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NCHS Data generic antabuse prices Brief No. 286, September 2017PDF Versionpdf icon (374 KB)Anjel Vahratian, Ph.D.Key findingsData from the National Health Interview Survey, 2015Among those aged 40–59, perimenopausal women (56.0%) were more likely than postmenopausal (40.5%) and premenopausal (32.5%) women to sleep less than 7 hours, on average, in a 24-hour period.Postmenopausal women aged 40–59 were more likely than premenopausal women aged 40–59 to have trouble falling asleep (27.1% compared with 16.8%, respectively), and staying asleep (35.9% compared with 23.7%), four times or more in the past week.Postmenopausal women aged 40–59 (55.1%) were more likely than premenopausal women aged 40–59 (47.0%) to not wake up feeling well rested 4 days or more in the past week.Sleep duration and quality are important contributors to health and wellness. Insufficient sleep is associated with an increased risk for generic antabuse prices chronic conditions such as cardiovascular disease (1) and diabetes (2).

Women may be particularly vulnerable to sleep problems during times of reproductive hormonal change, such as after the menopausal transition. Menopause is generic antabuse prices “the permanent cessation of menstruation that occurs after the loss of ovarian activity” (3). This data brief describes sleep duration and sleep quality among nonpregnant women aged 40–59 by menopausal status.

The age range selected for this analysis reflects the focus on midlife sleep health. In this analysis, 74.2% generic antabuse prices of women are premenopausal, 3.7% are perimenopausal, and 22.1% are postmenopausal. Keywords.

Insufficient sleep, menopause, generic antabuse prices National Health Interview Survey Perimenopausal women were more likely than premenopausal and postmenopausal women to sleep less than 7 hours, on average, in a 24-hour period.More than one in three nonpregnant women aged 40–59 slept less than 7 hours, on average, in a 24-hour period (35.1%) (Figure 1). Perimenopausal women were most likely to sleep less than 7 hours, on average, in a 24-hour period (56.0%), compared with 32.5% of premenopausal and 40.5% of postmenopausal women. Postmenopausal women were significantly more likely than premenopausal women to sleep less than 7 hours, on average, in a 24-hour period.

Figure 1 generic antabuse prices. Percentage of nonpregnant women aged 40–59 who slept less than 7 hours, on average, in a 24-hour period, by menopausal status. United States, 2015image icon1Significant quadratic trend by menopausal status generic antabuse prices (p <.

0.05).NOTES. Women were postmenopausal if they had gone without a menstrual cycle for more than 1 year or were in surgical menopause after the removal of their ovaries. Women were perimenopausal if they no generic antabuse prices longer had a menstrual cycle and their last menstrual cycle was 1 year ago or less.

Women were premenopausal if they still had a menstrual cycle. Access data table for generic antabuse prices Figure 1pdf icon.SOURCE. NCHS, National Health Interview Survey, 2015.

The percentage of women aged 40–59 who had trouble falling asleep four times or more in the past week varied by menopausal status.Nearly one in five nonpregnant women aged generic antabuse prices 40–59 had trouble falling asleep four times or more in the past week (19.4%) (Figure 2). The percentage of women in this age group who had trouble falling asleep four times or more in the past week increased from 16.8% among premenopausal women to 24.7% among perimenopausal and 27.1% among postmenopausal women. Postmenopausal women were significantly more likely than premenopausal women to have trouble falling asleep four times or more in the past week.

Figure 2 generic antabuse prices. Percentage of nonpregnant women aged 40–59 who had trouble falling asleep four times or more in the past week, by menopausal status. United States, 2015image icon1Significant generic antabuse prices linear trend by menopausal status (p <.

0.05).NOTES. Women were postmenopausal if they had gone without a menstrual cycle for more than 1 year or were in surgical menopause after the removal of their ovaries. Women were perimenopausal if generic antabuse prices they no longer had a menstrual cycle and their last menstrual cycle was 1 year ago or less.

