GET IN, issue 1, April 2013

1Get in / issue 1 2013 Page 10

I s s u e 1 , A P r I l 2 0 1 3

I n t e r n A l n e w s l e t t e r

G e t I n G e I n f e c t I o n c o n t r o l

GET Ni

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A visionary

retires

A “best fit” acquisition

trans – first step in mid segment strategy

More surgery possible with new t-Doc functionality

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2 Get in / issue 1 2013

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N What would you like to improve in your workplace?

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.

GetinGe DiSinfection iS one of the ori-ginal companies within the Getinge family. Its journey from the start until today has been rather amazing.

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

“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 considera-bly over the years and the future looks pro-mising. The factory in Växjö is now an in-tegrated part of the supply chain strategy, with final assembly and control.

RolAnD KARlSSon’S down-to-earth per-sonality characterizes Getinge Disinfec-tion and will surely leave its mark, even as the company grows and becomes increa-singly global.

“We will continue in his spirit and stay fo-cused on our customers.”

A visioNArY from växjö rETirEs

Karine AlepsaSales Administra-tion AssistantGetinge Healthcare SAS, France

“i WoulD liKe to improve team spirit as well as communication in my workpla-ce, because work with a unified and motivated team is essenti-al for any staff member, and can also help us feel more commit-ted 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!”

takeshi takano QA Manger,

Getinge Japan

“WoRKinG MoRe to-GetheR. Our project for ‘All in One’ will materialize this July fi-nally. This project was started be-cause of a strong desire to work all together in one facility with all of our functions, such as mana-gement, marketing, sales & ser-vices, QA/QC, Academy and showroom. We are very excited about opening this new facility and continue our further develop-ment to being a key player in our market.”

Växjö history1943 The founding of Växjö Plåt & Smide1968 Company changes its name to Växjö Rostfritt 1973 Electrolux buys the company1989 Getinge buys the company1995 Focus on disinfection 1996 New name: Getinge Disinfection2000 Expansion of the factory

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

GetinGe uK supported breast cancer in their Mans-field factory late last year.

Rachael Williams, Direc-tor HR Projects, Getinge In-fection 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.

“Wear It Pink Day” in Getinge UK factory

3

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 re-newal and looking at ways to improve its business and performance. Change ma-nagement, however, is not about cutting costs.

Different people react differently to chan-ge. There are early adopters, resisters and those in between. They must be addressed differently. And there are also different reac-tions during different stages. This is why a strategic approach to communication is ex-tremely important during the change pro-cess. 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 organi-zation is going through changes, we need to involve young as well as experienced people and to let them be part of the de-cision-making process. By identifying and involving employees, we create a cultu-re where we are open to new ideas that

is needed to keep Getinge relevant in our industry.

Why would you say that it is im-portant 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 chan-ge so far. However, with a stronger fo-cus on cross-functional cooperation, employee engagement and expecta-tions, we will be implementing conside-rable changes in the coming years.”

Whose responsibility is change Ma-nagement?“All leaders need to work with this conti-nuously: 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.”

Where can we learn more about this?“We will soon publish a workbook on Compass on Change Management. Ma-nagers 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 hesita-te to contact your local HR for more infor-mation.”

2013 iS AlReADy on and full of challenges. But let us make a final recap of 2012.

We started 2012 with an unfortunate re-organization 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 gra-vely overstated revenue forecast that we fai-led 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.

inSteAD of DWellinG 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 pro-grams 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.

While ADDReSSinG ouR short term issues with cost reduction activities, we will continue to build on to our fu-ture business by investing in targe-ted growth areas, such as Emer-ging Markets and Consumables. The acquisitions of SteriTec late De-cember and Trans Medikal in March, making us number 1 in Turkey, are vital steps in these directions.

finAlly, the WoRK on improving the quality in our products, servi-ces and processes must continue. Stepping away from that target is not an option for a Company regar-ding itself as a premium brand.

2013 will for sure be a challenging year, but I hope you feel as I do; re-vengeful and determined that 2013 is the year we outperform 2012. Because I know, we are better than this.

CEO & PrEsIDEnt GEtInGE InfECtIOn

COntrOl

Anders GrAhn

“All leaders need to work

with this continuously:

to lead and live the change.”

3InternAl newsletter GetInGe InfectIon control

We are better than this!

A few questions to Marion Gullstrand, VP Human resource about C.M:


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.

All eMployeeS At Getinge Sterilization participated in Getinge Varvet in Decem-ber last year. Divided into groups they fol-lowed a course that had 14 different sta-tions. One presentation was held at each station. Five of the presentations featured Continuous Improvement (CI) projects.

