GET IN, issue 1, April 2013

GET iN Internal newsletter

Getinge Infection Control

Issue 1, April 2013

Trans – first step in mid segment strategy Page 5

A “best fit” acquisition Page 7

A visionary retires Page 2

More surgery possible with new T-DOC functionality

Get in / Issue 1 2013

Page 10

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Roland Karlsson has retired after more than 20 years as Managing Director for Getinge Disinfection in Växjö, Sweden. A true entrepreneur and visionary and an important part of the company’s history.

Karine Alepsa Sales Administration Assistant Getinge Healthcare SAS, France

to improve team spirit as well as communication in my workplace, because work with a unified and motivated team is essential for any staff member, and can also help us feel more committed to the company. I truly think that communication has a direct impact on productivity and quality of work.So, let’s improve it and be involved!”

one of the original companies within the Getinge family.

Its journey from the start until today has been rather amazing.

The numbers speak for themselves: Turnover increased from SEK 90 million in 1992 to 630 million in 2012 and with a good and stable profit over the years.

Roland Karlsson’s down-to-earth personality characterizes Getinge Disinfection and will surely leave its mark, even as the company grows and becomes increasingly global.

“We will continue in his spirit and stay focused on our customers.”

What would you like to improve in your workplace?

“I would like

Getinge Disinfection is

“Roland Karlsson is a man who rapidly turns ideas into action – a real doer,” says Marcus Johansson, R & D Manager and Acting Managing Director.

“He is extremely market oriented, and will pull out all the stops to find out what the customers need,” he adds.

The company has developed considerably over the years and the future looks promising. The factory in Växjö is now an integrated part of the supply chain strategy, with final assembly and control.

Your opinion

A visionary from Växjö retires

Takeshi Takano

QA Manger, Getinge Japan

Roland Karlsson, former Managing Director for Getinge Disinfection in Växjö, Sweden.

��� Facts Växjö history 1943 The founding of Växjö Plåt & Smide 1968 Company changes its name to Växjö Rostfritt 1973 Electrolux buys the company 1989 Getinge buys the company 1995 Focus on disinfection 1996 New name: Getinge Disinfection 2000 Expansion of the factory

“Working more together. Our

project for ‘All in One’ will materialize this July finally. This project was started because of a strong desire to work all together in one facility with all of our functions, such as management, marketing, sales & services, QA/QC, Academy and showroom. We are very excited about opening this new facility and continue our further development to being a key player in our market.”

“Wear It Pink Day” in Getinge UK factory Getinge UK supported breast cancer in their Mansfield factory late last year.

Rachael Williams, Director HR Projects, Getinge Infection Control and Human Resource Manager, Getinge UK signed up the company for the “Wear It Pink Day” where employees can go to work in pink if they give a donation to the research on breast cancer.

It looks like the initiative turned out to be a success.

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Get in / Issue 1 2013

Anders Grahn CEO & President Getinge Infection Control

“All ­leaders need to work with this ­continuously: to lead and live the change.”

We are better than this!

2013 is already on and full of challenges. But let

A few questions to Marion Gullstrand, VP Human Resource about C.M: Getinge is going through several changes at the moment. The term ­ “Change Management” has come up now and then. But what does it mean really?

“It’s about creating processes to involve people in finding ways to ‘leave the old and embrace the new’ to stick to what works well, but be really honest about what doesn’t.

An innovative company is in constant renewal and looking at ways to improve its business and performance. Change management, however, is not about cutting costs.

Different people react differently to change. There are early adopters, resisters and those in between. They must be addressed differently. And there are also different reactions during different stages. This is why a strategic approach to communication is extremely important during the change process. In order for us to gain support from our employees, they must first understand why we need to change.”

How is Talent Management related to Change Management?

“Talent Management is closely connected to Change Management. When an organization is going through changes, we need to involve young as well as experienced people and to let them be part of the decision-making process. By identifying and involving employees, we create a culture where we are open to new ideas that

us make a final recap of 2012.

We started 2012 with an unfortunate reorganization that took away attention from the changing business climate and we lost almost half a year on this debacle.

