VO L 7 3 N O. 1 0 I O C TO B E R 2 0 2 0 I B Y S U B S C R I P T I O N
HOW TO MAKE DIGITAL WORK FOR YOU DTS 2021 PAGE 16
THIS MONTH... • 5 THINGS I CANNOT WORK WITHOUT! I ANDREW C WHEELER PAGE 10 • STRAUMANN BOUNCE BACK PAGE 28 • INTERVIEW WITH MITCHELL CLARK I PRACTICE OWNER AT CYGNET HOUSE DENTAL STUDIO PAGES 30-31 w w w.d e n t a l t e c h n i c i a n .o r g .u k
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CONTENTS
CONTENTS I OCTOBER 2020 Editor Matt Everatt F.O.T.A. E: editor@dentaltechnician.org.uk Designer Sharon (Bazzie) Larder E: inthedoghousedesign@gmail.com Advertising Manager Chris Trowbridge E: sales@dentaltechnician.org.uk T: 07399 403602 Editorial advisory board Andrea Johnson Ashley Byrne Ross Chapman Sharaz Mir Sir Paul Beresford Published by The Dental Technician Limited, PO Box 430, Leatherhead , KT22 2HT. T: 01372 897463
Welcome Welcome from the editor
Insight From the archives
Covid-19 and the Dental Laboratory Profession and Industry. By David Smith
5 things I cannot work without! Andrew C Wheeler
4 step plan to transform your body post lock down. By Paul Armstrong
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Business
How to make digital work for you
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Health & Wellbeing
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Technicians Insight
The Theory of Leadership. By Matt Everatt F.O.T.A Straumann bounce back Building an exceptional team: Part two. By Ashley Byrne, Byrnes Dental Lab An interview with... Mitchell Clark Company Culture - the ‘roots’ of your business. By Nicki Rowland
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Focus
The Dental Technician Magazine is an independent publication and is not associated with any professional body or commercial establishment other than the publishers. Views expressed in this journal are not necessarily those of the editor, publisher or the editorial advisory board. Unsolicited manuscripts and photographs are welcome, though no liability can be accepted for any loss or damage, howsoever caused.
Subscriptions The Dental Technician, Select Publisher Services Ltd, PO Box 6337, Bournemouth BH1 9EH
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14-15 28 29 30-31 37
DTS 2021 16
Dental News Result of FCA’s Business Interruption test case Why is the GDC claim from the Government’s CJRS?
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Dental Technology Construction of the Mini FR II Appliance Dental laboratory airborn contaminants. Part two. By Sharaz Mir
20-22 26 & 31
ECPD Free Verifiable ECPD & ECPD questions
24-25
Marketing Marketing Simplified by Jan Clarke
32-33
Events The Dental Professionals Conference 2020
34-35
DTGB The Dental Technician Magazine and Dental Technicians Great Britain Facebook Group
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Marketplace Zirkonzahn/3Shape
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Classifieds
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WELCOME
Welcome
TO YOUR OCTOBER 2020 ISSUE By Matt Everatt F.O.T.A I Editor
W
elcome to your October edition of The Dental Technician Magazine. With just three months to go in 2020, I am sure most of us would be glad to see this one out and start a fresh in 2021. The country seems like it has never been so divided on opinion of Covid19 and how we are now coping with it (or not). Looking back at how the whole of our profession and how it has been so badly let down by our so called leaders is just awful in my opinion and I do hope that in the face of this all, it will get a mighty great shake up and see some positive changes ahead of us. Some of you who are on social media may have seen my recent poll on the Dental Technicians Great Britain group. I ran the poll a couple of months ago and then again toward the end of September. I am delighted to see that there were no responses to my question asking if any labs had closed forever,
sadly one response that they remained closed at present. I was pleasantly surprised and thrilled to see 55 out of the 103 responses were back to Pre-Covid levels or close and are optimistic about the future. Sadly, though, 47 responses said almost all staff were still furloughed and had very little work coming in. This is no doubt been worsened by the current NHS funding offered to NHS Dental Practices, where it appears on the surface that practices have been gifted 100% of their contract payment and they are only expected to deliver 20% of the service. The pressure is essentially off for NHS practices and there is little to no incentive to offer treatment that involves a laboratory element. So, what does this mean for UK Dental Labs? I fell there will be an element of readjustment, I remain optimistic for our futures. I have never really understood why labs have an ‘NHS Price List’, maybe it’s just semantics and labs that offer such prices should
consider having a ‘Good, Better, Best’ price list? After all, we do not get paid by the NHS or have any kind of contract with the NHS. Moving on swiftly, so as not to make this a Covid focussed welcome... I have received some very kind and very welcomed feedback about the last few issues of the magazine and I want to thank those for taking the time to write with their feedback. I personally really enjoy reading the features and particularly the ones where we get an insight into the lives of peers and colleagues. Please keep your feedback coming, even if it to make suggestions or you read something you don’t agree with. Equally, I would love to have more articles and features from readers. Please do get in touch with me if you feel you could help with content, trust me, it will be greatly received. Until next month, I wish you all the very best and that your workplaces and life in general flourishes over the coming weeks.
DTG B R E T U R N TO WO R K S U R V E Y
Most staff still furloughed and very little work coming in Fully opened all staff working Almost back to normal and optimistic Still remain closed
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INSIGHT
From the
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FOCUS
COVID-19 AND THE DENTAL LABORATORY PROFESSION AND INDUSTRY By David Smith
L
ast week I wrote an article for the DLA about my thoughts on the effects on this pandemic on our profession and industry. I asked for comments from some of the social media sites for experience from other technicians.
this was possibly intentional, it is more likely we were simply overlooked and even if a plan was considered it would be too difficult to implement. If there is any disappointment, it is dentists who did not think to mention that a part of their team was missing.
Their struggle to survive, re-group and protect jobs and businesses made me want to include more of their experiences for this piece in the Dental Technician magazine.
So, we are left to the mercy of NHS plans for safe dentistry in each of the UK
I remember watching the Steven Soderbergh film ‘Contagion’ some time ago, a very accurate reflection of an epidemic, so similar to what we are now experiencing, with the line “No one would have believed a tiny living piece of protein could inflict so much damage upon our way of life, our health, our economy; so small 1 million viruses would fit into a full stop.” Prophetic!
Most dentists are not NHS staff, but independent contractors. NHS will continue to pay dentists even where it is not possible to provide normal service.
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The first thing I always forget is how many laboratories employ family members. Their plight affects whole families.
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I am not going to pretend that the effect on us, dental technology, is no greater than the effects on everyone else, but if we can understand why it is affecting us in this way and why it is taking so long for our industry to return to a level of work that makes us less vulnerable and more sustainable, we can begin to make plans to try and survive, as intact as possible with the least amount of financial and employment harm. Many of you wrote to me explaining your strategies for survival, the effect on your business and employees, and mixed views on our future; I shall attempt to include these. Let us start from our perineal problem. We are invisible. Often it suits us to be so, in this case, it does not. While government was planning to protect vital business within healthcare, because they did not have sight of us we were not included in any planning. While they were planning with NHS dentists to ensure they were protected whilst Covid made normal work behaviour impossible, the health department and treasury ignored us and the effects on us in any of these schemes. I know we will think
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countries and private work, braved by dentists, trying to offer a safe private service to patients, which is economically viable for all concerned.
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FOCUS Neither England nor Wales will be paying 100% of the contract payments. In England, there will be an agreed and fair reduction for any variable costs associated with service delivery. In Wales, the government will pay 80% of the NHS contract value. There are similar arrangements in Northern Ireland and Scotland with difference in continuing care and capitation payments. In return, dentists are expected to be available to help the NHS. The government only expect a 20% service from dentists to receive their contract payments. Of course, dentists working in private dentistry have no such ‘cushion’, so will be keen to open their surgeries in order to earn an income. Here the main issue will be protecting patients, their staff and themselves. Strict PPE and Covid guidelines have been issued to dentists, they are again slightly different in each country and they change constantly and are quite restrictive. I will not go into detail here as it will probably be out of date by the time you read this. Suffice to say it means that running a surgery in any type of financially profitable way and meeting all the criteria is particularly challenging. The cost per patient is going to be much higher and patients are going to have to foot the bill. Eventually so will the NHS!