Women were premenopausal if they still had a menstrual cycle. Access data table for generic antabuse prices Figure 2pdf icon.SOURCE. NCHS, National Health Interview Survey, 2015.

The percentage of women aged 40–59 who had trouble staying asleep four times or more in the past week varied by menopausal status.More than one in four nonpregnant generic antabuse prices women aged 40–59 had trouble staying asleep four times or more in the past week (26.7%) (Figure 3). The percentage of women aged 40–59 who had trouble staying asleep four times or more in the past week increased from 23.7% among premenopausal, to 30.8% among perimenopausal, and to 35.9% among postmenopausal women. Postmenopausal women were significantly more likely than premenopausal women to have trouble staying asleep four times or more in the past week.

Figure 3 generic antabuse prices. Percentage of nonpregnant women aged 40–59 who had trouble staying asleep four times or more in the past week, by menopausal status. United States, 2015image icon1Significant linear generic antabuse prices trend by menopausal status (p <.

0.05).NOTES. Women were postmenopausal if they had gone without a menstrual cycle for more than 1 year or were in surgical menopause after the removal of their ovaries. Women were perimenopausal if they no longer generic antabuse prices had a menstrual cycle and their last menstrual cycle was 1 year ago or less.

Women were premenopausal if they still had a menstrual cycle. Access data table generic antabuse prices for Figure 3pdf icon.SOURCE. NCHS, National Health Interview Survey, 2015.

The percentage of women aged 40–59 who did not wake up feeling well rested 4 days or more in the past week varied by menopausal status.Nearly one in two nonpregnant women aged 40–59 did not wake up feeling well rested 4 days or more in the past week (48.9%) (Figure 4). The percentage generic antabuse prices of women in this age group who did not wake up feeling well rested 4 days or more in the past week increased from 47.0% among premenopausal women to 49.9% among perimenopausal and 55.1% among postmenopausal women. Postmenopausal women were significantly more likely than premenopausal women to not wake up feeling well rested 4 days or more in the past week.

Figure 4 generic antabuse prices. Percentage of nonpregnant women aged 40–59 who did not wake up feeling well rested 4 days or more in the past week, by menopausal status. United States, 2015image icon1Significant linear trend by menopausal status (p <.

0.05).NOTES. Women were postmenopausal if they had gone without a menstrual cycle for more than 1 year or were in surgical menopause after the removal of their ovaries. Women were perimenopausal if they no longer had a menstrual cycle and their last menstrual cycle was 1 year ago or less.

Women were premenopausal if they still had a menstrual cycle. Access data table for Figure 4pdf icon.SOURCE. NCHS, National Health Interview Survey, 2015.

SummaryThis report describes sleep duration and sleep quality among U.S. Nonpregnant women aged 40–59 by menopausal status. Perimenopausal women were most likely to sleep less than 7 hours, on average, in a 24-hour period compared with premenopausal and postmenopausal women.

In contrast, postmenopausal women were most likely to have poor-quality sleep. A greater percentage of postmenopausal women had frequent trouble falling asleep, staying asleep, and not waking well rested compared with premenopausal women. The percentage of perimenopausal women with poor-quality sleep was between the percentages for the other two groups in all three categories.

Sleep duration changes with advancing age (4), but sleep duration and quality are also influenced by concurrent changes in women’s reproductive hormone levels (5). Because sleep is critical for optimal health and well-being (6), the findings in this report highlight areas for further research and targeted health promotion. DefinitionsMenopausal status.

A three-level categorical variable was created from a series of questions that asked women. 1) “How old were you when your periods or menstrual cycles started?. €.

2) “Do you still have periods or menstrual cycles?. €. 3) “When did you have your last period or menstrual cycle?.

€. And 4) “Have you ever had both ovaries removed, either as part of a hysterectomy or as one or more separate surgeries?. € Women were postmenopausal if they a) had gone without a menstrual cycle for more than 1 year or b) were in surgical menopause after the removal of their ovaries.