Once eying the business again our ability to make accurate projections seemed to have gone lost. The consequence became a gravely overstated revenue forecast that we failed to deliver and hence, we did not deal with our cost structure. The end result is a painful 2012 with minimal growth, lost gross profitability and an escalating fixed cost structure.

is needed to keep Getinge relevant in our industry.

Why would you say that it is important to address this matter?

“The business world is changing at a rapid pace and we need adapt to these changes to stay competitive. We have not been very good at facilitating change so far. However, with a stronger focus on cross-functional cooperation, employee engagement and expectations, we will be implementing considerable changes in the coming years.”

Whose responsibility is Change Management?

“All leaders need to work with this continuously: to lead and live the change. You must create an innovative climate and be commercial, that is, to always have the customer in mind. And it’s important to know that Change Management is not an event. It is a process.”

more about the past, I am more eager to deal with the future to restore our confidence and once again be a proud member of Getinge Group.

2013 is the year we prove it.

Cost reduction and efficiency programs will be in focus this year. At the Capital Markets Day on February 8, we announced the launch of a substantial restructuring program to safeguard a sustainable long-term profitability.

Instead of dwelling

short term issues with cost reduction activities, we will continue to build on to our future business by investing in targeted growth areas, such as Emerging Markets and Consumables.

The acquisitions of SteriTec late December and Trans Medikal in March, making us number 1 in Turkey, are vital steps in these directions.

While addressing our

Where can we learn more about this?

“We will soon publish a workbook on Compass on Change Management. Managers can use this for discussions with their local Human Resources Managers. It includes a framework for how to work with Change Management.

We will also have seminars through 2013, aimed at facilitating change. Do not hesitate to contact your local HR for more information.”

on improving the quality in our products, services and processes must continue.

Stepping away from that target is not an option for a Company regarding itself as a premium brand.

2013 will for sure be a challenging year, but I hope you feel as I do; revengeful and determined that 2013 is the year we outperform 2012.

Because I know, we are better than this.

Internal Newsletter Getinge Infection Control

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Finally, the work

Project Leader Cecilia Anderberg presents the Mirai project

Learning what’s going on at “Getinge Varvet”

Linnea Bendroth QMS-CAPA Coordinator explains the new management system

What are other people in my company doing? That is what employees at Getinge Sterilization learned at the Getinge Varvet event (freely translated: The Getinge Round). And they found out that there is a lot going on.

product development, marketing, sourcing and finance – people that usually don’t meet.

“Spending two hours with colleagues that you don’t see every day, is a good way of bringing the company closer together,” Gustav Svensson remarks.

All employees at Getinge Sterilization participated in Getinge Varvet in December last year. Divided into groups they followed a course that had 14 different stations. One presentation was held at each station. Five of the presentations featured Continuous Improvement (CI) projects.

Others highlighted topics such as a particular order, improvements in the production, the financial result and the Mirai project.

Human Resources Manager Cecilia Wärnestål was also involved in planning this event. She saw that the participants really got involved and learned a lot about their company.

“People who don’t normally stand in the spotlight, but who work in the projects, who did the presentations. They did a great job,” Cecila Wärnestål says.

“We feel that this event was really successful and we hope we can do it twice a year from now on.”

opportunity to ask questions, which you usually can’t when you have big information meetings,” says Gustav Svensson, Supply Chain Manager and one of the initiators of Getinge Varvet.

Each group included people from different parts of the company; production,

“You had every

Great presentations and opportunities to ask questions.

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��� Facts Getinge Varvet • 350 people participated • 14 stations • Mixed groups visited all stations

��� Facts Trans Medikal Mehmet Ak, Gökhun Özkan, John Hansson, Ertunc Özcan, Per-Ola Nilsson and Onur Özcan finalizing Getinge’s acquisition of Trans Medikal.