I was discussing with a dentist the effect on the laboratories, she was not even aware of how serious it is for us but was quick to understand the problem. She said the vast majority of what she does now is emergency work, pain relief, extractions. The odd denture and crown preparation she has done took so long to get her PPE on, then off! the time to prepare then clean down the surgery there was no money to be made from doing any of this type of work. She can work for just two days a week and with no check-ups, some emergencies and phone consultation and still receive her contract value. So with no incentive for dentists to do NHS dentistry involving laboratory work and the cost of private dentistry increased significantly by increased PPE costs and the patient turnaround time, especially with work involving aspiration, it is understandable why we are suffering reduced work flow with little sign of this changing until safer working practices are developed. During the period of furlough, larger labs have been able to cut back on staff costs and not had to make large scale redundancies. The new Job Support Scheme starts from 1 November. It will only be available for employees who work at least one third of the time. The payments are not as generous, and employers will have to find 56% of salaries with government now only providing 22% and the employee will only receive 78% of normal salary. It is hard to imagine dental laboratories being able to afford to keep staff employed in these circumstances, with no end in sight as to when normal volumes of work will return. This is a particular shame as the Dept of Health have protected NHS dentists but have not offered any help to dental laboratories who do their work. This despite much lobbying by the DLA which has managed to shout our dilemma to many politicians. Of course, one day, when we have control of the virus, there will be a mountain of dental work to do. How many technicians who have lost their job will want to return having found they can earn a living doing much simpler work for the same money? So for many dental laboratories and dental technicians it is about surviving as long as possible until a new viable normal returns. I have already explained the dilemmas for large laboratories. For smaller laboratories I asked many how they were coping and how they saw their future. The first thing I always forget is how many laboratories employ family members. Their plight affects whole families. ‘I have probably 40% or less of my normal work. C&B only lab, fortunately small only myself and my daughter who is furloughed. I do not want to make her redundant and will take less
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money to keep her if necessary. The bounce back loan is keeping me afloat. I’ve had no grants and furlough is the only thing I could claim. I am worried for my future and the future of the few surgeries I work with.’ ‘I have a mixed NHS and Private prosthetics only lab employing 12 staff including myself, my wife and my eldest daughter.’ ‘Only still going because lab based at home and no employees apart from my wife and myself, my wife on furlough while available, but as directors only minimum wage!’ Small C&B lab here, with normally a 70% private/30% NHS split. 52% of clients have sent no work since March. Last month's turnover was about 35% of normal. The majority of cases coming in are private. Of course there is no incentive for NHS dentists to do more than 20% of their normal work and even less to do any including lab work. Little wonder that most of the work we are receiving is coming from private dentists. My turnover is down 85%. In the two full months coming back since lock down I've literally just covered rent and bills. Work has picked up a little this month but that could be due to picking up extra clients due to other labs closing their doors this is not the way I envisaged my business going if things don't change or pick up massively I've got 4 to 6 months before I'll have some big decisions to make. Touch wood it doesn't come to that. Many expressed their thanks for the support from associations. Big thumbs up for the DLA for constant updates and support Over the next six months I believe dentists who had a high percentage of private work will continue to see slow growth. Denture work is a much easier procedure than crown and bridge work with Covid so I think that will recover much quicker. Unless the government change their support of NHS dentistry I see very little lab work being generated from this sector. For those who survive the future is very bright. There will be a shortage of labs and technicians as those who have lost their jobs will find work in other sectors and not want to rush back. Only by increasing lab prices, significantly, will we be able to pay salaries that will attract people back. Education will have taken a significant blow and the reduction of people coming into the profession will drop significantly. Thank you to everyone who contacted me. I hope this is a fair reflection of what you told me.
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TECHNICIANS INSIGHT
5 THINGS I CANNOT WORK WITHOUT! With Andrew C Wheeler
J
ust five years ago, the list would have consisted of hand tools, but as in all things, time marches on. Now we find ourselves in the digital age, the lab has progressed to a point where it’s the technology that I can’t work without. 1, MY MEDIT T500 SCANNER This is the stalwart of the lab. Even with the increase of intraoral scans there isn’t a day that it doesn’t get switched on. It has operated flawlessly for over two years as did the Medit blue before it. From simple crowns to the most complicated cases, its fast, accurate and simple to use. Its not just dental, plenty of broken household items have passed through it on the way to the printer!! 2. 3D PRINTERS Many of us use these daily. Photocentric LC dental is the newest piece of kit in the lab and it joins the 3z Solid Works wax printer, which I’ve have been using for over 5 years. With a large print base it gives me room for growth as more clients move over to intra oral scanners. These machines have certainly taken over a large part of the workflow process and I’m sure we’ll see further developments in the near future from this British company. 3. COMPUTERS I have been using and building computers since the days of the BBC Micro. Like most laboratories I cannot imagine a dental lab without several computers humming away. They are the first to get switched on in the morning and last to be turned off. Thanks to the the use
of powerful laptops, I’m spending an increasing amount of time at home where I can design remotely and send to print which would have been unheard of, only a few years ago. 4. THE PROGRAMAT EP3010 Which works hard firing and pressing the Celtra Press we now use. The consistency of the furnace is so important, gone are the days of miss-presses! As the industry becomes challenging its vital that every process we employ works seamlessly. 5. CAD SOFTWARE Digital equipment wouldn’t have got off the ground without the software behind it. I’ve used and taught Exocad for many years and it has been invaluable in developing the digital side of the lab. Recently Blender4Dental has appeared on the market as a cost-effective alternative to other players in the market. I became an accredited instructor on it after seeing the potential that this software offers. We will certainly be seeing many more advances in the future, bring more competition into a narrow market. It was a challenge to narrow down the list to just five and it would be remiss of me not to mention all the vital components that go into building a successful dental laboratory. The close working relationship with the suppliers, clients and people that make working in this field such a rewarding and challenging experience.
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HEALTH & WELLBEING
4 STEP PLAN TO TRANSFORM YOUR BODY POST LOCK DOWN By the fitness transformation coach Paul Armstrong
F
ollow these steps and you will transform your body, health and energy!! Here are the most common health complaints I’ve heard since quarantine:
• I’ve put some pounds on. • I’ve been eating more out of boredom • Stress with work is making me eat all the wrong things. • My alcohol intake has doubled
It has been a strange and stressful time if you’ve been furloughed at home with the kids..and it's totally understandable that you’ve had a few extra calories. People tend to overeat because of stress and boredom. So here's your roadmap to get out of this rut!! A step-by-step plan to help you bounce back from those quarantine pounds and get you into your best body ever.
Step #1: Control Your Diet
If you consistently eat the wrong food then you have no chance of long term health and fat loss. To put it bluntly, you need to stop eating the crap, processed foods, refined sugars and high fructose corn syrup. These foods will drain your energy and are manufactured to make you eat more.
If you want to be in great shape again then these things should never be more than about 15% of your diet. (I never get my clients to cut out, just cut down these foods). Replace them with real whole foods like lean meats, vegetables, whole grains, nuts and fruits. These foods are filled with fibre, vitamins, minerals and antioxidants which are vital for health and weight loss.
Step #2: Your Mind
Often overlooked as a transformation tool. Your mind is where the change has to
happen first. You want to be fitter, slimmer, healthier and yet you think of yourself as out-of-shape and fat. Reprogram your mind to think of yourself as fit and strong. Get rid of the belief that you can’t achieve your best body. Visualize yourself at your ideal weight, focus everyday on how it makes you look and feel. If you see it in your mind, you'll definitely see it in the mirror
Step #3: Workout
Transformation will not happen overnight! Remind yourself that it took time to get to where you are now, so it’s going to take time, effort and know-how to transform into where you want to be. Make each workout a new experience. Update your gym plan every 4 - 6 weeks. Challenge your body with different resistance, change the tempo of your exercises and find new ways to work the muscles. Remember that anyone can have one great workout, but that won’t get you the body you want. Find just four available 30-minute time slots in your schedule and mark them on your calendar. Now stick to your schedule. Be committed! If you don’t give up, then you’ll never fail.
Step #4: Get help and support
People who go it alone are less challenged, less accountable and are more likely to fail. It makes sense. If you’ve got someone there giving you the roadmap, keeping you accountable and guiding you then that transformation will happen in double quick time. That’s all there is to it. Follow these 4 steps and you will be out of the lockdown blues in no time and be in the best health possible in the next few months. I have been helping people transform their health and fitness for 15 years. I’ve found some brilliant hacks to speed up this process.
If you’d like to schedule a training and nutrition call then please email me on paulstrongarm@hotmail.com Or message me on my Facebook page @paularmstrongpt I will help you find the best and quickest roadmap to your transformation post lockdown.
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BUSINESS BAR HEADER
THE THEORY OF LEADERSHIP By Matt Everatt F.O.T.A Author & Editor
A
s an ongoing series of articles I want to discuss the theory of Leadership in hope that we can all look at our own workplaces and consider how we support our teams and fellow colleagues. Firstly, we must look at the definition of leadership before we begin to look at the research. There are likely as many research studies into the definition of leadership as there are theories. It is commonly theorised that Management and Leadership, although being similar and equally having vast amounts of research respectively, there are differences and the literature equally as ambiguous according to Schedlitzki and Edwards (2018). Yukl (1989) does note that a majority of time managers need to be leaders and leaders need to be managers. Grint (2005) says that leadership deals with problems that arise and may not have certain answers or defined endpoints and
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Leadership is one of the most observed and least understood phenomena on earth.
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refers to them as ‘wicked problems’ whereas management deals with problems that occur regularly and refers to those as ‘tame problems’. The research of leadership has typically looked at ‘leadership of organisations’ or ‘leadership in organisations’, according to Dubin (1979), the majority of research focuses on leadership within organisations. Burns (1978) suggests “Leadership is one of the most observed and least understood phenomena on earth.” One of the most common definitions used in the study and teaching of Leadership is that of Northouse (2018) who writes that “Leadership is a process whereby an individual influences a group of individuals to achieve a common goal.” Academic interest in leadership increased during the early twentieth century, Grint (2011) looked at some of the major developments in the study of leadership throughout the last 180 years and proposes that there is a “cyclical nature of rational and normative patterns in leadership models and theories.”
BUSINESS Whilst there are many leadership theories, most of them can be grouped into eight main theories (Cherry, 2012):
TRAIT THEORIES
A leader possesses certain qualities relating to personality either acquired or born with, such as extraversion, charisma and self confidence.
GREAT MAN THEORIES
Similar to trait theories in that it focuses on the leader being intelligent, confident, heroic and would ne considered a ‘born leader’.
CONTINGENCY THEORIES
Considers the environment variables to determine the style of leadership whilst also considering the quality of the followers as well as the situation in which it operates. This theory suggests that there is no particular style of leadership best suited for any particular situation. Leaders chose the best course of action bin
SITUATIONAL THEORIES
different situations. The leader may move between being authoritative or be more democratic in their approach.
PARTICIPATIVE THEORIES
Leaders allows followers to participate in the decision making and encourages them to feel part of the process within an organisation.
BEHAVIORAL THEORIES
In contrast to “The Great Man Theory”, behavioural theroies believe great leaders are made, not born, they can be coached or taught to be leaders.
Leadership and Performance The types of leadership and link to performance has been researched many times so as the amount of research undertaken to aim to develop the most effective approaches within organisations. Knies et al. (2016) in their research, discuss the difficulty in which researchers have in trying to link leadership with performance of organisations due to the many variables making it difficult to accurately link cause and effect.