Women were perimenopausal if they a) no longer had a menstrual cycle and b) their last menstrual cycle was 1 year ago or less. Premenopausal women still had a menstrual cycle.Not waking feeling well rested. Determined by respondents who answered 3 days or less on the questionnaire item asking, “In the past week, on how many days did you wake up feeling well rested?.

€Short sleep duration. Determined by respondents who answered 6 hours or less on the questionnaire item asking, “On average, how many hours of sleep do you get in a 24-hour period?. €Trouble falling asleep.

Determined by respondents who answered four times or more on the questionnaire item asking, “In the past week, how many times did you have trouble falling asleep?. €Trouble staying asleep. Determined by respondents who answered four times or more on the questionnaire item asking, “In the past week, how many times did you have trouble staying asleep?.

€ Data source and methodsData from the 2015 National Health Interview Survey (NHIS) were used for this analysis. NHIS is a multipurpose health survey conducted continuously throughout the year by the National Center for Health Statistics. Interviews are conducted in person in respondents’ homes, but follow-ups to complete interviews may be conducted over the telephone.

Data for this analysis came from the Sample Adult core and cancer supplement sections of the 2015 NHIS. For more information about NHIS, including the questionnaire, visit the NHIS website.All analyses used weights to produce national estimates. Estimates on sleep duration and quality in this report are nationally representative of the civilian, noninstitutionalized nonpregnant female population aged 40–59 living in households across the United States.

The sample design is described in more detail elsewhere (7). Point estimates and their estimated variances were calculated using SUDAAN software (8) to account for the complex sample design of NHIS. Linear and quadratic trend tests of the estimated proportions across menopausal status were tested in SUDAAN via PROC DESCRIPT using the POLY option.

Differences between percentages were evaluated using two-sided significance tests at the 0.05 level. About the authorAnjel Vahratian is with the National Center for Health Statistics, Division of Health Interview Statistics. The author gratefully acknowledges the assistance of Lindsey Black in the preparation of this report.

ReferencesFord ES. Habitual sleep duration and predicted 10-year cardiovascular risk using the pooled cohort risk equations among US adults. J Am Heart Assoc 3(6):e001454.

2014.Ford ES, Wheaton AG, Chapman DP, Li C, Perry GS, Croft JB. Associations between self-reported sleep duration and sleeping disorder with concentrations of fasting and 2-h glucose, insulin, and glycosylated hemoglobin among adults without diagnosed diabetes. J Diabetes 6(4):338–50.

2014.American College of Obstetrics and Gynecology. ACOG Practice Bulletin No. 141.

Management of menopausal symptoms. Obstet Gynecol 123(1):202–16. 2014.Black LI, Nugent CN, Adams PF.

Tables of adult health behaviors, sleep. National Health Interview Survey, 2011–2014pdf icon. 2016.Santoro N.

Perimenopause. From research to practice. J Women’s Health (Larchmt) 25(4):332–9.

2016.Watson NF, Badr MS, Belenky G, Bliwise DL, Buxton OM, Buysse D, et al. Recommended amount of sleep for a healthy adult. A joint consensus statement of the American Academy of Sleep Medicine and Sleep Research Society.

J Clin Sleep Med 11(6):591–2. 2015.Parsons VL, Moriarity C, Jonas K, et al. Design and estimation for the National Health Interview Survey, 2006–2015.

National Center for Health Statistics. Vital Health Stat 2(165). 2014.RTI International.

SUDAAN (Release 11.0.0) [computer software]. 2012. Suggested citationVahratian A.

Sleep duration and quality among women aged 40–59, by menopausal status. NCHS data brief, no 286. Hyattsville, MD.

National Center for Health Statistics. 2017.Copyright informationAll material appearing in this report is in the public domain and may be reproduced or copied without permission. Citation as to source, however, is appreciated.National Center for Health StatisticsCharles J.