First step in the mid-segment strategy concluded:

Trans Medikal opens doors to new markets Getinge’s acquisition of the Turkish company Trans Medikal was concluded in March. This was the first acquisition of a mid-segment manufacturer and it opens up exciting possibilities on the emerging markets. on more companies that would be interesting to acquire, but Trans Medikal is a very good start,” says John Hansson, President Getinge International AB and General Manager EEMEA*.

The sterilizers from Trans Medikal will be sold under the brand name Trans and will be available through all of Getinge’s distribution channels in emerging markets.

“We have our eyes

“I believe the products from Trans will be very well received, especially in Eastern Europe, the former Soviet republics and in Africa. One of our short-term goals is to double the sales of mid-segment products in the EEMEA-area within 18 months,” John Hansson explains.

• Number of employees including service: 48 • Annual turnover: 46 million SEK 2012 85 % domestic sales, 15 % export • Market share in Turkey: 35 % (market leader) • 128 sterilizers and 58 washer-disinfectors sold in 2012 • The company is 30 years old • Installed base: 1 000 machines in Turkey

The products from Trans are, compared to Getinge’s equipment, considerably less expensive (about 30 percent), have a simpler design, longer processing times, higher water and energy consumption and they are not as ergonomical. When it comes to sterilizing, however, they fulfill all basic requirements according to CE- and EN285standards and the company is certified according to ISO9001 and ISO13485. products were presented to the distributors in Eastern Europe and North Africa at a conference held on March 20 in Ankara, Turkey.

“The next step is to launch Getinge’s top segment to all of Trans Medikal’s 24 local distributors in Turkey. They will have access to Getinge’s complete offer so there will be potential for cross selling possibilities in both channels.”

Trans Medikal and its

*EEMEA = Eastern Europe, Middle East and Africa

Sterilizers from Trans

New products will serve emerging markets The greater part of the economical growth in the world is happening in developing countries or emerging markets. The demand for top segment hospital equipment is limited in these markets and it’s the mid-segment that is growing the fastest. serve this market, Getinge will acquire manufacturers around the world, as well as deve-

In order to better

lop new products internally that suit this segment.

A new low cost washer is being developed in the Suzhou factory and will be launched in China in the second half of this year. It will be launched in other emerging markets in 2014.

The development of products for the mid-segment will continue, and within a few years, Getinge will have a complete offer of sterilizers and washers.

Internal Newsletter Getinge Infection Control

“I’m very happy about the Trans Medikal acquisition, since it marks the first step in the mid-segment strategy that was launched at our conference in ­Florida last year,” says Harald Castler, President Sales and Service International.

“The demand from emerging markets has been growing for some time, and now we have products that can cater to this demand.”

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Three Times Three – Improving Infection Control in Myanmar Over three days in January, Getinge Singapore and the local distributor held three hospital infection control seminars in three different cities in Myanmar (formerly known as Burma) in a bid to boost infection control and sales throughout the country. a great success.

Attendances were much larger than expected, there was a greater staff mix than anticipated and there were good dynamics in the groups,” said Jacob Petersen, Getinge Sales Director, Healthcare Southeast Asia.

Although the main attendees were nurses and CSSD staff, some doctors and senior managers – including hospital directors, also participated. Mandalay had 50 people; Yangon, 40; and Nay Pyi Taw (the new capital and one of the world’s 10 fastest growing cities) 30.

“They were definitely

Employees in France set a good ­example by donating blood

Getinge blood donors respond to appeal Donating blood is an annual event for employees of Getinge Lancer and Getinge Life Sciences in Tournefeuille, France. This year 37 people gave blood during the event, organised privately by the company.

But it’s a drop in the ocean of the country’s overall need for blood donations. According to statistics from the French national blood service, EFS: 10,000 blood donations are needed each day to cover patient needs.

One million French patients receive blood transfusions each year, yet only 4 percent of the French population donates blood.

EFS says only by recruiting more volunteer donors will it be able to guarantee France’s self-sufficiency in blood supply “while maintaining optimum quality and safety conditions”.

Calling for more volunteers, EFS explains: “No synthetic treatment or medicine currently exists to replace blood products. Irreplaceable and vital, blood products are used in two main scenarios: emergency situations and for chronic needs, where the patient’s condition can only be eased or cured with a blood transfusion.