To assess leadership and its links to performance of an organisation a measure of success has to be used. In terms of business organisations there are three areas in which a measure of success can be considered, personal, team and organisational levels. In general, the success of an organisation can be assessed on several criteria such as turnover, profits and market share, however as Knies et
al. (2016) suggests these measures are more relevant in private organisations more so than in the public sector where performance is judged more so on more ambiguous targets. In future articles we will look further into each of the eight main leadership theories and how they can impact performance within your teams.
This article is an exert taken from my MBA module and a list of full references can be provided on request.
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DTS 2021
HOW TO MAKE DIGITAL WORK FOR YOU
T
he advantages of a digital workflow are now widely acknowledged among the dental lab profession. Efficiency, accuracy and predictability are optimised – all of which will be especially important for businesses now and in the months to come. However, there are various potential barriers that lab owners may need to overcome before they are able to utilise the latest technologies. FINANCES The first objection will likely be the financial impact of purchasing what can be expensive pieces of equipment. There are several potential options to research. First, it is crucial to have a handle on your finances and to understand exactly what position your lab is in. There may be some areas where you have increased efficiencies lately, so as business picks up, you might be surprised to find a little more disposable revenue than you initially expected. When you know what you can and cannot afford, consider researching the finance options available from technology manufacturers and suppliers. Many are offering payment plans to increase viability of investments. Some also allow you to defer repayments for a few months so that you can get started with the product and generate revenue before having to pay for it. In addition, there are various schemes currently available from the Government designed to financially support businesses of all sizes. Finding a solution that will allow you to balance the books will make investing in digital far more effective for you. LEARNING CURVE As is true when introducing any new technique, material or technology, implementing or expanding a digital workflow will require training and education for the team. While this does take some time and technicians need
to become familiar with the product before maximising on all its benefits, solutions today are designed to minimise this learning curve. Suppliers routinely deliver product training and offer on-going technical support to help individuals make the most of the new workflow as quickly as possible. As many labs employ at least some aspect of digital, it can be fairly straight forward for technicians to get to grips with certain new technologies. INTEGRATION The next potential problem might be how to integrate a new digital solution within your existing workflow. The dental profession – much like many other industries – has recently been transformed, with several new processes introduced and protocols adjusted. The last thing anyone wants is another upheaval that creates yet more hassle for the technical team. To minimise the risk of this happening and encourage a smooth transition, product selection is key. Choosing the right type of product and the right brand will have a huge impact on how seamlessly the technology is integrated within your workflow, as well as how much it ultimately benefits your business. Have a look online, request brochures, contact your local representatives, speak to colleagues who have experience with different digital solutions and seek recommendations. You need quality products with continuous support available to optimise your return on investment with any new digital solutions. AN ALTERNATIVE For some dental labs, you may consider all of the above and still struggle to establish the benefits of digital for your business. Alternatively, perhaps you have done the maths and you’re concerned about whether you will receive
enough orders from clients to make investing in technology sensible. If this is the case, you may instead consider partnering with another laboratory to outsource cases that would benefit from a fully digital workflow. In doing so, you and your clients can enjoy all the advantages that a digital workflow affords, without a significant investment from you. This may be a short-term solution until the demand for digital services increases, or you might maintain the relationships you form longer-term as you develop your lab in specific areas. Either way, this may be how you make digital work for you. INSPIRATION If you’re looking for information on the latest digital solutions or inspiration on how to advance your lab, the Dental Technology Showcase (DTS) 2021 is the place to be. Two days of lab-dedicated education will be on offer, with an array of world-class speakers sharing their own experiences, expertise and insights on all manner of digital workflows. An extensive trade show will also host hundreds of dental manufacturers and suppliers, so you can browse the latest innovations and watch demonstrations. The event will also be a fantastic opportunity to catch up with friends and to meet new colleagues, expanding your professional network and enabling you to connect with other labs you may be able to collaborate with in the future. TAILORED TO YOU The most important factor when developing your digital workflow is to make it work for you. Your clients, their patients, your team and your existing set-up will all influence what you need, when you need it and how it will elevate your services. Doing your research and tailoring your approach will deliver the best results.
THE NEXT DTS WILL BE HELD ON FRIDAY 21ST AND SATURDAY 22ND MAY 2021 Hall 5, Birmingham NEC, co-located with the British Dental Conference and Dentistry Show. For the latest information, please visit www.the-dts.co.uk, call 020 7348 5270 or email dts@closerstillmedia.com
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DENTAL NEWS
RESULT OF FCA’S BUSINESS INTERRUPTION TEST CASE THE HIGH COURT HAS TODAY HANDED DOWN ITS JUDGMENT IN THE FINANCIAL CONDUCT AUTHORITY’S (FCA) ’S BUSINESS INTERRUPTION INSURANCE TEST CASE. The Court found in favour of the arguments advanced for policyholders by the FCA on the majority of the key issues. Christopher Woolard, Interim Chief Executive of the FCA, commented: ‘We brought the test case in order to resolve the lack of clarity and certainty that existed for many policyholders making business interruption claims and the wider market. We are pleased that the Court has substantially found in favour of the arguments we presented on the majority of the key issues. Today’s judgment is a significant step in resolving the uncertainty being faced by policyholders. We are grateful to the court for delivering the judgment quickly and the speed with which it was reached reflects well on all parties. ‘Coronavirus is causing substantial loss and distress to businesses and many are under immense financial strain to stay afloat. Our aim throughout this court action has been to get clarity for as wide a range of parties as possible, as quickly as possible and today’s judgment removes a large number of those roadblocks to successful claims, as well as clarifying those that may not be successful. ‘Insurers should reflect on the clarity provided here and, irrespective of any possible appeals, consider the steps they can take now to progress claims of the type that the judgment says should be paid. They should also communicate directly and quickly with policyholders who have made claims affected by the judgment to explain next steps. ‘If any parties do appeal the judgment, we would expect that to be done in as rapid a manner as possible in line with the agreement that we made with insurers at the start of this process. As we have recognised from the start of this case, thousands of small firms and potentially hundreds of thousands of jobs are relying on this.’
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BACKGROUND
Many policyholders whose businesses were affected by the Covid-19 pandemic suffered significant losses, resulting in large numbers of claims under business interruption (BI) policies. Most SME policies are focused on property damage and only have basic cover for BI as a consequence of property damage. But some policies also cover for BI from other causes, in particular infectious or notifiable diseases (‘disease clauses’) and non-damage denial of access and public authority closures or restrictions (‘denial of access clauses’). In some cases, insurers have accepted liability under these policies. In other cases, insurers have disputed liability while policyholders considered that it existed, leading to widespread concern about the lack of clarity and certainty. The FCA’s aim in bringing the test case was to urgently clarify key issues of contractual uncertainty for as many policyholders and insurers as possible. The FCA did this by selecting a representative sample of policy wordings issued by eight insurers. The FCA’s role was to put forward policyholders’ arguments to their best advantage in the public interest. 370,000 policyholders were identified as holding policies that may be affected by the outcome of the test case.
WHAT TODAY’S JUDGMENT DECIDES
The judgment is complex, runs to over 150 pages and deals with many issues. A summary of the key points are below. The FCA’s legal team at Herbert Smith Freehills have published a summary on their website, which may be referred to for further detail. In order to establish liability under the representative sample of policy wordings, the FCA argued for policyholders that the ‘disease’ and/or ‘denial of access’ clauses in the representative sample of policy wordings provide cover in the circumstances of the Covid-19 pandemic, and that the trigger for cover caused policyholders’ losses. The judgment says that most, but not all, of the disease clauses in the sample provide cover. It also says that certain denial of access clauses in the sample provide cover, but this depends on the detailed wording of the clause and how the business was affected by the Government response to the pandemic, including for example whether the business was subject to a mandatory closure order and whether the business was ordered to close completely. The test case has also clarified that the Covid-19 pandemic and the Government and public response were a single cause of the covered loss, which is a key requirement for claims to be paid even if the policy provides cover.
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WHAT TODAY’S JUDGMENT MEANS FOR POLICYHOLDERS
Although the judgment will bring welcome news for many policyholders, the judgment did not say that the eight defendant insurers are liable across all of the 21 different types of policy wording in the representative sample considered by the Court. Each policy needs to be considered against the detailed judgment to work out what it means for that policy. Policyholders with affected claims can expect to hear from their insurer within the next 7 days. The test case has removed the need for policyholders to resolve a number of the key issues individually with their insurers. It enabled them to benefit from the expert legal team assembled by the FCA, providing a comparatively quick and cost-effective solution to the legal uncertainty in the business interruption insurance market. The test case was not intended to encompass all possible disputes, but to resolve some key contractual uncertainties and ‘causation’ issues to provide clarity for policyholders and insurers. The judgment does not determine how much is payable under individual policies, but will provide much of the basis for doing so. It is possible that the judgment will be appealed. Any appeal does not preclude policyholders seeking to settle their claims with their insurer before the outcome of any appeal is known. It is important that policyholders, action groups, insurance intermediaries and their legal representatives are properly engaged throughout the test case process. The FCA has therefore arranged an opportunity for them to talk to its legal team individually on Monday 21 September or Tuesday 22 September - find out more.