Rothwell, M.S., M.B.A., DirectorJennifer H. Madans, Ph.D., Associate Director for ScienceDivision of Health Interview StatisticsMarcie L. Cynamon, DirectorStephen J.

Blumberg, Ph.D., Associate Director for Science.

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The rate of cost-related problems was lower still among the subset of Black beneficiaries in traditional Medicare who had Medicaid or other sources of supplemental insurance (20%).Cost-related problems were defined in the analysis as trouble getting care due to cost, a delay in care due to buy antabuse online with free samples cost, or problems paying medical bills.Across all Medicare beneficiaries, a somewhat smaller share of those in traditional Medicare than in Medicare Advantage reported cost-related problems (15% vs. 19%), with a lower rate among beneficiaries in traditional Medicare with supplemental buy antabuse online with free samples coverage (12%). The analysis also shows that, overall and across racial and ethnic groups, the Medicare beneficiaries who are most likely to experience cost-related problems are those in traditional Medicare without supplemental coverage – 30 percent of whom reported cost-related problems in 2018.Rates of cost-related problems were even higher among Black beneficiaries in fair or poor self-reported buy antabuse online with free samples health, where half (50%) of those in Medicare Advantage experienced cost-related problems and one-third (34%) of those in traditional Medicare.The analysis finds that enrollees in Medicare Advantage, who now account for more than 4 in 10 beneficiaries overall, do not generally receive greater protection against cost-related problems than beneficiaries in traditional Medicare with supplemental coverage, despite requirements for Medicare Advantage plans to have out-of-pocket limits. Differences in cost-related problems between Medicare Advantage and traditional Medicare with supplemental coverage are not fully explained by differences in the characteristics of beneficiaries, such as income and health status.The new findings are noteworthy in that half of all Black beneficiaries are enrolled in Medicare Advantage (compared to just over one third of White beneficiaries).However, the analysis does not estimate actual differences in average out-of-pocket spending among these groups, because it is not possible to derive comparable and accurate estimates of spending for Medicare Advantage enrollees using the Medicare Current Beneficiary Survey, as can be done for traditional Medicare beneficiaries.For more data and analyses about Medicare and racial equity and health policy, visit kff.org.

Among people with Medicare, Black beneficiaries are more likely to have cost-related problems with their health care than White beneficiaries, finds a new KFF analysis, with the racial disparity generic antabuse prices persisting among beneficiaries in both traditional Medicare and Medicare Advantage plans.While 17 percent of all Medicare beneficiaries, or about 1 in 6, reported health care cost-related problems in 2018, the rate Buy zithromax among Black beneficiaries was double that among White beneficiaries (28% vs. 14%), according to the analysis of data from the 2018 Medicare Current Beneficiary Survey (MCBS).Among Medicare Advantage enrollees, the rate of cost-related generic antabuse prices problems among Black beneficiaries was also higher than among White beneficiaries (32% vs. 16%), the analysis finds.Among Black beneficiaries specifically, a larger share of those in Medicare Advantage reported cost-related generic antabuse prices problems than those in traditional Medicare (32% vs. 24%).

