Friday, February 12, 2010

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Some Background.


The experiences of combat medics in World War II, Korea and Vietnam, along with his growing understanding of field support, rapid evacuation, transportation and final treatment of those injured in combat are the basis on which care is based tactical combat casualties. While SWAT teams began to appear in the decade 1960, as a result of incidents like the Sniper Tower of Texas, the shooting in Los Angeles with the Symbionese Liberation Army, and many other acts, it was recognized that some form of medical support units would be needed for missions high risk. The proposed model was based on the military model of combat medic, suggesting it was part of the tactical unit. More specifically, these technicians (basic at first and then the paramedic level) was a medical team of special operations. Some of the policemen and paramedics who were these tactical units were often veterans of Vietnam, for many years United States, there were very few units nationwide. A department SWAT team and began the medical program at that time in the 1970's was the Sheriff of Pima County, Tucson, Arizona. Which has been in continuous operation as a SWAT team with the support of clinicians for more than 30 years. It is important to mention that for best performance of a tactical medical team in a public security force, it is necessary to integrate the staff who are trained in three areas: being a police officer, being a provider of medical services and be official special intervention techniques (SWAT techniques). For this reason, and because the high cost of training staff member of these bodies, most SWAT teams, even today, use the external medical support for their team.
Since the 1960's to the 1980's there was a mosaic isolated from the teams that developed their own versions of tactical medical support. The need to revisit the trauma in the tactical environment has been widely recognized. The Tactical Combat Casualty Care Project (CARE tactical combat casualties) was initiated by the Naval Special Warfare Command (Naval Special Warfare Command) in 1993, and continued later by the Special Operations Command (U.S. Special Operations Command (USSOCOM)). This effort developed a set of protocols for trauma in combat Tactics that were published as a supplement in the journal Military Medicine in 1996. CARE guidelines tactical combat casualties provide physicians combat trauma management strategies in combat. CARE The first course in tactical combat casualties took place in 1996 at the Submarine Medical Office sponsored by the Office of Naval Medicine and Surgery (BUMED). Shortly after this training was mandatory for all paramedics of SEAL (special operations in the United States Navy. His name is an acronym Sea, Air and Land (Sea, Air and Earth)). Since then, it has gradually gained acceptance in the military. He has also found wide acceptance in the medical community civilian security forces. Incorporating CARE guidelines tactical combat casualties in the operating Prehospital Trauma Life Support (PHTLS) was an important step in the process of transition from CARE tactical combat casualties. The fourth edition of this manual, published in 1999 contains for the first time a chapter in military medicine. The recommendations contained in the PHTLS Manual carry the endorsement of the Committee on Trauma of the American College of Surgeons and the Association National Emergency Technicians.
The need for regular updating of the guidelines of CARE tactical combat casualties was recognized. The original document recommended that the guidelines were updated as necessary by a committee of the Department of Defense created for this purpose. This concept was approved by the Special Operations Command United States, and the Committee on Tactical Combat Casualty Care of (CoTCCC), which was subsequently founded in 2002 as part of USSOCOM's biomedical research. In 2007, was increased prominence of CARE tactical combat casualties in the Global War on Terrorism. In March of 2008. the CoTCCC was relocated to function as a Board of Health Undersecretary of the Department of Defense of the United States.
The Committee, updating the guidelines based on:
1) in the ongoing review of the literature of civilian and military prehospital medicine;
2) in continuous interaction with the military research labs care for the wounded in combat;
3) first-hand data from combat health, medical,
4) views of both military and civilian experts.
Historically, many of the lessons learned in assisting wounded in the military field have found application in civilian trauma care. Recently, the civilian emergency medical services have been called to assist in numerous school shootings, mall shootings and other acts of terrorism that have tactical factors similar to those found in combat. The threat of receiving hostile fire, having to attend multiple injuries to shed, and prolonged evacuation times have come into play. The massacres at Columbine and Virginia Tech are examples that illustrate that even in urban settings, starting treatment, and transport of injured may require training and tactics outside the parameters of standard protocols SEM. The adoption of the guidelines of the CARE tactical combat casualties in tactical EMS programs and the application of these principles to the tactical operations of Security Forces and the State can result in better continuity tactics and additional lives saved when the wounded are produced during the course of these operations.

