering all the skills to complete the operation.

Our laser and laser fibers (MOSES Pulse 120H and MOSES D/F/L fibers, Lumenis) make cutting smoother and more precise, thus aiding new surgeons in learning the procedure. With MOSES Technology, the modulated laser pulse simultaneously cuts and cauterizes, reducing bleeding and helping maintain visibility during surgery. The fiber has less vibration and degradation than we experience with other fibers.

The MOSES laser also cuts more efficiently through adenomas tissue and potentially reduces the overall procedure time of inexperienced surgeons compared to other laser technologies.All of these advantages make the trainee more relaxed and confident while translating directly into better patient outcomes. In addition, virtual reality simulators and wet simulators dedicated to HoLEP training also help to reduce the learning curve by allowing surgeons to practice in their own time.

When trainees perform any aspect of surgery, their mentor stands behind them to offer advice and demonstrate how to rely on the screen for guidance. Mentors use the handgrip-navigated technique, placing their hand on the trainee’s hand to demonstrate where to move the instrument. By the end of the mentoring program, the trainee is able to perform HoLEP while the mentor observes.

Hospital and Industry Help
Our HoLEP mentoring program would not be possible without the support of ourhospital, particularly in terms of OR scheduling. When mentors are teaching trainees to perform HoLEP,the operation time is longer, so we need to schedule longer blocks of OR time on training days. Our hospital is willing to let us take more time because it is committed to getting HoLEP’s advantages for our patients.

The industry can help hospitals develop HoLEP training programs as well as help individual surgeons learn the procedure. Lumenis Academy courses in HoLEP are offered internationally, and the company collaborates in developing HoLEP workshops and courses. Ultimately, the procedure that produces the best results is the best choice not only for our patients, but also for the hospital and for all the surgeons who dedicate themselves to learning HoLEP.


References


1. Kuntz RM, Lehrich K, Ahyai SA. Holmium laser enucleation of the prostate versus open prostatectomy for prostates greater than 100 grams: 5-year follow-up results of a randomised clinical trial. Eur Urol. 2008 Jan;53(1):160-6.
2. Gilling PJ, Wilson LC, King CJ, Westenberg AM, Frampton CM, Fraundorfer MR. Long-term results of a randomized trial comparing holmium laser enucleation of the prostate and transurethral resection of the prostate: results at 7 years. BJU Int. 2012 Feb;109(3):408-11.
3. Elmansy HM, Kotb A, Elhilali MM. Holmium laser enucleation of the prostate: long-term durability of clinical outcomes and complication rates during 10 years of followup. J Urol. 2011 Nov;186(5):1972-6.
4. El-Hakim A, Elhilali MM. Holmium laser enucleation of the prostate can be taught: the first learning experience. BJU Int. 2002 Dec;90(9):863-9.
5. Shah HN, Mahajan AP, Sodha HS, et al. Prospective evaluation of the learning curve for holmium laser enucleation of the prostate. J Urol. 2007 Apr;177(4):1468-74.
6. Seki N, Mochida O, Kinukawa N, Sagiyama K, Naito S. Holmium laser enucleation for prostatic adenoma: analysis of learning curve over the course of 70 consecutive cases. J Urol. 2003 Nov;170(5):1847-50.
7. Large T, Krambeck AE. Evidence-based outcomes of holmium laser enucleation of the prostate. CurrOpin Urol. 2018 May;28(3):301-308.

 

Author: Karin Lehrich

Karin Lehrich, MD, is an urologist at the Vivantes Auguste-Victoria-Hospital in Berlin, Germany, and Head of Urological Laser Center Berlin.

Building a Solid Foundation in Medical Device Packaging

Medical device development is a long journey consisting of preliminary bench testing, multiple cycles of ‘build-test-fail-redesign’ and taking the product concept from Research and Development (R&D) to production. Other steps include analyzing the economic environment, getting through clinical trials, product validation, obtaining regulatory approval and more.

The costs associated with launching a medical device can be extreme, due to the sheer complexities in navigating regulatory and other market barriers.

Through the different stages of launching your medical device, an initial question is how important is the sterility Barrier System (SBS) in the grand scheme of things? Is it necessary to invest in adequate device protection, and how is this best achieved so the device arrives with sterility intact to the final customer?

The FDA sets rigorous standards and requirements to ensure the sterility of a medical device. With stringent standards and testing that require all packaging that is used with medical devices, medical device manufacturers must demonstrate the integrity of the sterile barrier throughout distribution to the point of use, keeping environmental factors and transportation dynamics that in mind.