And of course the situation is similar in many countries.

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the same for each seminar: basic concepts of infection control; latest CSSD/TSSU design and planning; cleaning and thermal disinfection with regard to EN15883 Norm; the principle of steam sterilization; and best practices in sterilization.

“Though reactions to the seminars were very positive, and they were an eye-opener for many hospitals, they did not result in immediate new orders for Getinge products” Jacob admitted. But time will tell.

Meanwhile, relationships are being built up. For example, the seminar in Yangon was held in Victoria Private Hospital, where Getinge is currently preparing the design of a CSSD including two WD46 washers and two HS66 sterilizers.

Getinge is “pioneering” infection con-

The program was

trol and automated equipment in a country where hand-washing instruments is still the norm in most public and private hospitals.

The company’s strategy is to develop long-term partnerships in Myanmar, and plans are already in place to hold further seminars in the country next year.

Anuradha Desai, Manager, Regional Training Center, South Asia and South East Asia, who also taught at Getinge’s first seminar in Myanmar in 2011, presented the January seminars.

“I was quite pleasantly surprised by the number of questions at every session.

Most of them concerned practical aspects of implementing the concepts that I was talking about,” she says. ”This was encouraging as it indicated that they were thinking along those lines.”

“No other companies deliver such training sessions. And hospitals’ exposure to international standards and regulations as well as current developments in the field of reprocessing of medical devices is severely limited.”

��� Facts Myanmar (formerly known as Burma) • Seminar cities: Yangon, Mandalay, and the capital Nay Pyi Taw • Attendance: Mainly nurses and CSSD staff as well as doctors and directors • Date of next IC seminars: Some time in 2014.

• Current installations: Getinge has five installations in Myanmar including sterilizers and washers (HS66 series and WD 46 series)

Getinge held seminars on infection control in Myanmar (Burma) Get in / Issue 1 2013

SteriTec – A “best fit” acquisition Mergers and acquisitions can be a bit of shock when unsuspecting employees have no idea they’re even on the horizon. SteriTec Products Manufacturing Inc., a small, successful US company selling chemical indicators, was no exception when it was announced in December, 2012 they had been acquired by Getinge Group.

“Yes, staff were shocked at first, but pleased and excited as they became aware of the opportunities Getinge will open up for us” says Dale Schuster, SteriTec’s President.

But it’s a “win-win” situation. SteriTec with its established channel of international and US distributors, in-depth knowledge of ISOs and FDA accreditation, will be bringing many opportunities Getinge’s way.

SteriTec manufactures over 400 unique products sold into 48 countries on five continents, and has been selling to the international market since it was founded in 1990 by Tom Roll and Lon Brus in West Lake Village, California.

Wanting to expand, they moved to Denver, Colorado in 2008, when Dale joined the company to take forward its long-term vision. Even back then, they considered

Getinge “the best fit,” should acquisition ever happen.

The companies “complement each other”

Dale points out.

“Getinge is very strong in the R&D world, and as it develops new products we will also develop new consumables.”

“And Getinge’s reputation as a world leader, with a very strong customer loyalty, will open up tremendous market opportunities for us with our own consumable products. We are highly profitable, but we are excited at having become part of the Getinge family,” he added.

��� Facts • Founded: In 1990

by Tom Roll and Lon Bruso, West Lake Village, California • Currently located: Denver, USA since 1995 Dale Schuster, • Specialty: DevelopSteriTec’s Presiment and manufacture dent of chemical indicators • Acquisition: Getinge acquired SteriTec Products in December, 2012 • Number of employees: About 60 • Market share: Last year 8-10%

Cross-functional team paves the way for upcoming launch The sterilizers from the Mirai project are not only about new design and new features. They will also be manufactured in a more efficient way than its predecessors.

For the first time there is now a special cross-functional launch team that will make sure that the new sterilizers are introduced to the market in the best possible way.

The sterilizers will be launched during

2013. The launch team has been meeting once a month since last summer to plan and synchronize all activities related to introducing this product to the market.