Others highlighted topics such as a par-ticular order, improvements in the produc-tion, the financial result and the Mirai pro-ject.

“you hAD eVeRy opportunity to ask ques-tions, which you usually can’t when you have big information meetings,” says Gus-tav Svensson, Supply Chain Manager and one of the initiators of Getinge Varvet.

Each group included people from dif-ferent parts of the company; production,

product development, marketing, sour-cing 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 to-gether,” Gustav Svensson remarks.

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 gre-at job,” Cecila Wärnestål says.

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

LEArNiNG whAT’s GoiNG oN AT “GETiNGE vArvET”

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

Project Leader Cecilia Anderberg presents the Mirai project

Linnea Bendroth QMS-CAPA Coordinator explains the new management system

Great presentations and opportunities to ask questions.

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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.

“We hAVe ouR eyeS on more companies that would be interesting to acquire, but Trans Medikal is a very good start,” says John Hansson, President Getinge Interna-tional 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 distri-bution channels in emerging markets.

“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.

The products from Trans are, compared to Getinge’s equipment, considerably less expensive (about 30 percent), have a simp-ler 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 re-quirements according to CE- and EN285-standards and the company is certified ac-cording to ISO9001 and ISO13485.

tRAnS MeDiKAl AnD itS 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 ac-cess to Getinge’s complete offer so there will be potential for cross selling possibili-ties in both channels.”

*eeMeA = Eastern Europe, Middle East and Africa

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.

in oRDeR to BetteR serve this mar-ket, Getinge will acquire manufactu-rers around the world, as well as deve-

lop new products internally that suit this segment.

A new low cost washer is being de-veloped 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.

“I’m very happy about the Trans Med-ikal 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 Internatio-nal.

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

first step in the mid-segment strategy concluded:

TrANs mEdikAL opENs doors To NEw mArkETs

New products will serve emerging markets

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

Sterilizers from Trans

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Trans Medikal• number of employees including

service: 48• Annual turnover: 46 million SEK

2012 85 % domestic sales, 15 % export• Market share in turkey: 35 % (mar-

ket leader)• 128 sterilizers and 58 washer-disinfec-

tors sold in 2012• The company is 30 years old• installed base: 1 000 machines in

Turkey


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 do-nations. 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 recei-ve blood transfusions each year, yet only 4 percent of the French popula-tion donates blood.

efS SAyS only by recruiting more volunteer donors will it be able to gu-arantee France’s self-sufficiency in blood supply “while maintaining op-timum quality and safety conditions”.

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

And of course the situation is simi-lar in many countries.

Getinge blood donors respond to appeal

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.

“they WeRe Definitely a great success. Attendances were much larger than ex-pected, there was a greater staff mix than anticipated and there were good dyna-mics in the groups,” said Jacob Peter-sen, Getinge Sales Director, Healthcare Southeast Asia.

Although the main attendees were nur-ses and CSSD staff, some doctors and senior managers – including hospital di-rectors, 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.

the pRoGRAM WAS the same for each se-minar: basic concepts of infection control; latest CSSD/TSSU design and planning; cleaning and thermal disinfection with re-gard 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-ope-ner for many hospitals, they did not result in immediate new orders for Getinge pro-ducts” 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-

trol and automated equipment in a coun-try where hand-washing instruments is still the norm in most public and private hos-pitals.

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, presen-ted 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 train-ing sessions. And hospitals’ exposure to international standards and regulations as well as current developments in the field of reprocessing of medical devices is se-verely limited.”

ThrEE TimEs ThrEE – improviNG iNfEcTioN coNTroL iN mYANmAr

�� fAcTsMyanmar (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 in-stallations in Myanmar including sterilizers and washers (HS66 series and WD 46 se-ries)

Getinge held seminars on infection control in Myanmar (Burma)

Employees in France set a good example by donating blood


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 mee-ting once a month since last summer to plan and synchronize all activities related to introducing this product to the mar-ket.

Representatives from production, pro-duct development, after sales, service, Academy, marketing, architectural de-sign, 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 dif-ferent 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

CSSD? There’s a multitude of questions to consider.

“The goal is to get the products laun-ched on the markets faster,” says Petter Olsson, Launch Manager.

“A faster and smoother launch process can make the difference between suc-cess and failure,” he adds.

“The fact that it is a cross-functional group makes com-munication so much easier. We know who to talk to now.”