NEXT STEPS
The FCA and Defendant insurers are considering the judgment and what it might mean in respect of any appeal. Any applications to appeal will be heard at a consequentials hearing before the High Court. The FCA is seeking to have a consequentials hearing as early as possible. The FCA and Defendant insurers have agreed that they will seek to have any appeal heard on an expedited basis, given the importance of the matter for so many policyholders. This includes exploring the possibility of any appeal being a ‘leapfrog’ appeal to the Supreme Court (rather than needing to be heard by the Court of Appeal first). The FCA will continue to keep policyholders appraised of matters as they progress, through its dedicated webpage: www.fca.org.uk/firms/businessinterruption-insurance
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DENTAL TECHNOLOGY
CONSTRUCTION OF THE MINI FR II APPLIANCE By Kerry Lancaster, Chief Instructor Orthodontic Technician, Eastman Dental Institute, UCL METHOD OF CONSTRUCTION
Impressions should provide good reproduction of the sulcal region. Once the models have been cast make sure not to lose detail of the sulcal region when trimming as this helps with the construction of accurately fitting shields. The models are then articulated on a plane line articulator, using the functional bite supplied with the impressions. Make sure the arms of the articulator are parallel and greased with Vaseline.
T
he Mini FR II is a variation of the Frankel II appliance, with the main difference being the wire gauges are bigger and the Lingual hanger design is different to the original. The advantage of the Mini FR II is that it can be advanced in cases where the overjet is large and may have to be reduced in a two phased approach. This appliance is used in Class 11 Division I occlusions with deep and complete overbites.
The models need to be left a while to dry out before surveying to determine the most severe undercuts. A light wash of wax is applied to block out the most severe undercuts. If this is not done then the appliance may not easily be inserted or removed from the mouth. Spacing is applied using wax to upper and lower buccal regions to facilitate buccal movement of upper buccal segments and minimised buccal movement of lower buccal segments;
Upper: 2 thicknesses of wax applied to buccal surface of teeth, thinning to 1 thickness of wax onto gingival/sulcal region. Lower: 1 thickness of wax applied to buccal surface of teeth, thinning to a light wash onto gingival/sulcal region
COMPONENT PARTS OF THE MINI FR II
Construct the wire work for the lower and secure in place before applying the acrylic. The lower model can either be soaked in water or a separating medium applied. NB: the upper and lower wirework must allow 1mm of space from wax spacing to allow good acrylic encapsulation. Do not allow more than 1mm space as this will increase the thickness of the acrylic shields and therefore make it uncomfortable to wear which could result in non-compliance.
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DENTAL TECHNOLOGY BAR HEADER Lingual Hanger, 1.5mm wire is adapted just below lingual gingival margin and bent up in pre molar region crossing midway between the upper and lower teeth. It is then bent at 90 degrees and cut just short of distal of 6’s. Make sure that both sides are parallel to facilitate advancement where necessary. Pellotte wire, 0.9mm is adapted in labial sulcal region with off-set bends to aid mechanical retention within the acrylic. The wire ends are encapsulated in the acrylic shields and finish just short of the lingual hanger.
WHILST THE ACRYLIC IS CURING, CONSTRUCTION CAN BEGIN ON THE UPPER MODEL. Transpalatal wire, 1.25mm sits with 1.5-2.0mm space from the palate, incorporating a loop to give flexibility. The wires cross the occlusion mesial of the 6’s. It’s important that the wire is in contact with the mesial of the 6’s as this will allow Class II traction force. The wires are then bent at 90 degrees and back through onto occlusion of 6’s allowing 1mm of space for eruption. Palatal bow, 1.0mm is adapted to palatal surface of incisors in an ideal arch with U loops spaced 1mm from the palate. The wires cross the occlusion contacting mesial to the pre-molars. Labial bow, 1.0mm is adapted in an ideal arch to contact the labial surface of upper incisors, it then sweeps up beyond the margins and downwards into buccal region. The acrylated lingual hanger and pellotte wire are trimmed to size, pumiced and polished. Make sure the wax spacing is smooth before securing all the upper and lower wirework. The space between the upper and lower arches is filled in with wax and wax shuttering is placed at the mesial and distal borders of the shields. NB: it is worth covering the lower acrylic with wax to protect it whilst applying acrylic shields. Cold cure Acrylic is applied, being careful to ensure that the wirework is completely encapsulated. The shields are then trimmed to size and shape ensuring that they are not too thick and there are no rough or sharp areas on the borders that could cause trauma. u
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DENTAL TECHNOLOGY u
THE FINISHED APPLIANCE
ADVANCEMENT OF MINI FR II Vertical and horizontal cuts are made as shown. The section is then advanced by the required amount. The gap is filled with new acrylic.
MATERIALS: Crystacal R stone, K.C Smith stainless steel wire, Leocryl cold cure acrylic
ACKNOWLEDGEMENTS: Mr Vaughan Jones, Mr Ed Payne, Mr Joseph Noar
REFERENCES: Functional appliances in orthodontic treatment: an atlas of clinical prescription and laboratory construction HS Orton - 1990 - Quintessence Publishing (IL) The treatment of Class II, Division 1 malocclusion with functional correctors R. Fränkel - Am. J. Orthod., 55 (1969), pp. 265-275 A functional approach to orofacial orthopaedics Frankel, R. (1980) - British Journal of Orthodontics, 7, 41–51.
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ECPD
FREE VERIFIABLE ECPD As before if you wish to submit your ECPD online it will be free of charge. Once our web designers give it the all clear there will be a small charge. This will be less than the CPD submitted by post. This offer is open to our subscribers only. To go directly to the ECPD page please go to https://dentaltechnician.org.uk/dental-technician-cpd. You will normally have one month from the date you receive your magazine before being able to submit your ECPD either online or by post. If you have any issues with the ECPD please email us cpd@dentaltechnician.org.uk
4 HOURS VERIFIABLE ECPD IN THIS ISSUE LEARNING AIM
The questions are designed to help dental professionals keep up to date with best practice by reading articles in the present journal covering Clinical, Technical, Business, Personal development and related topics, and checking that this information has been retained and understood.
LEARNING OBJECTIVES REVIEW: n Strength of Zirconia n Implant planning n Customised Special trays n Business of Management
LEARNING OUTCOME
By completing the Quiz successfully you will have confirmed your ability to understand, retain and reinforce your knowledge related in the chosen articles.
Correct answers from September DT Edition:
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VERIFIABLE ECPD - OCTOBER 2020 1. Your details First Name: .............................................. Last Name: ........................................................Title:................ Address:.............................................................................................................................................................. ................................................................................................................................................................................ ............................................................................................................ Postcode:............................................... Telephone: ......................................................Email: .................................................. GDC No:.................. 2. Your answers. Tick the boxes you consider correct. It may be more than one. Question 1
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Payment by cheque to: The Dental Technician Magazine Limited. Natwest Sort Code 516135 A/C No 79790852 You are required to answer at least 50% correctly for a pass. If you score below 50% you will need to re-submit your answers. Answers will be published in the next issue of The Dental Technician. Certificates will be issued within 60 days of receipt of correct submission.
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ECPD
VERIFIABLE ECPD AS YOU NEED IT VIA THE DENTAL TECHNICIAN PAYMENT BY CHEQUE TO: The Dental Technician Magazine Limited. NatWest Sort Code 516135 A/C No 79790852 AIRBORNE CONTAMINANTS PART 2 SHARAZ MIR Q1. What is the name of the regulations act that employer laser user must comply with? A EH40 B DT74 C CH01 D FM97 Q2. A B C D
What is the name of the website to help with risk assessment and general compliance? EEC Essentials COSHH Essentials ACOP Essentials AGP Essentials
Q3. A B C D
What does ACOP stand for? Approved Code Of Practice Actual Care Of Practice Advanced Certificate of Practice Attention Code of Practice
Q4. A B C D
What is one of the main issues for dental industry employers with the guidance notes in particular HSG 258? It is written for larger dust and fume control systems It doesn’t include dental laboratories It only accounts for certain types of equipment It is not mandatory for dental laboratories
Q5. A B C D
In the guidelines what is recommend but not compulsory? Maintaining concentrations of contaminants below the workplace exposure limit Fume control achieved by enclosure Keeping an inspection log Providing training for workers
Q6. A B C D
Gases and vapours are removed mainly by? Active carbon filters Extract nozzles Exhaust ventilation Fume remover
Q7. The COVID-19 outbreak has lead many businesses to turn to what as protective equipment against viruses? A Air purification systems B Visors C Face masks D Gas masks Q8. Professional air purifiers remove up to which percent of contaminants? A 99.97 B 98.10 C 97.77 D 96.45 Q9. A B C D
What is the major role of HEPA filters in laboratories? Acts as a vacuum To remove odours Remove a range of microorganisms from the air Specialises on casting moulds
Q10. Viruses are less than what in size? A One micrometer B One millimeter C One nanometer D One centimeter
5 THINGS I CAN’T WORK WITHOUT ANDREW WHEELER Q11. What is the “stalwart” of Andrews Lab? A Medit T500 Scanner B 3z Solid Works Wax Printer C Photocentric LC Dental D Computer Q12. What does Andrew use the Programat ep3010 to press? A Celta Press B Zirkonia C Clay D Acrylic Q13. What has Andrews used and taught for many years? A Photocentric B Trycare C Exocad D Zirkonzahn
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WHY IS THE GDC CLAIM FROM THE GOVERNMENT’S CJRS? Q14. Who did the GDC make a claim to under the CJRS? A HMRC B Government C DLA D Watchdog Q15. A B C D
What does CJRS stand for? Class Job Review Scheme Coronavirus Job Review Scheme Class Job Retention Schedule Coronavirus Job Retention Scheme
Q16. The GDC received how many emails from registrants regarding their decision to retain the ARF during lockdown. A 127 B 133 C 146 D 154
You can submit your answers in the following ways: Via email: cpd@dentaltechnician.org.uk or by post to: The Dental Technician Limited, Po Box 430, Leatherhead KT22 2HT. You are required to answer at least 50% correctly for a pass. If you score below 50% you will need to re-submit your answers. Answers will be published in the next issue of The Dental Technician. Certificates will be issued within 60 days of receipt of correct submission.