Representatives from production, product development, after sales, service, Academy, marketing, architectural design, system accessories – all the internal stakeholders are involved to make sure that all aspects of the product launch are considered.

What information is relevant for different customer segments and markets?

What should the manuals include? What spare parts need to be available? How do the measures affect the layout of a new

A cross-functional launch team meeting in March to plan for the Mirai launch.

CSSD? There’s a multitude of questions to compared to products that are just alterations of existing models. But the geconsider.

“The goal is to get the products laun- neral idea is the same – all functions of the company should be reched on the markets faster,” presented to guarantee a says Petter Olsson, Launch ��� Facts quick and smooth product Manager. launch, every time.

“A faster and smoother • The Mirai project introduces a new molaunch process can make dular sterilizer conThe launch team has the difference between succept, offered to both arranged workshops for cess and failure,” he adds. healthcare and life health­ care and life sci“The fact that it is a crossscience customers. ence sales people from functional group makes communication so much easier. We know around the globe, with the main purpose of ­discussing and understanding the who to talk to now.”

Naturally the launch team has to spend true customer value of individual product more meeting time for a new product, features.

Internal Newsletter Getinge Infection Control

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Getinge: The Common Link in Little Girl’s Miracle Eight-year-old Liviya Anderson had a starring role at Getinge’s North American Sales and Services meeting held in Marco Island, Florida, in January. The annual event was attended by approximately 180 employees this year. with a short video highlighting Liviya’s story. The audience fell silent as they followed this inspirational little girl’s journey through the discovery and treatment of the rare blood disease, aplastic anaemia.

Liviya was diagnosed two years ago after she was rushed to a hospital emergency department.

The following months were traumatic for Liviya and her family, and a vivid example of how Getinge links with hospitals, research and manufacturing companies in improving and saving lives.

Liviya endured tests which uncovered a dangerously low red blood cell count, and was given an immediate blood and platelets transfusion. Suspected leukemia turned out to be a rare bone marrow disease known as aplastic anaemia - which destroys the immune system.

The meeting opened

transplant was not an option. Fortunately for Liviya, she was offered an alternative. An experimental ­ treatment harnessing the power of antithymocyte globulin (ATG) – a purified animal serum made from horses, was used to target and fight her own T-cells, con-

A bone marrow

Getinge’s role was highlighted by brave little Liviya Anderson’s story.

sequently helping to restore her immune system.

Liviya demonstrated perseverance as she endured the treatment for 18 months as well as being subjected to numerous blood and platelet transfusions. Her story came to Getinge’s attention when her father, Brian (Business Development Manager, Allentown, Inc.), confided in Sean Herdlein, Getinge’s Vice President, Life Science Sales Operations, whilst the two were traveling on business.

Sean recognised that as a company, Getinge had connections with every link in Liviya’s story; University of North Carolina Hospital, where she was treated, the Na-

tional Institute of Health (the nation’s medical research agency) and Pfizer, the pharmaceutical company which researched and developed ATG. at Getinge has taken this little girl’s story to heart. Knowing that our products and services can mean the difference between life and death makes this more than a job and Getinge more than just another company.” said Brittany Percy, Marketing Support Specialist with Getinge USA, Inc.

“The entire team

To make a donation in support of Liviya, visit: https://friendraising.towercare.com/Markslist/ campaign/viewDetails.do?campaignId=13014

Getinge relocates production to increase efficiency The production of the 9100 washer series for the American market will be moved back to Getinge Disinfection in Växjö, Sweden.

In addition, Getinge Skärhamn’s production of sterilizers will move to Suzhou, China.

“The reason, in both cases, is that we need to improve efficiency to become more competitive,” says Peter Palmqvist, Chief Operating Officer.

As a result, Getinge Sourcing LLC in Rochester will reduce its workforce from 129 to 92 employees. That includes outsourcing of the sheet metal fabrication.

The office in Skärhamn will keep eight employees for after-sales, support, product development and marketing, while production, sourcing and logistics will move to China.