The rate of cost-related problems was lower still among the subset of Black beneficiaries in traditional Medicare who had Medicaid or other sources of supplemental insurance (20%).Cost-related generic antabuse prices problems were defined in the analysis as trouble getting care due to cost, a delay in care due to cost, or problems paying medical bills.Across all Medicare beneficiaries, a somewhat smaller share of those in traditional Medicare than in Medicare Advantage reported cost-related problems (15% vs. 19%), with a lower rate generic antabuse prices among beneficiaries in traditional Medicare with supplemental coverage (12%). The analysis also shows that, overall and across racial and ethnic groups, the Medicare beneficiaries who generic antabuse prices are most likely to experience cost-related problems are those in traditional Medicare without supplemental coverage – 30 percent of whom reported cost-related problems in 2018.Rates of cost-related problems were even higher among Black beneficiaries in fair or poor self-reported health, where half (50%) of those in Medicare Advantage experienced cost-related problems and one-third (34%) of those in traditional Medicare.The analysis finds that enrollees in Medicare Advantage, who now account for more than 4 in 10 beneficiaries overall, do not generally receive greater protection against cost-related problems than beneficiaries in traditional Medicare with supplemental coverage, despite requirements for Medicare Advantage plans to have out-of-pocket limits. Differences in cost-related problems between Medicare Advantage and traditional Medicare with supplemental coverage are not fully explained by differences in the characteristics of beneficiaries, such as income and health status.The new findings are noteworthy in that half of all Black beneficiaries are enrolled in Medicare Advantage (compared to just over one third of White beneficiaries).However, the analysis does not estimate actual differences in average out-of-pocket spending among these groups, because it is not possible to derive comparable and accurate estimates of spending for Medicare Advantage enrollees using the Medicare Current Beneficiary Survey, as can be done for traditional Medicare beneficiaries.For more data and analyses about Medicare and racial equity and health policy, visit kff.org.

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Patients are more likely to experience preventable harm during perioperative care than in any other type of healthcare encounter.1 2 For several decades, a antabuse aversion therapy hallmark of surgical quality and safety has been http://herlifefranchise.com/best-online-pharmacy-levitra/ the use of checklists to prevent errors (eg, wrong site surgery) and assure that key tasks have been or will be performed. The most widely used approach globally is the Surgical Safety Checklist (SSC) recommended by the WHO.3 It is divided into preinduction (or sign in, consisting of seven items performed by anaesthesia and nursing), preincision (timeout, 10 items performed by the entire team) and postsurgery (sign out, five items by the entire team).4 5 Most hospitals in the developed world perform the SSC or antabuse aversion therapy an equivalent timeout prior to surgical incision. However, preinduction briefings, and postcase debriefings in particular, are much less commonly performed.6 7There are widely disseminated arguments recommending the use of checklists in healthcare8 but also recognised limitations.9 Checklist-based preincision timeouts appear to improve surgical outcomes in many settings,4 5 yet, in other hospitals, the introduction of the SSC failed to improve outcomes.10 Like all tools or processes intended to improve safety, ineffective implementation will reduce the desired benefits. For example, there is appreciable evidence showing that surgical teams skip or do not meaningfully respond to timeout checklist items.11 12 Even with a robust implementation, effectiveness can antabuse aversion therapy be weakened by contextual factors, failure of leadership or deficient safety culture.Despite numerous studies, gaps in the evidence to guide optimal checklist use persist. For example, we do not know whether checklist-based timeouts only decrease the occurrence of the undesirable events targeted by the checklist or, as many hypothesise, whether their use also facilitates teamwork and interprofessional communication.

Although there is increasing guidance on how to optimally implement checklists at the antabuse aversion therapy local level, many questions remain.13 Moreover, we still do not understand the circumstances in which checklist use facilitates the detection, reporting and correction of errors.In this issue of the journal, Muensterer and colleagues14 describe a clever study in which the attending surgeon intentionally introduced errors during the preincision timeout while a medical student in the operating theatre surreptitiously noted whether the error was detected and reported by one or more members of the surgical team. If the error was not verbalised, the attending surgeon corrected the error before the timeout was complete. The single error embedded in each of 120 of 1800 paediatric operations was randomly chosen from among antabuse aversion therapy wrong patient name, age, gender, allergy or surgical procedure, side or site. Overall, only about half (65. 54%) of all errors were detected and reported by a team member prior to surgeon correction antabuse aversion therapy.