When developing a medical device, engineers need to consider packaging as an integral part of the final product and understand that packaging plays a pivotal role in the successful launch of a medical device. Medical device packaging should be considered right from the start. A solid package design sets a strong foundation in the success of launching a new medical device to market.

Under Part 820, Quality System Regulation by FDA, section 820.30 (c), medical device design input is defined as follows:
‘Each manufacturer shall establish and maintain procedures to ensure that the design requirements relating to a device are appropriate and address the intended use of the device, including the needs of the user and patient. The procedures shall include a mechanism for addressing incomplete, ambiguous, or conflicting requirements. The design input requirements shall be documented and shall be reviewed and approved by a designated individual(s). The approval, including the date and signature of the individual(s) approving the requirements, shall be documented.’

In ISO 13485:2016, under section 7.3.3 Design and Development inputs, it highlights the need to establish the design and development inputs such as device description, usability requirements, substantial equivalence comparison, target product profile, labeling, and more.

Additionally, ISO 13485:2016, section 7.5.11, Preservation of Product says, ‘The organization shall protect product from alteration, contamination or damage when exposed to expected conditions and hazards during processing, storage, handling and distribution by: designing and constructing suitable packaging and shipping containers.’

With reference to device packaging, areas a packaging engineer would need to consider are the type of barrier required—single or double barrier—, the compatibility of the packaging material with the sterilization method, the stability of material after sterilization and aging, sale unit—single pack or multi pack— and distribution. All of the above requirements translate into material selection and technical specifications such as SBS dimensions, seal strength, and seal width—to name a few.

Type of Barrier – Single or Double
Whether a single or double barrier should be chosen depends greatly on how the device is transferred aseptically to the end user. An aseptic transfer of the device into the sterile field within an Operating Room (OR) / Emergency Room (ER) is of critical importance
in maintaining the sterile integrity of the device out of its SBS. An aseptic transfer can be achieved either by dropping the device onto the sterile field also called dumping, or via a scrub nurse presenting the device to the sterile nurse within the sterile field. In the case of requirements where the entire SBS containing the medical device needs to be transferred inside a sterile field, a double barrier (double SBS) becomes an obvious choice. In such cases, the outer barrier is removed just outside the sterile field and the inner
barrier containing the device is transferred into the sterile field by dropping or presenting, as explained earlier.

Sterilization Methods
One commonly used sterilization method in the healthcare industry is Ethylene Oxide sterilization (EtO), where medical devices are sterilized using gas. EtO is suitable for devices that have low resistance to water and heat, and when using EtO, some would prefer the SBS to have a porous side. The porous substrate allows the gas to penetrate the SBS surface, sterilize the device and exit out of the SBS by a de-gassing process. This process also ensures that there is minimal EtO residual on the device. Residual levels of the
gas are kept at a very low level to avoid any risk to the patient from the toxic and irritating effects of the gas. A SBS can come in a variety of designs such as pouches, rigid and semi-rigid trays. In such designs, typically one side of the SBS will consist of a porous material and the other side a non-porous material. The downside of this process is that it may take about 3-4 days for the sterilization cycle to be completed.

Another commonly used sterilization method is radiation. It is most commonly used on single-use devices such as syringes or catheters. This method is faster compared to EtO and more penetrating into the devices, so the downside to this type of sterilization is that the device may have some polymer degradation in terms of functional properties, usually exhibited in the form of discoloration. The most commonly used packaging materials that are compatible with EtO sterilization are equally compatible with sterilization via radiation as well. Orientation of the SBS during the sterilization process can be an important consideration for this method of sterilization.

Steam sterilization, though efficient, is often not the decontamination method of choice due to the possibility of the buildup of water droplets inside device components which can impair the functionality of the device or cause corrosion in materials that cannot come into contact with water. The choice of SBS material also differs from those typically used for EtO or radiation sterilization.

Some medical device manufacturers also select dry heat sterilization for devices such as in vitro diagnostics that are susceptible to water damage but resistant to heat. This method of sterilization requires higher temperatures but is very effective in neutralizing biological contaminants and spores.

Seal Strength/Seal Integrity
Seals are a very critical part of the SBS because they prevent the entry of microorganisms and ensure the sterile integrity of an SBS from the point a final closure seal is applied until the point of use. As such, testing for seal strength is of prime importance. Integrity
tests check for pinholes or cracks on the SBS surface, as well as for channels and wrinkles across the width of the seal. Seal strength tests measure the mechanical strength of the seals in terms of force and ensure seal integrity is maintained during transportation. There are several American Standard Testing Method (ASTM) standards that describe methods to test SBS integrity and seal strength. ASTM D3078 describes a Submersion Leak method to test SBS surface integrity, whereas ASTM F1929 describes a Dye Penetration method to check for channels or wrinkles across SBS seals. For seal strength testing, ASTM F882 uses a Peel Test technique, and describes several methods to measure the force between two surfaces that form a seal.