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“It is a painful decision. Many employees have worked for Getinge for a very long time, and have done an excellent job,” Peter Palmqvist says.

Getinge Skärhamn is one of the original Getinge companies. The first sterilizer was built there in 1949 and Getinge acquired the company in 1986.

“Competition is very tough in this product segment, but the relocation will give us cost advantages that will make us more competitive and able to win market shares.”

The factory in Rochester will continue the production of sterilizers for the health­care and life science segments as well as tunnel washers. There is growth potential for these products, as Getinge will be offering them to a wider range of customers.

Get in / Issue 1 2013

Skärhamn’s production moves to Suzhou, China According to Peter Palmqvist, both relocations, in the long perspective, represents Infection Control’s commitment to operational excellence.

A knowledgable team and a unique distribution model are success factors for Lancer Sales USA

Featured company:

Order intake reaches all time high for Lancer Sales USA, Inc Lancer Sales USA, Inc. is bucking the trend in recession-hit America and picking up two global awards for outstanding financial performance in the last two years to prove it.

Its product portfolio consists solely of Lancer glassware washers and ­associated consumables sold into the laboratory ­market in the USA, Canada and Mexico.

Yet, in 2011 it won Getinge Infection Control’s prestigious “Working Capital Decrease of the Year Award”, and last year followed up their success by winning the “Financial Performance Award.”

“Last year was a record year for order i­ntake and we are pleased to have received the awards in recognition of our achievements,” says Mike Henley, the ­ company’s General Manager and Vice President. about the key factors for the company’s success: its unique business model which has at its core the development of an extremely knowledgeable, loyal workforce, being one of them.

Lancer USA consists of a team of 11 members, who, including Mike Henley, have been with Lancer an average of 12 years.

Mike is clear

��� Facts

Lancer Sales USA, Inc.

• Location: Lake Mary, Florida, USA • Sales force: team of 11 plus 6 sales companies with about 50 representatives • Market: USA, Canada and Mexico • Turnover: $10,000,000 • Awards: 2011 Working Capital Decrease of the Year, 2012 Financial Performance.

• Getinge acquired the leading French disinfection company Lancer in 1994, but retained the name because of its strong branding and technological leadership in the glassware/labware cleaning market. Production of the washer dryers is still at Lancer’s HQ in Tournefeuille, France.

Internal Newsletter Getinge Infection Control

“So each person understands their job, our customers, market and products very well and functions very efficiently,” Mike Henley says.

But in addition, they use six different sales companies with a total sales force of about 50 people dotted across the considerably sized market map, alongside five Getinge direct reps. Most of the companies have been representing Lancer for 15–20 years!

“We are somewhat unique in the Getinge Group in that Lancer utilizes alternative distribution (manufacturers’ representatives) for our sales channel. But it works well,” Mike Henley says.

“The combination of a tenured, knowledgeable sales force and internal support structure, along with a well-positioned product portfolio, were key to Lancer’s sales performance in 2012.

“Our market share is difficult to accurately calculate for various reasons, but what is clear is that there is still room for growth and deeper penetration,” he adds.

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Improved product quality through analysis tool Previously Getinge Infection Control didn’t have a common analysis tool that shows the quality of all delivered equipment per manufacturing site and per production month. But now, with the two global systems CCS and Common Platform (M3) in place, it is possible to track product quality with QBI (Quality Business Analysis Tool) which pulls data from CCS and the Common Platform. is fully operational, the efficiency and product quality can improve significantly. It will be possible to see the number of complaints and break them down to Peter Arvidsson factory, product family and the actual equipment.

However, this can only work if customer complaints are registered into CCS: This requires the active involvement from the service organizations.

“If our sites don´t use all available data or if all customer complaints are not reported, we won´t get a correct picture of the quality situation of our equipment and therefore there is a risk that we don´t take the correct decisions,” says Peter Arvidsson, Senior Quality Engineer and System Owner CCS.

When the tool

Product development based on customer requests brings OR efficiency to a new level.