Tuesday, February 2, 2010

Sometimes My Nose Looks Wide And Sometimes

continue ... Medicine


Up to 90% of wounded in combat died before receiving medical care in a medical setting, the fate and survival rate of these patients are in the hands of who provides the first attention.
differences civilian prehospital care and medicine tactics are very marked, although the two disciplines oversee the recovery of those injured in tactical medicine, deprives the lack of material and equipment, causes of trauma are different, the environment (conditions of darkness, crossfire, areas gases, etc..) extreme environments (mountains, desert), the mission of the unit, the evacuation time can be much longer in the tactical environment.
fundamental objectives are tactical medicine: to treat casualties, prevent further casualties and complete the mission. Phases

Casualty Care in Combat Tactical (CTBC)
care tactical combat casualties, focuses on the situation prevails, depending on the tactical situation, tactical paramedic staff, they were: under fire, tactical field or in the evacuation of casualties. These are the three phases of care tactical combat casualties.

Sunday, January 31, 2010

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Tactica, which is it??









Due to the current insecurity in the world in the fight against terrorism and organized crime, care techniques Prehospital have had to be changed, then the term emerging in English Tactical Combat Casualty Care TCCC (Tactical care combat casualties), the relatively recent term emergence takes into account the integrated management of victims in tactical situations, providing medical care according to the situation without risking life and operation, for this reason it is vitally important that the bodies of either pre-hospital care security forces or civilians are aware of these new techniques, which may be necessary in any situation.

Thursday, July 30, 2009

When Did I Get Pregnant Based On Due Date

Principles of Quality Management and Total Quality Tools

1
In recent decades the world has seen many changes ranging from the consolidation of the globalization of markets to the continuing revolution in information technology and communication.

Quality is no longer a factor, but has become a major competitive factors, without which any business is doomed to failure and his subsequent disappearance, went Quality to be just a rhetorical challenge, to be a pre-requisite for competitiveness. Institutions in transition to face the new millennium, must implement the basic concepts of total quality to select and edit creatively a better way of doing things.

Today, taking into account global and competitive environment, managers need to gather more data before making decisions. All successful programs have in common principle: measure and continue to measure, just so they can improve their game. In this new way of thinking is required to be competitive and we were more interested in the little things that make our internal customers.

A major task of management is to optimize the utilization of resources available for achieve the objectives of the organization, work begins with the decision making process, which fall into three categories: strategic, administrative and operational.
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The strategic decisions , that is, relevant to the direction of the company's long-term deal mainly with issues related to the selection of the mix of products and services, their markets and way to address them. The key questions are: what are the objectives and goals of the company and what strategy to achieve them? Should the company seek diversification? In what areas? How vigorously? How should develop and exploit the current position of the product on the market. "

making "strategic" does not necessarily mean "important." There are major operational decisions that some strategic. The

administrative decisions have to do with structuring the firm's resources in such a way that creates the greatest potential for implementation. They have to do with the structure of authority and relationship responsibilities, workflow, media location, acquisition and development of resources, staff development and training and financing and acquisition of equipment among others. It is true that the structure follows strategy, but the strategy requires the structure among other things, organizing the administration of the company so as to achieve a proper balance of resource allocation to support the strategic and operational decisions.

The operational decisions absorb the bulk of the energy and attention of management. Its objective is to maximize the profits of the operation. The main decision areas are: resource allocation (budget), schedule the operation, performance monitoring and implementation of control measures.

TOTAL QUALITY

Quality Total is a reality that involves all existing businesses in all sectors of the economy:
  • empathize with the change.
  • Creating better conditions for competition.
  • Produce better and lower cost.
  • offer better services in both the private and public, in order to inculcate and deepen the country a culture of quality that you put it up to the most attractive markets in the world.
This primarily involves the commitment of the leaders of organizations, change processes for competitiveness of enterprises.