There is no denying the fact that getting the right packaging and making sure it meets all ISO and/or ASTM standards is time consuming and complex. As a result, some medical device manufacturers have an entire team of packaging engineers who dedicate their time to identifying the appropriate packaging to ensure that medical devices remain in a sterile environment from distribution until the point of use.

At Oliver Healthcare Packaging, our customers rely on us to help them navigate the complexities of packaging and a reliable SBS. It is why our business is one hundred percent healthcare focused. Through innovation, and expertise in both technical support and customer care, we have partnered with thousands of medical device manufacturers to help them launch their medical devices successfully.

Speak to our technical engineers to get support on your packaging needs. From material recommendations to seal validation, we have the right expertise in place to help.

How This HCM Software Feature Can Help Retain Hospital Staff & Reduce Turnover

HCM Software Feature Can Help Retain Hospital Staff & Reduce Turnover

Often times when hospitals turn to solving staff retention issues they overlook a key factor to a possible solution: Human Capital Management (HCM) software. The capabilities within such software can address employee pain points and create solutions to common hospital staffing problems. Via the thorough and meticulous implementation of an HCM feature referred to as ‘self-scheduling’ I believe healthcare organizations can achieve significant results when it comes to retention.

To define it broadly self-scheduling allows nurses and other staff to manage their schedules while still under the purview of managerial administrators at the hospital. Self-scheduling gives staff more autonomy when it comes to their work schedules while still enabling healthcare organizations to direct overall staffing patterns. This feature allows staff to self-manage shifts but with the controls your organization needs to ensure the right people are matched to the right workload.

As an example, a multi-location healthcare organization would attain insights into the level of certifications and skills of nurses taking on night shifts across all locations during the holidays. When implemented correctly it also provides reports on elements such as workforce costs, labor patterns, and more. If self-scheduling is made available through an app or mobile website it gives staff the ability to manage their schedules on the go, as their daily and weekly schedules evolve.

The healthcare industry has been particularly prone to high turnover rates. Both profitability and quality of patient care is affected by this issue. From front office staff to medical directors to nurse practitioners, a variety of healthcare professionals are proving increasingly difficult to retain causing a disruption in the services they provide to patients and hospitals. There are a number of tactics to use when attempting to increase retention, from enhanced team communications to continual training and education, and deploying a self-scheduling feature can be a highly effective part of such a strategy. As a relatively new capability for hospitals, self-scheduling can give certain organizations a competitive edge on others and even help with recruiting.

The benefits of self-scheduling are numerous. Take for example the bird’s eye view feature that gives administrators visibility into shift allocation across multiple hospitals. This streamlines shift booking and limits the likelihood of one employee being overbooked for many shifts while others are under booked. It also highlights patterns across the various locations. Administrators can see the certification, qualification and experience level of staff during shifts. As such a night shift filled with 5 new nurses and morning shift with 5 experienced nurses can be rectified by assigning shifts to the right mix of junior and senior nurses.

Beyond providing actionable insights into staffing patterns, self-scheduling also prioritizes ‘fair’ shift assignment. Rather than having one individual repeatedly monopolize desirable shifts by booking first, self-scheduling allows administrators to control who can book shifts when. Therefore employees with high performance can be rewarded with first go at booking shifts before others. Or access to booking shifts first can be rotated through batches of employees to ensure fairness and prevent frustration.

If self-scheduling is provided via an app or a mobile site it allows staff to see changes in schedules and alerts them to vacancies in real-time via notifications. With a central portal through which staff can view changes and updates relevant to their category of employment internal communications are streamlined. Without the need for multiple texts, emails, or phone calls to confirm or communicate shift changes staff can focus on work and not worry about the hassle of coordinating their evolving schedules.

It is important to note that the self-scheduling capability is not plug and play. The successful deployment of this HCM software feature requires a thought-out and meticulous implementation project which focuses on employee data and agile project management. Employee data refers to accurate and in-depth Human Resources records on employee skill sets, certifications, experience levels, and professional strengths. It is with this information in place that your HCM Consultant can configure and program your software to accurately show staffing patterns in relation to seniority-levels and skill sets.