More surgery possible thanks to new T-DOC functionality Postponed operations, due to the lack of available instruments, are costly for hospitals and cause unnecessary suffering for the patients. Medifort Healthcare contacted Getinge to find a solution to deliver instruments based on customer requests. The result was game-changing T-DOC functionality that reaches for new levels of efficiency in the sterilization process.

Medifort Healthcare is one of the largest outsourcing sterilization services in the Netherlands, servicing more than 30 clinics and several hospitals.

As an outsourcing sterilization facility, Medifort Healthcare’s production standards must exceed the equivalent services in customers’ hospital CSSDs. Getinge has previously supplied sterilization equipment, Getinge Online and T-DOC IT systems for Medifort Healthcare’s sterilization facility in Capelle near Rotterdam.

Medifort Healthcare approached Getinge to discuss a new IT solution based on case carts – a growing trend in the healthcare business.

Medifort Healthcare wanted to increase efficiency, reduce costs and satisfy its customers in terms of three critical success factors: just-in-time delivery, ordering based on availability, and safe and reliable transport between their facility and their customers.

Getinge implemented the new T-DOC functionality, T-DOC OR

In February 2012,

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Plan Assure, designed to optimize instrument turnaround time in the sterilization process and streamline workflows all the way to the OR. “Medifort Healthcare was clearly thinking outside the box,” says Robert Vink, T-DOC Implementation Specialist.

“We can see the great value this concept will bring to Medifort Healthcare and their customers. And the new T-DOC functionality has the potential to become a gamechanger that other T-DOC customers can benefit from.”

Medifort Healthcare now runs a sterilization facility utilizing resources such as personnel and equipment to the optimal capacity.

And with T-DOC OR Plan Assure, Medifort Healthcare is provided with a management tool that they can offer to their customers to facilitate correct planning and scheduling of operations.

The main benefits of T-DOC OR Plan ­Assure can be described as simply getting the right instruments to the right place at the right time, by basing ordering on availability. Ultimately, customers can now perform more surgeries a day.

Scan the code or go to getinge.com to learn more about T-DOC and read the new T-DOC Success Story

Get in / Issue 1 2013

efficiency by providing a unified way of looking at data trends from the reported customer complaints and also minimizes the risk of misinterpretation of the data for the people analyzing it.

In order to improve product quality, understanding the issues that customers are facing is extremely important. Data from the QBI can provide this understanding and assist the quality team to prioritize and rectify those issues.

“We have the data and the knowledge; we now need to use it as efficient as possible to satisfy our customers,” says Peter Arvidsson.

The QBI increases

��� Facts • CCS: A system that all customer complaints are recorded in. CCS, provides all the information about the complaint, including articles exchanged within the complaint.

• Common Platform (M3): M3 provides all data about the product names/ family, manufacturing/ delivery dates and all information about the articles in the product.

Business Development

Fast response team to get closer to customers A slim line Infection Control Business Development team, aligning healthcare and life science, has been set up to respond more quickly to Getinge’s customers’ needs globally. have been appointed to the team: Stephen Morley, former Business Development Director for Life Science, based in the UK, and Carin Kuylenstierna, Business and Market Analyst in the former Business Development team for Healthcare, based in Sweden.

Stephen and Carin explain: “Our job consists of two parts; 1) to identify and understand our customers’ needs, to build the right portfolio, 2) To bring sales and R&D closer together.

Two Portfolio Managers

“The output of our work

is brought to a new ‘Business Development Board’, which takes the decisions.

“To get Sales and R&D closer together, two global reference teams have been appointed; Subject Matter Experts contributing in defining the idea/project, and the Business Reference Team who validate the idea from a business point of view, before we bring it to the Business Development Board.

“We are only two portfolio managers, and our output is heavily dependent on the input of these reference teams.

“The purpose of engaging representatives from the sales teams is to assure we prioritize and develop the products and solutions our customers need.

“And because our Business Development Board, which takes the decisions, comprises representatives from both sales and operations, we have a real commitment that we will develop what we need and sell what we develop, thereby

Shining bright Sales of Getinge clean detergents

are rising steadily months by months.