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DENTAL TECHNOLOGY BAR HEADER
PART 2
DENTAL LABORATORY AIRBORNE CONTAMINANTS By Sharaz Mir
Sharaz Mir discusses the issues and regulations in relation to airborn contaminants in part two of this article. COMPLIANCE / NON COMPLIANCE
For dental industry processes, in terms of fume and dust control, complying with the COSHH Regulations and the requirements of EH40 should enable the employer laser user to comply with the Health and Safety at Work Act. Non-compliance means breaking the Law, the penalty for which is obviously potentially prosecution, fines etc. but the regulations are couched in terms that employers are given the opportunity to carry out remedial action. Litigation is usually a last resort. Guidelines to assist with compliance, and the consequences of not following them
The H&SE, along with publishing the COSHH Regulations, also publish: • The ACOP (Approved Code of Practice) which also includes ‘Guidance Notes’ relating specifically to the COSHH Reg’s. • In addition, the H&SE also publish a document called ‘HSG 258 Controlling airborne contaminants at work’ which is a specific guide to local exhaust ventilation (LEV). This document is referred to in the ACOP. • COSHH Essentials. A web based approach to help with risk assessment and general COSHH compliance. www.coshh-essentials.org.uk
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Compliance with these is not a legal requirement, but rather a recommendation. This leaves open the possibility of achieving the requirements of COSHH by alternative methods.
Efficiency Particulate Air filters, usually to H14 (99.997% removal of particles > 0.3 microns) standard. Gases and vapours are removed mainly by active carbon filters.
The significance of compliance or otherwise with the ACOP, the Guidance Notes and HSG 258 where an LEV system is involved becomes more apparent when a problem occurs i.e. a worker contracts a respiratory problem which can be proven to be workplace related, asthma for instance.
GUIDANCE
A verdict in a civil claims case is much more likely to go against an employer, and the amount of damages awarded significantly higher, if it can be shown the employer did not follow the recommendations in the ACOP/Guidance Notes/ HSG 258 etc. One problem for employers in the dental industry is that the Guidance notes and HSG 258 in particular have been written with larger dust and fume control systems in mind. It can be difficult to interpret the requirements to match smaller dust control systems. Examples of guidelines rather than actual legal requirements are:
• The preparation of a fume extraction system test report is a legal requirement but the form it takes is in the ACOP. Keeping an inspection log is recommended but not compulsory. • Providing training for workers is a legal requirement, keeping records of the training is recommended but not mandatory. • Maintaining concentrations of contaminants below the Workplace Exposure Limit is mandatory but the ACOP state that concentrations should be reduced as far as is practically possible below the WEL. The Guideline states “WEL’s should not be considered a hard and fast line between safe and unsafe”
FUME CONTROL METHODS
Where possible, fume control should be achieved by enclosure rather than the use of extract nozzles. Enclosures require much lower extract volumes and also provide a definable control parameter (the in- draught air speed through any openings)
AIR FILTRATION METHODS
Particulates are filtered by pre and High
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For guidance and advice, the H&SE publish the ACOP (Approved Code of Practice) which includes ‘Guidance Notes’ relating specifically to the COSHH Regulations, a document called ‘HSG 258 Controlling airborne contaminants at work’ which is a specific guide to local exhaust ventilation (LEV)iii, and COSHH Essentials, a web based approach to help with risk assessment and general COSHH compliance. Compliance with these is not mandatory, but becomes a major issue if a worker contracts a respiratory illness which can be proven to be workplace related, asthma for instance. A verdict in a civil claims case is more likely to go against an employer, and the amount of damages awarded be significantly higher, if the employer did not follow the above guidelines. If insurance companies become aware of non-compliance with either the Law or the Guidelines, company insurance premiums are likely to be increased.
CLOSE QUARTERS, MORE PROBLEMS The COVID-19 outbreak has highlighted the need for protective equipment against viruses. Many businesses and individuals have turned to face masks as their primary defence. While these are a very useful tool, they do have their limitations.
Some of the dangers affecting dental lab technicians aren’t just because of dust coming from the substrates they work with - germs, bacteria and viruses also affect workers, too. Given the close proximity of work stations and workers, the threat of catching the flu or germspread diseases is very real. So how can the dental profession combat contaminants? There are several ways.
First, supervisors should encourage workers who are ill to stay away - sounds harsh, but the u transmission of flu and viruses can be greatly P.31 reduced by ensuring sick workers stay home.
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BUSINESS
STRAUMANN BOUNCE BACK A new industry requires a new approach
As the dental profession begins to settle into the new way of the world, all businesses and individuals have had to adapt. For dental laboratories, this has meant reorganising daily processes, streamlining workflows and maximising return on any investments made. The aim of the game is to optimise efficiencies without compromising the quality of products and service provided. As such, now is the time for innovation and fresh ideas, a chance to reset.
Evaluate your current situation
If you are to successfully navigate the coming weeks and months, it’s important that you understand the position your laboratory is in right now. Reviewing the growth and progress of your laboratory prior to lockdown will be just as crucial as business assessments since re-opening. Think about what worked and didn’t work for you in the last year – is the range of services you offer still relevant? Does your mission statement continue to reflect your offerings? How could you improve your services? Are there opportunities to enhance efficiencies in your laboratory? As you will likely imagine, there are many different areas of the business to evaluate, so taking a logical approach will be most effective. You could break the assessment down into sections, for example: internal communication, external communication, time management, expenses, processes and equipment. It will also be helpful to involve your team and seek their perspectives, insights and aspirations. They may have different ideas to you, or they might better see where some improvements could be made that you don’t encounter on a daily basis. This also gives everyone an opportunity to contribute, ensuring they continue to feel valued.
Remember to look further afield
Once you have assessed your lab internally, try taking a wider view of the profession to see where your business sits. It’s important to think about how your laboratory compares to others in the market and what changes you may see to the national dental lab landscape in the near future to ensure that you position your business well.
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Just as crucial is understanding how you might be able to adapt to the evolving needs of dentists in your area. Could you focus your services to become more specialist and deliver bespoke services? Do you need to broaden your horizons to meet the growing demands of new dentists and their patients? Similarly, in your experience so far, how have dentists’ confidence levels been affected and do they require anything more than they did before COVID-19? Could new patient/ dentist concerns lead to further changes in the way you do things in the lab? How can you provide the reassurance everyone needs? Are new pieces of equipment or protocols needed? Will these become standard across all labs or will they offer a unique selling point for your business? Who can you work with in the industry to get such things in place? Not all these questions can be answered with complete certainty, but it’s still vital for them to be asked. Only if we prepare for every eventuality can we be ready for whatever the next few months throw at us.
Failing to plan…
Despite the remaining uncertainty across dentistry and indeed, the whole of the UK, it is still important to plan where you can. It’s about doing something and taking a step forward. For instance, you could map out the next year in terms of your activities, investment areas and training opportunities. It will be subject to change depending on the global situation, but at least this gives you something to start. It will also help you dedicate adequate time to important areas of the business and give you a target to meet that keeps you on track and motivated. Planning ahead like this also means you can better utilise opportunities that come with seasonal or annual events when it comes to marketing or tax management, for example. You will be familiar with the idea that ‘failing to plan is planning to fail’ – making a plan is still your best chance of success. You could focus on a different area each month, working through tasks like business model planning, equipment reviews, marketing, process audits, team training and
Now is the time for innovation and fresh ideas, a chance to reset. 28
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website design, to name a few. You may also dedicate some time over the coming months to thank your loyal clients for continuing to support you, or to reach out to neighbouring laboratories to see how you might be able to work together in the future for mutual benefit. It is just as important to plan some time out. Everyone needs a break and whether you take a holiday elsewhere in the UK, venture abroad or just have a few days on the sofa, it’s crucial to factor in some downtime to recoup and refresh.
Don’t go it alone
With so many changes across the industry in such a short space of time, we have all needed support to get us through. As the dust settles, it remains important to utilise the help and services of other individuals and companies in the sector. Only by working together can we all move forward successfully. The Straumann Group has taken this to heart and in the past few months created a selection of resources for dental technicians and lab owners to make the most of. In particular, an e-book is available to download (https://www.straumann. com/content/dam/sites/group/gb/website/ Labs_Ebook.pdf) with innovative ideas and suggestions to help all labs streamline processes and give their business a boost. The Straumann Group also offers access to an extensive network of professionals, including product experts and training providers. #TogetherStrong As we take the next tentative steps towards a more stable post-COVID-19 profession, it is crucial that we don’t lose the connections that we made during lockdown. By carefully evaluating your business, planning ahead, utilising available resources and communicating with colleagues from all corners of dentistry, you could come back stronger than ever. For more information on how the Straumann Group could support your laboratory, please visit www.straumann.com
BUSINESS
BUILDING AN EXCEPTIONAL TEAM
- FROM NEAR DISASTER TO A WELL OILED MACHINE PART TWO
By Ashley Byrne I Owner at Byrnes Dental Lab you called - did you get through to the main man or woman? Can you imagine a dentist being on the front desk? I’m a dental technician. It’s the greatest value I offer to my business so I employ an awesome operations team that let’s me do my role. They are vastly better at answering, filtering and organising phone calls which allows me to focus on the technical work and my team.
H
aving grown up in a dental lab, worked in five and visited more than 50 labs over the last 15 years, there’s a historical stereotype to how we structure our business - often the owner is the lead ceramist or head prosthetic technician, their partner runs the accounts and then the rest of the “staff” are employees that claims to be underpaid and over worked. It’s a stereotype I know, but there is a truth to it and I’m sure many of us would agree.