This ongoing process of excellence should be the engine of the new change and modernization, through the implementation of continuous improvement as the basis of any quality process.

At this time, organizations must be willing to measure their competitiveness against the world's best in their field and learn from their experiences, trying to bring people into a process of encouraging improvement in order to rediscover the huge potential of being bringing human result in a job well done and huge benefits for society.

Total quality is a problem not a solution. Every leader and facilitator of the working conditions should highlight the importance of having a strong total quality system, allowing it to keep the motivation of all personnel of the organization.

HOW AND WHEN TO START

The purpose of quality should be present at the initial stage of a service once the plans are implemented, it would be too late want to introduce quality downstream, so it is important that the design of services is the result of good teamwork.

improve the process involves making the best use of manpower to a good selection of staff and the task is assigned, trained, train and offer the possibility of increasing their knowledge and develop their skills.

Training should be completely rebuilt, the organization requires that its staff is thoroughly familiar with the company since the parts and materials used, to customers who are given the service, drawing on a one hundred percent skills of all staff.

is also necessary to fully reform training programs for employees, as this occurs in most organizations poorly and favoritism. The company must not fail to consider that the money was spent on this training, education and training, not increase the net worth of the company, but if it leads to improvements in all operational and management processes are made.

TOTAL QUALITY OBJECTIVES

The formal definition of the objectives is one of the most important requirements. Without quality objectives there is no goal to reach, the system freezes, there is no improvement and are not shown if you are doing well. There are two types of quality objectives, which serve quality control and serving to improve quality.

Although management is responsible for planning and setting goals to be achieved the full participation of all personnel of the company for the purpose of engaging them to achieve these objectives. Always remember that there is no compromise without participation. The strategy of Total Quality Management under the aims to:

1. BUSINESS
  • know and meet customer needs. Achieving
  • keep customers and attract new customers.
  • Improve company image and enhance their implementation.

2. ECONOMIC

  • Reduce costs.
  • Increase profits.
  • Increase competitiveness.
3. TECHNICAL
  • Streamline processes.
  • Betting on prevention and continuous improvement.
  • Research and provision of new technologies.
4. HUMAN

  • increase and channel information and training.
  • Enhance
    initiative and responsibility.
  • Engaging and involving all departments.

BASIC PRINCIPLES OF TOTAL QUALITY

can not work without a Total Quality principles:

  • Achieving customer satisfaction.
  • Involvement and unconditional support of the Directorate.
  • personal involvement and cooperation.
  • Continuous improvement and innovation.
  • Lifelong learning.
Through continuous improvement is to achieve the target of five zeros:
  • 0 Defects: Full production quality.
  • 0 Damage: Maximum performance of facilities.
  • 0 Stocks: Minimum fixed capital.
  • 0 Delays: JIT.
  • 0 Paper: useless. Maximum administrative efficiency.

KEY ELEMENTS OF TOTAL QUALITY

Success the implementation of Total Quality, by implementing some key elements:


1. BASIC BUDGETS
  • Decision and management leadership.
  • Accession
    all staff.
2. PRIORITIES
  • Meet all expectations of customers efficiently.
3. METHODS
  • Ruling processes through continuous improvement.

PILLARS OF QUALITY

Total Quality is based on three pillars: 1
1. SYSTEM
  • UNE-EN-ISO 9000.
  • EFQM European Award.
  • Malcolm Baldridge Award.
2. TOOLS

  • Statistical methods.
  • Rules and Regulations.
  • control methods and improvement.
  • Research and Evaluation.
3. PEOPLE
  • Management.
  • Administrative and technical.
  • all staff in general.
  • internal and external customers.
BARRIERS TO TOTAL QUALITY

The Total Quality Management is primarily a cultural shift of enormous significance and importance, finding as obstacles:
  • The Management.
  • Organization.
  • Staff.
  • The strategy and tactics.