Naturally the launch team has to spend more meeting time for a new product,

compared to products that are just al-terations of existing models. But the ge-neral idea is the same – all functions of

the company should be re-presented to guarantee a quick and smooth product launch, every time.

the lAunch teAM has arranged workshops for health care and life sci-ence sales people from

around the globe, with the main purpo-se of discussing and understanding the true customer value of individual product features.

cross-functional team paves the way for upcoming launch

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

• The Mirai project in-troduces a new mo-dular sterilizer con-cept, offered to both healthcare and life science customers.

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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 awa-re 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 internatio-nal and US distributors, in-depth know-ledge 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 in-ternational market since it was founded in 1990 by Tom Roll and Lon Brus in West Lake Village, California.

Wanting to expand, they moved to Den-ver, 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 opportu-nities for us with our own consumable pro-ducts. We are highly profitable, but we are excited at having become part of the Ge-tinge family,” he added.

steriTec – A “best fit” acquisition

• founded: In 1990 by Tom Roll and Lon Bruso, West Lake Vil-lage, California

• currently located: Denver, USA since 1995

• Specialty: Develop-ment and manufacture of chemical indicators

• Acquisition: Getinge acquired SteriTec Products in December, 2012

• number of employees: About 60• Market share: Last year 8-10%

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Dale Schuster, SteriTec’s Presi-dent


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.

the MeetinG openeD with a short video highlighting Liviya’s story. The audience fell silent as they followed this inspiratio-nal little girl’s journey through the discove-ry 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, re-search 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 plate-lets transfusion. Suspected leukemia tur-ned out to be a rare bone marrow disease known as aplastic anaemia - which de-stroys the immune system.

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

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 sto-ry came to Getinge’s attention when her father, Brian (Business Development Ma-nager, 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 medi-cal research agency) and Pfizer, the phar-maceutical company which researched and developed ATG.

“the entiRe teAM 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.

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

GETiNGE: ThE commoN LiNk iN LiTTLE GirL’s mirAcLE

Skärhamn’s production moves to Suz-hou, China

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

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 Palm-qvist, Chief Operating Officer.

As a result, Getinge Sourcing LLC in Rochester will reduce its workforce from 129 to 92 employees. That includes out-sourcing of the sheet metal fabrication. The office in Skärhamn will keep eight employees for after-sales, support, pro-duct development and marketing, whi-le production, sourcing and logistics will move to China.

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

GetinGe SKäRhAMn iS one of the origi-nal Getinge companies. The first sterili-zer was built there in 1949 and Getinge acquired the company in 1986.

“Competition is very tough in this pro-duct 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 conti-nue the production of sterilizers for the health care 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.

According to Peter Palmqvist, both re-locations, in the long perspective, repre-sents Infection Control’s commitment to operational excellence.


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 so-lely of Lancer glassware washers and associated consumables sold into the la-boratory market in the USA, Canada and Mexico.

Yet, in 2011 it won Getinge Infection Control’s prestigious “Working Capital De-crease 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 re-ceived the awards in recognition of our achievements,” says Mike Henley, the company’s General Manager and Vice President.

MiKe iS cleAR about the key factors for the company’s success: its unique busi-ness model which has at its core the deve-lopment 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.

“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 sa-les companies with a total sales force of about 50 people dotted across the consi-derably sized market map, alongside five Getinge direct reps. Most of the compa-nies have been representing Lancer for 15–20 years!

“We ARe SoMeWhAt unique in the Ge-tinge Group in that Lancer utilizes alterna-tive distribution (manufacturers’ represen-tatives) for our sales channel. But it works well,” Mike Henley says.

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

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

Featured company: ordEr iNTAkE rEAchEs ALL TimE hiGh for LANcEr sALEs usA, iNc

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

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 De-

crease of the Year, 2012 Financial Per-formance.

• Getinge acquired the leading French disinfection company Lancer in 1994, but retained the name because of its strong branding and technological lead-ership in the glassware/labware clea-ning market. Production of the washer dryers is still at Lancer’s HQ in Tourne-feuille, France.


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 lar-gest outsourcing sterilization services in the Netherlands, servicing more than 30 clinics and several hospitals.

As an outsourcing sterilization facility, Medifort Healthcare’s production stan-dards must exceed the equivalent servi-ces in customers’ hospital CSSDs.

Getinge has previously supplied steriliza-tion equipment, Getinge Online and T-DOC IT systems for Medifort Healthcare’s steri-lization facility in Capelle near Rotterdam.

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

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

in feBRuARy 2012, Getinge implemented the new T-DOC functionality, T-DOC OR

Plan Assure, designed to optimize instru-ment 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 functio-nality has the potential to become a game-changer that other T-DOC customers can benefit from.”