Of these, errors were most commonly reported by the anaesthesiologist (64%) and almost never by residents in training (6%) or medical students (1%).This study also has important limitations. Because the investigators were leading the timeouts as part antabuse aversion therapy of a research study, adherence to all of the checklist items was reportedly 100%. Yet, few organisations consistently attain timeout adherence above 90%.11 Since you are less likely to catch an error if you do not address that item during the timeout, in institutions with lower adherence, the proportion of missed errors may be even higher.The authors, with input from their institutional review board, designed the study to be feasible and compliant with established human subjects protection principles. As such, the attending surgeon always corrected the error after the anaesthesiologist’s component of the timeout but before antabuse aversion therapy the nurses’ component. By excluding the part of the timeout when the nurses address their checklist items (eg, instruments are sterile,) followed by a final opportunity as the timeout ends to note any errors or concerns, the study may have underestimated the rate of error reporting.Because the study did not query team members individually after the timeout, we also do not know how many errors were detected but not annunciated.

For example, recognised errors that were attributed to ‘misspeaking’ and/or had no clinical significance may not have antabuse aversion therapy been verbally challenged. Moreover, as is discussed by the authors, there was an unequivocal hierarchy effect—individuals with the least ‘power’ (ie, low in hierarchy within the current healthcare culture) were the least likely to report the error.This study highlights two important safety relevant questions on which I will elaborate. First, why and how should we change healthcare culture to antabuse aversion therapy facilitate ‘speaking up’?. Second, how can we best design and implement checklists and other safety interventions to yield more consistent and sustained clinician behaviour change?. The continued problem of hierarchical culture in healthcareThe significant influence of hierarchy on the incidence of error reporting in Muensterer et al’s14 study is consistent antabuse aversion therapy with substantial prior evidence that lower hierarchy clinical providers are less likely to ‘speak up’, even when they are aware of major safety violations.15–17Failure of a subordinate copilot to challenge or speak up to the captain in the 1977 Tenerife disaster was the impetus for the aviation industry’s adoption of crew resource management (CRM).

Healthcare team-training initiatives like the Agency for Healthcare Research and Quality’s TeamSTEPPS now include tools such as the ‘two-challenge rule’ and emphasise speaking up.18 Flattened hierarchies and reliance on expertise rather than seniority, especially during crisis or stress, are an integral component of high-reliability organisations. In contrast, the persistent hierarchical culture of healthcare is anathema to antabuse aversion therapy positive safety attitudes and behaviours. This is particularly problematic in operating theatres where surgeons view themselves as ‘captain of the ship’ and where uncivil behaviour is tolerated.19 The insidious effects of hierarchy will impair effectiveness of checklist use and predispose to safety issues in all aspects of routine and emergency care.20 While team-oriented training designed to enhance the ability of lower hierarchy clinicians to ‘speak up’ can be effective,21 22 evidence to guide the design and implementation of these interventions is still sparse. Single training exposures have generally had limited effects,17 23 in part likely due to inadequate ‘potency’ to achieve the desired effect24 in a clinical environment contaminated by the hierarchical culture and in part because most interventions have focused on ‘assertiveness’ training for the less antabuse aversion therapy powerful members of the team rather than, or in addition to, sensitivity or receptivity training of the most powerful (eg, surgical attendings).17Discussions of power hierarchy to date have largely focused on clinicians’ professional roles (ie, nurse vs physician) and level of experience (eg, resident vs attending). Even with two attending physicians, for example, a surgeon and anaesthesiologist, power dynamics can degrade communication and decrease team performance.