I have put the word “staff” in quotations as it is a word we actively avoid using at Byrnes, yet it remains part of the daily vernacular in most labs and businesses in the UK. We don’t employee “staff” here at Byrnes, we employ team members. That small four letter word team already shouts inclusion and comparatively, “staff” screams you are just a worker with a job. This is where building a team starts and I hope this article helps people to build that team. “Always employ people that are better than you” was a phrase my Dad hammered home to me when we started Byrnes 14 years ago and it’s never left the ethos of the company. To this day as we look at our team, we employ people who do jobs better than mine and furthermore, we train them to be even better. So far this approach has been pretty successful. Sadly in our industry, I hear a lot of fear about employment and that in turns brings mismanagement and inefficiency into the team. A prime example of this would be the lab owner that answers the phone. Is that you?? If you answered yes, then think about the last company
I hear many people say, “But I’m too small to employ a non technical person” but is that really true? If you step outside dental technology and look at other manufacturing industries, the concept of someone technical answering the phone is a complete waste of resources. Our second ever employee at Byrnes was an operations person who answered the phone, filtered the sales people and ensured that if someone technical had to take a call, it was a technical call and nothing else. In dental labs we tend to focus heavily on technical talent and volume but we forget about support teams, attitude of team members and bringing new people into our industry. Talent is simply a skill set and when building your team, you should look for attitude over talent and skills. Skills can be taught but attitude is ingrained in people. When we look to employ a new team member, it’s no longer my decision. I ask the team to make that call, we have a meeting, we chat about the pros and the cons of that person, and we make a team decision. Twice I’ve gone against my team decision on employment, twice I’ve made a bad call. Trusting our people to grow the team is a vastly more powerful decision and encourages us all to take ownership of new team members. Support teams, or operations as I call them, are key to your lab and business. Invoicing, booking work in and out, phone calls and ordering materials etc are all tasks that are vital to a well run dental lab. It can seem like a huge expense but most support teams do exactly that, they support the technical team to focus on their strengths. Turnover goes up, remakes and adjustments go down because the distractions from the main focus are educed. Trainees and training the team as a whole is also one of the major factors. The classic quote about this is a conversation between two business owners:
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Owner one: “What if we train people and they leave?” Owner two: “What if we don’t and they stay?” Unmotivated, poorly trained members of your team will have far worse effects than any highly trained person leaving your company. If you find a key person leaves the company then it’s key to have a friendly exit interview. Why are you leaving? What did we do wrong? What did we do right? These are classic examples of the type of exit meeting we hold and the meeting is usually held by an outside party so people can be honest and open. It’s vital as a company we learn from these meetings to improve our team and their employment experience so we can continue to improve. The last area that I feel is key to building a team is taking out the hierarchy of people. A team is like a gear box - 5th gear may be fastest but it can’t get there without 1st, 2nd ,3rd or 4th. In Byrnes, the trainees are as important to the team as ceramists and it’s important that as a team we work on team success not solely focus on individual success. Harry Truman famously said, ‘It’s amazing what can be achieved if no one cares who gets the credit’. It’s easy for a ceramist to take the credit on a single central but who booked the work in? Who design the CAD? It’s important that everyone has a slice of that credit. Building a team for long term success is not an easy task and I’m still learning every day. Books like ‘Start with Why’ from Simon Sinek and ‘Winning’ from Sir Clive Woodward all talk about the importance of team work and have been great reads for me but experience is always key. I’ve made as many mistakes as I have triumphs but when I look at my team of 32 people, I can’t help but feel proud to say those all of those people, with not one exception, are amazing to work with. That doesn’t come easily but when it does, it’s the most rewarding feeling you can imagine. I leave with this quote from Ken Blanchard which I think sums up the importance of a team.
“None of us is as smart as all of us”.
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BUSINESS BAR HEADER
AN INTERVIEW WITH...
MITCHELL CLARK
Former Dental Technician, now practice owner at Cygnet House Dental Studio Today we interviewed Mitchell Clark from Cygnet House Dental Studio. Mitchell, it is a great pleasure to interview you and to get to know a bit more about you and your life as a technician before you became a dentist. For the benefit of the readers I want to add a bit of background to why I wanted to interview you for this feature. Over the past few months there has been so much craziness within the world with Covid19 and this unsurprisingly has filtered down to the dental profession. It became very clear, very early on, that dentists were getting very little support from the leaders and policy makers, for which I was very outspoken in several forums we both are members of. It was therefore not surprising that Dental Labs and Technicians experienced an even worse plight. You very kindly supported your local labs and you have certainly supported my own laboratory, for which I am very grateful. As we experience a more normal return to work for some labs, we hear that some practices still remain closed or running very limited services, how have you bounced back? I’m glad to hear some labs are getting on a return course to normal, but from the ones I speak to who I’ve known all my career locally, including Paul and Andy from Spalding Dental Services, who I started work with at 16 , they are a long way from being anywhere near “normal” in terms of new work coming in and that worries me hugely as to the future of the viability of some labs. Paul diversified and has been doing a lot of mask fit tests in surgeries, far and wide!
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As you originally trained as a Dental Technician, what single piece of advice would you be giving yourself now if you were still in the lab? I could say, I should have worked harder at school and not done my tech training first .. BUT I think it’s made me a more rounded dentist (well I still view myself as a tech who can work in people’s mouths!) I certainly took the long way round, being in training for 13 years! What has been your greatest achievement as a Dental Technician? As a tech, that’s a good one. I knew as I approached the end of my tech training at Peoples College in Nottingham that I would like to try to get into university for a dental degree. I got my BTEC with a distinction, so that was a very proud moment as I’m no academic! Other than that and less serious, we had a great day one day shrinking crisp packets in the tutors burn out furnace, he wasn’t impressed. Also the amazing “Trip to Jerusalem” pub is next door to the college, some afternoons at college weren’t productive!
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The question I am sure lots would want to ask, why did you go back to study dentistry? I really felt that in my early twenties (gosh, that was a long time and healthier follicles ago) that I would regret forever not trying it, even if I failed. I had been delivering a lot of work to surgeries and you get to see the nice cars parked on drives belonging to the dental staff. I wanted that, and at the time, I had a golf mk1 1100 cc GTI lookalike. It was my pride and joy at the time. All these years later and now I was able to buy a new pride and joy – the golf mk1 GTI sportline cabriolet! I also love where I live, which in Lincolnshire, doesn’t really give many aspirational reasonably paid career pathways, unless you’re a farmer, which I knew I didn’t want to do (I can’t stand s##t). So, being a dentist showed the small town boy a city life for a while, and let me move back to where “I belong” with a better paid job. Well that was at least until I opened my own private practice straight out of VT – then I was earning hardly anything until I built it up.
BUSINESS A few quick fire fun questions! Give us an interesting fact about you. I was a beach lifeguard on Skegness beach during my university summer holidays, a fantastic job but hardly Baywatch, both in terms of how I looked, and definitely on Skegness beach there were no Pamela Anderson lookalikes! I know you are into your cars, as we lurk in the same groups and I believe we share the love for some modern classics. What's the best and worst vehicle you have owned? I’ve been very lucky in that regard, I loved my first Golf until my sister had it as I got a 205 diesel for travelling to and from Sheffield in. Then I blew a student loan on a shiny 306 Diesel Turbo. Then my love for Audis got the better of me and I now have really my dream cars. An Audi RS6, my beloved Golf, and recently got a Tesla model 3 – which is just awesome. How many pets do you have? I’ve got my best mate, my cocker spaniel called Marley, who, pre-Covid, comes to work with me and entertains all the patients and generally rules the roost. People definitely relax around other people with dogs, they “humanise” us!! The patients are all really missing him at work as he definitely relaxes them pre-treatment!
ucontinued from page 26 And for those workers who are on-the-job? They should frequently wash their hands to remove any germs they might come in contact with on common surfaces, like doorknobs, table tops and the like. Professional air purifiers also do just that, removing up to 99.97 percent of contaminants - like viruses, germs, bacteria, allergens,
Do you support a Football team, if so who? I can’t bloody stand football! And this is one of my favourite questions to ask! If you had a choice of having superpowers, which would you choose and why? I’d love to be able to see into the future! I would have sold my practice before having to go through all the ridiculous protocols and PPE that Covid has brought to bear!!! Yes, I do wonder how many of us would choose that super power now! Back to the serious questions. What type of dental work do you most enjoy doing? I really enjoy anything restorative, and of latter years I’ve been doing dental implants and challenging myself more. In fact, before Covid I could say that I’d never enjoyed being a dentist more than I was. Now It’s just stupidly hard work and I’m knackered most of the time! What is your least favourite part of being a dentist and practice owner? Pretty much as above, it is stupidly hard work and I’m knackered most of the time!
volatile organic compounds and odours - from indoor air. Using hospital-like True HEPA filtration, these purifiers can sense when the air is dirty and work quietly and efficiently to automatically rid the air of pollutants. As an added bonus, commercial-grade air purifiers help dental labs keep ahead of the ever-present problem of airborne dust derived from grinding and casting moulds. The major role of HEPA filters in
The ultraviolet portion of the electromagnetic spectrum
Are you embracing the digital technology we have available to us? Tell us a bit about that. Yes. I bought a CT scanner about 2 years ago, then added to this with a Caresteam cs3700 IOS machine, which I’m on a steep learning curve with! I’ve recently bought a couple of 3d resin printers to print study models with so I can tinker around with scanning and printing patient’s models, there is so much to learn!! I want to get into Exocad and have arranged some training, so we’ll see where that takes me!! Finally, if you had one bit of advice for any technician today what would it be? I’d like to say, keep calm and carry on. We are so blessed with such talented technicians in the UK and I hope the labs can keep going and keep skilled, vital people to our profession employed. I’d also say that I think where the labs and dentists have a good working relationship, I’d ask to go in and see the work being fitted occasionally as it’s so good seeing it go in, seeing the patient’s reaction to that job you made. I get my patients to ring the lab when we’ve done something life changing as I do think it can feel quite “remote” for the dental technician, to the end product and at times, some would say “a thankless task”, so seeing the difference your work has made to somebody is massively rewarding!