MeDifoRt heAlthcARe noW runs a ste-rilization facility utilizing resources such as personnel and equipment to the optimal capacity.

And with T-DOC OR Plan Assure, Medi-fort Healthcare is provided with a mana-gement 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 avai-lability. Ultimately, customers can now per-form 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

morE surGErY possibLE ThANks To NEw T-doc fuNcTioNALiTY

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

Improved product quality through analysis toolpreviously 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.

When the tool is fully operational, the efficiency and pro-duct quality can im-prove significant-ly. It will be possible to see the number of complaints and break them down to factory, product fa-mily and the actual equipment.

However, this can only work if custo-mer 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 re-ported, 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.

the qBi incReASeS efficiency by pro-viding a unified way of looking at data trends from the reported customer com-plaints and also minimizes the risk of misinterpretation of the data for the pe-ople analyzing it.

In order to improve product quality, un-derstanding the issues that customers are facing is extremely important. Data from the QBI can provide this understan-ding and assist the quality team to priori-tize and rectify those issues.

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

• ccS: A system that all customer com-plaints 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, ma-nufacturing/ delivery dates and all informa-tion about the articles in the product.

Peter Arvidsson


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.

tWo poRtfolio MAnAGeRS have been appointed to the team: Stephen Morley, former Business Development Director for Life Science, based in the UK, and Carin Kuylenstierna, Business and Mar-ket Analyst in the former Business De-velopment 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.

“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 con-tributing in defining the idea/project, and the Business Reference Team who vali-date 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 representa-tives from the sales teams is to assure we prioritize and develop the products and solutions our customers need.

“AnD BecAuSe ouR Business Develop-ment Board, which takes the decisions, comprises representatives from both sa-les and operations, we have a real com-mitment that we will develop what we need and sell what we develop, thereby

assuring a good return on our R&D in-vestment.

“Up to this point, our focus has been on setting the process for this interac-tion. Going forward, we will engage more with our customers to gain a dee-per understanding of their working prac-tices and environment. Our aim is to get products faster to market and to re-spond more quickly to a rapidly chang-ing market.”

The Business Development team was set up in September 2012.

Business Development

fAsT rEspoNsE TEAm To GET cLosEr To cusTomErs

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

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

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 pro-ducts are being added gradually to the portfolio during 2013.

The first of these is Neutraliser Plus,

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 des-caling cycle

• Refurbishment of stainless steel in-struments with Neutralizer Plus dosed directly into a washer disinfector

• Manual soaking for refurbishment of stainless steel instruments in suitable

containers• Providing a

more sophistica-ted neutralizer, enabling the re-sponse to ten-ders specify-ing a multi-acid based product

shining bright

Getinge Infection ControlPO Box 69, SE-305 05 Getinge, SwedenPhone: +46 (0)10 335 00 00, Fax: +46 (0)10 335 14 [email protected], www.getinge.comSend your news tips, ideas, comments and feedback to [email protected]

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 re-ally impressed with the amount of busi-ness that actually takes place there and then.

“Many visitors come here with the inten-tion of doing business right away and they have many large and exciting projects go-ing on in this region” she says.

Wilhelm Tham, President Getinge Midd-le-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 exhi-bition has substantial commercial power,” he says.

ARAB heAlth iS not only a great opp-ortunity to meet customers, but distribu-tors as well. According to Anthony Rea-idy, Sales Manager Africa, the distributors were very impressed by Getinge’s presen-tation and were very proud to represent Getinge in front of their end customers.

ArAb hEALTh mEANs busiNEss

The ED Flow generated a lot of interest.

Christian Winther, Sales & Support Director at Getinge IT Solutions, and Jad Srouji, Sa-les Manager Getinge Middle East & Africa

Susan Borden from Getinge Middle East & Africa’s Regional Training Center has launched the first Disinfection and Sterilization classes, with participants she met during Arab Health.

Presentation of the Clean Management Sys-tem (CMS)

Getinge IC Business Awards 2012on JAnuARy 26, 2013, Infection Control introduced and presented the inaugural Getinge Infection Con-trol 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.

Interview with Johan MalmquistAt 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 Infec-tion Control. Watch the video interview on Compass under the GET-IN-GEAR section.

GEt-In-GEAr IllustrationAn upDAteD VeRSion of our strategy il-lustration was unveiled on January 26, 2013. This updated version transfor-med 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-IN-GEAR section.

Group Magazine for GetingeGetinGe GRoup Will Be launching a brand new internal Group Magazine this autumn. The magazine will con-solidate 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!

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Documents

GET IN, issue 1, April 2013