Also key to a successful implementation of self-scheduling is a properly configured workload template. A workload template is created for each department you want shifts to be scheduled for. For example imagine a department of your hospital that needs 3 nurse practitioners and 2 nurse techs on Tuesday – with  2 nurse practitioners having at least 5 years experience. But on Wednesday you will only need 1 nurse practitioner and 1 nurse tech. You would load these requirements into your workload template so that your self-scheduling software feature calculates shift allocation which aligns with those specific needs. Remember employee data is only one side of the configuration coin – build off workload is the other side!

The successful implementation of self-scheduling will also depend on your consultant team’s project management capabilities. Any HCM project will require a knowledgeable consultant to steer deliverables and manage scope. With self-scheduling projects it will also be beneficial to work with an HCM professional who can liaise with your organization’s Human Resources and Operations teams to ensure the right data is being provided within the right time frame.

The benefits described above significantly alleviate stress, hassle, and frustration for hospital staff. Such pain points are often what causes staff burnout or exasperation with existing scheduling systems and processes. Early adoption of self-scheduling can put your organization in the forefront of scheduling innovation. It will also provide a perk which results in staff staying with your hospital for longer and with higher levels of employee satisfaction.

Back to Basics: Working to Improve Patients Medical Knowledge

Back to Basics: Working to Improve Patients Medical Knowledge

Cataracts in the United States are mostly age related, affecting more than half of all Americans older than 65 to some degree.1Despite how common cataracts and surgery are, it can be shocking how little patients really know about the condition. In fact, even as they prepare for a cataract procedure,patients report being challenged to find resources they need to make informed decisions. The example of cataracts is emblematic of what many physicians experience with their patients across myriad medical conditions and disease processes, many associated with aging.

Streamlining the Pre-Education Process
Instead of starting the patient’s educational process in the physician’s office, physicians should begin by pre-educating them before they are ever seen. With a surgeon’s time in short supply, what’s the best way to approach pre-education? Online.

The obvious starting point is through a practice’s or physician’s website. Videos and other visual aids are particularly useful, along with links to additional resources and information. Physicians can also consider using testimonials to connect with potential patients as these provide peer-to-peer perspective on what they can expect during their care.At my office, we encourage patients to view our website when they fill out their online patient information forms. We want to ensure they have some knowledge when they come in so they we are not starting the entire process from scratch.

Building an Educational Website
An effective website should educate patients about the condition or disease, address common concerns about the safety of various treatment options, explaining the benefits and results associated with each,in order to simplify the decision-making process. To educate patients, information should be presented in a straight-forward and understandable manner, for example. To eliminate concerns, statistics related to the condition can be cited and the positive outcomes patients can expect from their treatment. To simplify the decision-making process, make the options clear and concise.The use of testimonials can serve to both ease concerns and excite patients about what’s to come after their procedure.

Leveraging the Media Channel
Mass media can be partners for delivering clear, concise and accurate medical information to potential patients. The major advantage is that, by definition, these outlets reach huge numbers of people across various demographic segments. Plus, members of the mediahave expertise in communicating with patients and caregivers, which can help overcome problems of delivering complex information in an understandable manner.

Harnessing the Power of Face-to-Face Interactions
In my practice, we also hold monthly seminars we advertise to our area. This is a way for us to meet the needs of patients who are really interested in more in-depth information. For 90 minutes, we discuss ocular anatomy, cataract surgery, and fem to second laser procedures. We also talk about all of their options and the advanced technology available—we make it clear that the surgery has become more than just fixing cataracts. For any potential treatment, patients should be fully educated about their range of choices, as physicians should never make assumptions.

CONCLUSION
When it comes to many conditions associated with aging, health care providers face a daunting task when trying to educate patients “from scratch.”Practices should be proactive in their efforts to provide accurate information to the public by maintaining or connecting patients and caregivers to educational information online, in social, in media and in office. This will not only free up valuable time for surgeons to concentrate on providing quality care, it willem power patients to be more fully engaged in their treatment.

Beyond Cataracts
Until now, there really hasn’t been any form of direct-to-consumer education about the treatment of presbyopia. Johnson and Johnson Vision has launched a new website, Beyond Cataracts.com, that fills this need for fact-based, streamlined information (slides 3 & 4). Here, patients can access resources they need to make informed eye care decisions and also to ask the right questions of their surgeon. Resources and tools include tips for preparing for an appointment, education on cataracts, surgery options and what to expect, and a doctor-finder for patients to locate the right doctor for them.

1. American Academy of Ophthalmology. Eye Health Statistics.
https://www.aao.org/newsroom/eye-health-statistics#_edn1

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