Initial shipments have been made to over 30 countries since the roll out 15 months ago. In response to demands from different markets, additional products are being added gradually to the portfolio during 2013.

The first of these is Neutraliser Plus,

Carin Kuylenstierna and Stephen Morley - a link between the market and R&D.

assuring a good return on our R&D investment.

“Up to this point, our focus has been on setting the process for this interaction. Going forward, we will engage more with our customers to gain a deeper understanding of their working practices and environment. Our aim is to get products faster to market and to respond more quickly to a rapidly changing market.”

The Business Development team was set up in September 2012.

which is now available for order and meets the following needs in addition to being used as a neutralizer: • Periodic washer disinfector chamber descaling in hard water areas using descaling cycle • Refurbishment of stainless steel instruments with Neutralizer Plus dosed directly into a washer disinfector • Manual soaking for refurbishment of stainless steel instruments in suitable

Internal Newsletter Getinge Infection Control

The Business Development Board • Anders Grahn, Chief Executive Officer • Peter Palmquist, Chief Operating Officer • Harald Castler, President Sales & Service, International • Andy Ray, President Sales & Service, North America • Joacim Lindoff, President Sales & Service, Europe

containers • Providing a more sophisticated neutralizer, enabling the response to tenders specifying a multi-acid based product

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January 26, 2013, Infection Control introduced and presented the ­ inaugural Getinge Infection Control Business Awards. To be an annual event, the ­Business Awards honors the best achievements and contributions in five award categories. Find out who the winners are and watch the award video on Compass under the Business Area Overview section.

On

The ED Flow generated a lot of interest.

Presentation of the Clean Management System (CMS)

Interview with Johan Malmquist

At the recent Route 22 Conference in Turkey, Johan Malmquist, ­ Getinge Group CEO, was at the event and ­presented Infection Control’s past and future. We took the opportunity and asked Johan to share his thoughts ­ about 2012 and his vision for Infection Control. Watch the video interview on Compass under the GET-IN-GEAR section.

Susan Borden from Getinge Middle East & Christian Winther, Sales & Support Director Africa’s Regional Training Center has launched at Getinge IT Solutions, and Jad Srouji, Sathe first Disinfection and Sterilization classes, les Manager Getinge Middle East & Africa with participants she met during Arab Health.

Arab Health means business The annual trade fair Arab Health gets better and bigger every year, reflecting a market that is truly serious about investing in good healthcare systems. Held in Dubai in January, Arab Health was an excellent opportunity for Getinge Group to show off its offerings.

Maria Nilsson, Exhibition Manager, is really impressed with the amount of business that actually takes place there and then.

“Many visitors come here with the intention of doing business right away and they have many large and exciting projects going on in this region” she says.

Wilhelm Tham, President Getinge Middle-East & Africa was also very please with the result at Arab Health.

“The fact that we actually sold most of the equipment displayed in our stand, confirms that there is a great interest in our complete solutions and that this exhibition has substantial commercial power,” he says. a great opportunity to meet customers, but distributors as well. According to Anthony Rea­ idy, S ­ ales Manager Africa, the distributors were very impressed by Getinge’s presentation and were very proud to represent Getinge in front of their end customers.

Arab Health is not only

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GET-IN-GEAR Illustration

of our strategy illustration was unveiled on January 26, 2013. This updated version transformed the earlier illustration and gives it a structural approach where we are all gathered as ONE TEAM. To learn more, visit Compass and go to the GET-INGEAR section.

An updated version

Group Magazine for Getinge

Getinge Group will be launching a brand new internal Group Magazine this autumn. The magazine will consolidate existing employee newsletters within the Group into ONE magazine for all 13,000 Getinge Group employees.

This also means that this will be the last printed issue of Get(IN). A big thank you for your support all these years and for making Get(IN) a great success.

Read more on Compass!

Getinge Infection Control PO Box 69, SE-305 05 Getinge, Sweden Phone: +46 (0)10 335 00 00, Fax: +46 (0)10 335 14 50 info@getinge.com, www.getinge.com

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Getinge IC Business Awards 2012