laboratories is to remove a range of microorganisms from the air and to prevent their release into uncontrolled areasiv. Another proven methodology of viral removal is Ultraviolet Germicidal Irradiation (UVGI), being utilises quiet extensively in both medical and dental markets, in particular UV-C, which is short wave UV at approximately 254nm of the electromagnetic spectrumv. So, can UV-C kill viruses? Yes, UV-C kills living bacteria, but viruses are technically not living organisms; thus, we should correctly say “inactivate viruses.” Individual, energetic UV-C photons photochemically interact with the RNA and DNA molecules in a virus or bacterium to render these microbes noninfectious. This all happens on the microscopic level. Viruses are less than one micrometer (µm, one-millionth of a meter) in size, and bacteria are typically 0.5 to 5 µm. REFERENCES Controlling airborne contaminants at work: A guide to local exhaust ventilation (LEV) ISBN No 978 0 7176 6415 3 - Series Code HSG258 www.hse.gov.uk/ pubns/books/hsg258.htm iv Abraham et al., 1998; Maus et al., 2001 v IES Committee Report: Germicidal Ultraviolet (GUV) Frequently Asked Questions Authoring Committee: IES Photobiology Committee https://media.ies.org/docs/ standards/IES-CR-2-20-V1-6d.pdf iii
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MARKETING
JAN CLARKE BDS FDSRCPS l Jan qualified as a dentist in 1988 and worked in the hospital service and then general practice. She was a practice owner for 17 years and worked as an Advisor with Denplan. Jan now works helping dental businesses with their marketing and business strategy and heads up the Social Media Academy at Rose & Co. Web: www.roseand.co Email: jan@roseand.co Facebook: Jan ClarkeTaplin Twitter: @JanetLClarke Instagram: janlclarkeacademy LinkedIn: Jan Clarke BDS FDSRCPS
BUILDING A FOLLOWING ON SOCIAL MEDIA
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nother month on and we have more announcements about stricter guidance to prevent the increase in number of cases of Covid-19. However, a statement from the CDO shows there is no change to dentistry and how dental practices are being run. Generally this is to be welcomed and allows dental work to slowly increase and with that, your work load too, hopefully. There is no doubt these are tricky times and I don’t want to sugar coat that and tell you all will be well. My hope is that you use this time to develop your business in areas you may not have already developed. We discussed elements of marketing last month that you could look at and I thought we could spend a little more time looking at social media this month.
GETTING STARTED IN SOCIAL MEDIA
I would encourage you all to consider activity on Facebook and Instagram, set up business pages and start from there. Facebook is still the largest social media channel and still has the biggest growth. Instagram is owned by Facebook and these channels can be linked quite easily, when you’re starting out this can help with your posting and planning. Appearances matter Yes, how your social media accounts look matter, take time to get this right before shouting about your brand. You will need to set up your profile images and header images. If you have a logo or strong corporate image then use these and incorporate into your designs. I’m fortunate to have a team of graphic designers to work with who use all sorts of design software but I am not a designer so need something a little simpler to use, I recommend canva. Canva is an app that can help guide you to design all types of work, I like it because you can make up the exact template for Facebook headers, Instagram profiles and so on. It’s easy to use and can produce quality images, visit www.canva.com to get started.
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All businesses have different audiences but the basic principles remain the same! 1. Know your audience 2. Engage with your audience 3. Gain trust and social proof
READY TO GO…
1. Know your audience Who is your ideal client? What makes them tick and what are they looking for? This is an important step and remember, you don’t have to be everything to everybody, you can have a niche business that may not appeal universally. Once you are clear of your vision and audience then you work to.. 2. Engage with your audience How do you engage with your audience on social media? The same way you engage with any person and gain rapport and trust – be yourself, be authentic, be honest. There is no need to pretend to be a big business if you are a small team, many dentists turn away from the larger labs to ensure a more personalised, consistent service. Then, as you post you will want your followers to trust you and see you as the go to place for information. By offering help and information rather than broadcasting or selling you will gain trust. Add in some reviews and recommendations from clients and your social proof starts to build. 3. Gain trust and social proof You will then start to see your page followers increase and the page take on a life of its own.
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It’s important to note that this does not happen overnight. Building a good, loyal following will take time and commitment. There will be times that you will wonder if it is worth the work but I would encourage you to persevere as all the accounts I have worked with have had two things in common, consistent posting and persistent posting. That doesn’t mean posting every hour or even every day, although every day is my preferred timing. It does mean sticking to some sort of timetable, maybe 3-5 posts a week. There is nothing worse than a page with large gaps in the timeline, it sends out the wrong message to potential new clients.
WHAT TO POST?
This is the big question that everyone seems to get caught up with and those new to managing a business account can sometimes get writers/post block. I think it’s best not to overthink this and start to post. Consider a combination of posts to achieve a good variety on your timeline, posts:1. about your team, business, premises. People
love to find out about your team and you will no doubt be surprised as to the engagement with this type of post. No-one can be that interested surely? Well yes they are, celebrate birthdays of your team, or just a typical day in the office, how you are coping with being socially distanced? These allow your new followers to really get to know you and understand what your business is all about in a very friendly approachable manner. This is how they will start to trust you.
MARKETING 2. About your services, treatments that you have been involved with. Perhaps share some case studies, befores and afters. This allows your followers to comment and discuss the cases creating quite a bit of engagement. 3. That are shared from other trustworthy sites
that are also relevant to your business.
As you progress you will feel more comfortable posting and find your own personality and voice. You may be formal and reserved or quite loud and outgoing, anything goes really, just find your voice. Of course, you will still need to work within the GDC guidelines for social media behaviour.
REPUTATION MANAGEMENT
It is important once you set up your page and start to post that you are able to respond quickly to any comments, messages or requests. Take time to set up the messaging service properly and one great tip to avoid any adverse or rude comments is to set the profanity filter to high! This is in <Settings> <General> It may seem unnecessary but I have seen many accounts that
would have avoided an embarrassing post or review had this been set up correctly. A page that is vibrant, colourful with a variety of posts and where the owners of the page respond quickly will soon start to build a following and gain numbers quickly.
READY TO GO…
Once everything is set up you are ready to go. I find a good start is to have a note book/diary to note your posts and plan which days you are going to post. I like to post daily or at least 3-5 times a week, others will tell you only to post when you have something to say. I think, especially in the early days you need to find something to say! Plan your posts, thinking about the type of message you want to send out to the world. You want to connect with your reader, not “sell” to them. Ideally we all want to create that “viral” post that will catapult you into social media stardom and it may be that you have a skill for this, so always be on the look out for opportunities!
The reality for most of us is that we provide interesting, readable content that engages our ideal client in such a way that they then become a customer of ours. I would spend the first few weeks getting to grips with posting and looking at varying your posts in these ways, once you feel comfortable you can then start to be a little more adventurous. Perhaps post some videos, or even a Facebook live. By learning more about social media and posting regularly you will find your business’s voice and identity, even learn to produce that essential viral post that will catapult you to dental stardom! All the best! I wish you all the best during this difficult period of transition and as usual should any of you require a face to face chat via Zoom with some pointers for your marketing I am more than happy to offer these free of charge, please just email and I will set up a call.
DENTAL NEWS
WHY IS THE GDC CLAIM FROM THE GOVERNMENT’S CJRS? By Laura Pearce I Solicitor at JFH Law
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On 9th June 2020, after discovering the GDC had made a claim to HMRC under the Coronavirus Job Retention Scheme (CJRS), we made a Freedom of Information Act request to them in respect of their decision: 1. Not to stop, reduce or set up emergency payment plans for ARF payments; 2. To place staff on furlough, despite receiving full ARF payments.
On 7th July 2020 the GDC responded to that request. As you will see, this does little to explain the rationale behind the GDC’s decisions. When responding to the question as to why ARF’s were not reduced, the GDC said: The tasks of the GDC in carrying out its regulatory role, which are set out in the Dentists Act 1984 have not changed. We are required to remain financially stable and to meet our statutory obligations to ensure the public are protected and confidence in the professions is maintained. If the work remains unchanged, why were 28 members of staff placed on furlough? Why is the GDC claiming payments from the Government AND registrants? Surely by claiming from the CJRS and continuing to take AFR payments the GDC will be
financially better off this financial year; the CRSJ was designed to protect business who are struggling financially, not to increase a companies turnover. The GDC has confirmed that for the period 18th May to 7th June 2020 the salary of 27 employees was topped up and the figure paid by the GDC to top up those salaries was £6,143.71. We decided to make a further request for information as it wasy unclear how the GDC could justify retaining the existing ARF due to the unchanging nature of their regulatory work during lockdown, whilst also claiming state aid for 27 furloughed workers. On 21st August 2020 we received the response to our further request. This reveals that during the pandemic the GDC took advantage of the government’s “furlough” scheme, furloughing 27 out of 353 (just under 8%) of their staff, claiming £101,491.64 from HMRC. GDC registrants will be all too aware that despite the limitations on their practice throughout the pandemic, the GDC chose not to reduce the ARF for dentists or DCPs; their income was therefore unaffected by the pandemic. These funds can therefore be described as an unexpected windfall for the regulators.
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On 20th March 2020 Rishi Sunak unveiled the CJRS. During his announcement he stated: "Employers will be able to contact HMRC for a grant to cover most of the wages of people who are not working but are furloughed and kept on payroll, rather than being laid off…That means workers in any part of the UK can retain their job, even if their employer cannot afford to pay them, and be paid at least 80% of their salary. The GDC chose to top up the salary of the 27 furloughed workers. Curiously, during the same period, other GDC employees were paid overtime for additional work done, albeit in “different teams”. The CJRS was designed to save jobs in businesses and organisations that had been impacted by the pandemic. Given the GDC has specifically confirmed that its functions during the pandemic remained unchanged and it’s income was not reduced during this time, it is still unclear what justification they have for making a claim to the Government for tax payers money. The GDC received just 146 emails from registrants regarding their decision to retain the ARF during lockdown, this has allowed them to justify their decision not to reduce it. Registrants may now feel motivated to contact the GDC to express their views on this issue.
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EVENTS
THE DENTAL PROFESSIONALS CONFERENCE 2020 The Dental Professionals Conference (DPC) is designed to be of interest to the entire dental team and all are very welcome indeed to join us.
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or 2020 we will be presenting our conference virtually and we invite you all to attend this conference is free to all members of the participating organisations who will also get free VCPD for participating, however, if you do not belong to a member organisation you can either chose to register as a member with one of them before the conference to benefit, pay ÂŁ50 as a non member and get the VCPD for attending OR if you don't want the VCPD but want to sit in on the lectures as a guest just register as a member but state under member number 'not a member - no VCPD required and you will still be able to enjoy the lectures for free! In 2021 we will again be holding this conference face to face so try us out for free this year and then next year, Covid willing, come join us in person and get all the benefits of the lectures along with an amazing networking and social programme. This year we have some amazing speakers who have given their time and amazing knowledge completely free for your benefit so please show your support by joining us. To register please go to https://www.eventbrite.co.uk/e/ dental-professionals-conference-tickets-89473951999 For updates as they happen please visit: https://ota-uk.org/ virtual-conference-2020-updates/
SPEAKERS AT THE EVENT
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Amanda Borthwick
Joss Harding
Kirsty Galt
Melonie Prebble
Steve Taylor
Emanuele Paoletto
Fiona Ellwood
Helen Minnery
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BAR HEADER EVENTS
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DENTAL BAR HEADER TECHNICIANS GREAT BRITAIN
T H E D E N TA L T E C H N I C I A N M A G A Z I N E & D E N TA L T E C H N I C I A N S G R E AT B R I TA I N FAC E B O O K G R O U P From all of The Dental Technician Magazine Here we have a look at some of the insightful posts being shared on to Dental Technicians Great Britain Facebook group by some of its members during September.
IF YOU ARE NOT A MEMBER OF DENTAL TECHNICIANS GREAT BRITAIN YOU CAN JOIN FOR FREE TODAY! Simply find the group on Facebook, apply to join, and answer the screening questions to become a member of the closed group and join 1700 authentic Dental Technicians to help each grow. - B E S T W I S H E S TO Y O U F R O M A L L O F T H E D E N TA L T E C H N I C I A N M A G A Z I N E T E A M -
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BUSINESS
COMPANY CULTURE - THE ‘ROOTS’ OF YOUR BUSINESS By Nicki Rowland
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n this article, Nicki Rowland, ex practice owner, Director of Practices Made Perfect and co-owner of The Exceptional Leadership Academy, explores why your company’s culture is key to the success of your business.
Be Like a Tree
I love this Malay proverb... ‘A tree with strong roots laughs at storms’. These words have never been more relevant than in the wake of Covid-19. Businesses that have pivoted at pace and engaged their teams in change day by day, week by week, are the ones that are surviving. Those that have not are potentially facing their demise. Why are some businesses surviving and others not? Well, my belief is that it is down to company culture. The culture of your business is like the roots of a tree. If roots are shallow then the slightest of winds will uproot the tree. If roots are firm and deeply entrenched, the tree will withstand the ferocity of a hurricane. The tree may take a battering but it will still be standing when the storm subsides. In the same way, your company culture needs to be founded on a deeply-rooted purpose and values. The stronger your team’s ‘buy-in’ to the ethos of your organisation, the firmer your foundations will be. When adversity hits, your business will be sustainable as it is set on a bedrock of integrity and intent. Much like the tree, you may lose leaves and break a few branches during the turbulence, but when the sun comes out you can revive, restore and rebuild.
Cultivating Culture
Cultivating culture is a fundamental leadership skill. It is more important than ever during the Covid-19 crisis for the retention of jobs and the survival of our businesses. But why is company culture so vital? Well, there are many benefits but I am going to pick out the 5 that are so crucial in our current climate:1. Recruiting the best people - speak to any HR person and they will advocate that a strong company culture is the best way to attract potential employees. A strong culture gives you a competitive edge. People want to work for an organisation that has a good reputation and that previous employees speak highly of. Potential applicants are looking for a company that they can make their ‘home’ rather than a
job that is just another ‘stepping stone’. The recruitment process can also be very costly so recruiting the right people and retaining them in your business is a financially ‘savvy’ move. 2. Staff loyalty - a positive company culture also nurtures staff loyalty. When people feel they belong and are treated well, they enjoy going to work and feel a sense of ownership. More than ever, we need to invest in our people and help them achieve their potential. Recognising the importance of investing precious time and energy in supporting the growth of your team is key to business success. Identify the potential in others, create opportunities for them to grow and empower them to succeed and your business will see the results. I remember hearing someone say “You don’t build a business, you build people, and then people will build your business for you”. 3. Collaboration - team members are much more likely to work cohesively within a positive company culture. This is because positivity facilitates social interaction, teamwork and open and honest communication. As a leader, you do not need to be ‘The Oracle’. Looking to your team to support you in finding solutions is the best policy and encourages collaboration. The human default is for leaders to clamp down on the information shared in the business in the hope of minimising mistakes. However, this can backfire and create a culture of low trust and resentment. For our businesses to thrive, we need to learn how to generate team commitment through open communication. When team members work collaboratively it indicates that they are like-minded and hold similar beliefs and ethical values. 4. Work performance - After surveying over 20,000 workers around the world and analysing 50 major companies, Harvard University came up with one conclusion – ‘Why we work determines how well we work.’ One 2013 study illustrates this point very well. They took two groups of workers that were asked to examine medical images. One group was told that the images contained cancer cells. This group spent more time on the task and executed better quality work than the control group who were not given any context for their assignment. Conveying the importance and
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rationale of your business’s purpose helps your team to feel that their work has meaning. Your company's cultural purpose, values and mission statement play a much more powerful role than you think. Reinforcing cultural values that resonate with your team members on a personal level directly impacts on their motivation levels and energises them to perform better in the workplace. 5. Less stress - Company culture is one of the prevailing causes of stress, according to almost half of senior HR professionals surveyed in an influential poll carried out by insurer, MetLife. They report that 45 per cent of HR professionals believed their organisational culture caused stress and mental health issues. However, they also stated that a ‘caring and inclusive’ culture boosted employees’ health, morale and work performance generally. At this time, which has been particularly stressful for the majority of people, a calm and harmonious workplace is what we all need.
Grow and Flourish
The most important thing to deliberate is how to agree and define the core values of your business. It is these values that are the ‘roots of the tree’ that anchor it to the ground particularly in times of adversity. Every tree is unique and so is every business. Strong core values, properly defined, allow a company to create alignment within its team but also stand out from its competition. It is also about defining your business’s purpose, that is, why you do what you do. It is the passion around the ‘why’ that your people will connect with and motivate them to come to work enthused and excited. The ‘why’ should be at the core of your business like the trunk is the mainstay of a tree. If your company’s values and purpose are solidly rooted, your company will grow, flourish and withstand the greatest of storms.
A WORD FROM NICKI I hope you have all enjoyed reading this leadership article. If there is anything I can help you with…… personal coaching, remote training or just a quick word of advice, I’m happy to help. Contact me on info@pmp-consulting.co.uk
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MARKETPLACE ZIRKONZAHN NEW M2 MILLING UNIT COMFORT LINE –FULLY AUTOMATIC, FLEXIBLE, OPEN – WITH THE EXTRA-LARGE TELESKOPER ORBIT, USEFUL FOR THE DOUBLE MILLING TECHNIQUE w The new M2 milling unit comfort line stands for modern operating comfort and flexibility. With the M2 Wet Heavy Metal, the M2 Teleskoper, the M2 Dual Wet Heavy Metal, the M2 Dual Teleskoper and the M2 Dual Double Teleskoper, the comfort line comprises five milling units with fully automatic 5+1 axis simultaneous milling technology. The highlight in terms of flexibility is the extra-large Teleskoper Orbit (Ø 125 mm) that, in combination with special holders, permits to process all common soft and hard material blanks of Ø 95 mm, Ø 98 mm, Ø 106 mm or even Ø 125 mm. With the Teleskoper Orbit blanks can be removed and reinserted back into the orbit at exactly the same position with a precision in μm range. This is particularly helpful for adjusting the friction of telescopic jobs or for the two-stage fabrication of immediate restorations in case of implant-supported prostheses (with the Double Milling technique). All M2 milling units are stand-alone solutions: it is possible to start milling and calibration processes or load elaboration tools directly from the machine via the integrated PC with touchscreen. The optical tool detection ensures greater safety during milling. The two separate large milling chambers are the trademark of the M2 Dual milling units. However, also the
ABOVE: Extra-large Teleskoper Orbit: for the elaboration of material blanks with Ø 95 mm, 98 mm, 106 mm or even 125 mm, as well as glass-ceramic and Raw-Abutments® blanks. Discs can be removed and reinserted back into the orbit at exactly the same position with high precision in the μm range – particularly useful for the two-stage fabrication of immediate restorations in case of implantsupported prostheses (Double Milling technique).
M2 and the M2 Telescoper milling units are characterised by spaciously designed, optimally illuminated and easily accessible milling chambers as well as with a separated, contamination-protected tool chamber with 21-compartment automatic tool changer (optional up to 3 x 21 for the M2 Dual versions) The automatic self-cleaning function, the integrated Cleaning Kit for an easy cleaning of the milling chambers and the Ioniser (optional) ensure a particularly clean elaboration of the materials. The performance range of the machines can be extended by integrating different accessories available, e.g. the Glass Ceramic/Raw-Abutment® Holder and the JawPositioner Support. With the M2/M2 Dual Upgrade Kit, the M2 Wet Heavy Metal and the M2 Dual Wet Heavy Metal milling units can be upgraded to the Teleskoper version.
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