In a multicentre study of experienced anaesthesiologists managing simulated crisis events, the anaesthesiologists’ failure to challenge the surgeon to initiate life-saving interventions (eg, to open the abdomen in the presence of an enlarging retroperitoneal haematoma during laparoscopic surgery, or to halt surgery antabuse aversion therapy to cardiovert an unstable patient) was associated with lower overall scenario performance scores as determined by trained blinded anaesthesiologist video raters.25In fact, hierarchy is much more complex and this may explain in part the variable and generally weak results seen in ‘speaking up’ intervention studies to date. When considering hierarchical effects on communication assertiveness, one must also consider individual characteristics including gender, race/ethnicity, language, personal cultural background and personality, as well as the personality of those in higher power roles, microclimate factors of the team and care unit, and overall organisational culture.17 22 An interesting direction for future study is the facilitation of more positive communication (eg, expressions of gratitude or encouragement).26In a single-site intervention study to improve the quality of handovers from anaesthesia professionals to postanaesthesia care unit (PACU) nurses,27 simulation-based training emphasised specific dyadic communication behaviours—assertiveness for the nurses when their needs were not being met and ‘sensitivity’ (or receptiveness) for the anaesthesia professionals when the nurses raised concerns. In poststudy interviews, this behavioural antabuse aversion therapy focus was considered an important contributor to the resulting sustained improvement in the quality of actual handovers. As part of this study, we explicitly taught participants to CUSS. CUSS is antabuse aversion therapy a graduated approach to facilitate speaking up.

The acronym stands for ‘I’m Concerned’, ‘I’m Uncomfortable’, ‘This is a Safety issue’ and ‘Stop!. €™. The intended learners were taught these ‘triggers’ for eliciting desired behaviours (ie, to stop what they are doing and have a conversation with the initiator) and this approach creates an environment where the initiating individual can receive support from others who overhear the conversation—‘Doctor, I hear that Maria is CUSSing at you?. How can I help to resolve this situation?. €™ Such a graded assertiveness approach to ‘stop the line’, developed in other industries, is increasingly being used throughout healthcare.28Designing and implementing more effective safety tools and processesSSCs are just one tool used to advance overall perioperative system safety.

Similarly, in commercial aviation, checklists are one tool used as part of CRM to assure operational safety. CRM is a philosophy or construct that includes explicit values and principles, procedures supported by purpose-designed checklists and other tools, and regularly scheduled mandatory simulation-based training and assessment that together contribute to an existing safety culture in pilots and across the organisation.29 CRM and most of the existing aviation safety system were iteratively designed by pilots (the front-line workers) in collaboration with other stakeholders (including regulators). Healthcare must employ similar human-centred design approaches to re-engineer our safety systems.For commercial aviation to be completely safe, no planes would fly. Similarly, safety will never be the foremost system objective in healthcare. The primary goal is to efficiently deliver cost-effective care.

Instead, in any high-consequence industry, safety is a desirable by-product (an ‘emergent feature’) of a system designed to achieve primary operational goals. In healthcare, sick patients must be treated and there is inherent risk in doing so.30 Achieving societally acceptable levels of safety will stem from a deliberately designed system founded on a strong safety culture and truly committed leadership.With this as background, it is not surprising that so many hospitals struggle to garner reliable and sustained benefit from the use of checklists and other safety tools. To understand what is required, I would like to draw parallels with anaesthesiology’s experience of implementing another type of checklist.The Food and Drug Administration Anesthesia Machine Pre-Use ChecklistThe earliest checklist used in healthcare to reduce adverse events is the anaesthesia equipment preuse checklist, developed in 1987 by the US Food and Drug Administration (FDA) in collaboration with the Anesthesia Patient Safety Foundation and the American Society of Anesthesiologists.31 After more than three decades of use, lessons learnt from the use of the FDA checklist parallel more recent experiences with SSCs, and are instructive to a more general understanding of the role of safety tools in healthcare (see table 1).View this table:Table 1 Lessons learnt from 30 years of personal experience with and reflection about the Anesthesia Equipment Pre-Use Checklist*A checklist alone is insufficient to achieve optimal resultsHospitals that get the best results from an SSC implementation are often well-resourced organisations that already have safety-oriented committed leadership, a strong safety culture, educated and engaged front-line clinicians and an established track record of successfully implementing other safety interventions.32 That said, any hospital, given adequate commitment, resources and expertise, can implement an SSC or other substantive safety intervention successfully. In doing so, it will educate and engage its workers, improve its safety culture and set the stage for further safety and quality improvements.A multimodal approach to safety interventions is more effective. Hospitals that were able to successfully implement all three components of the SSC saw greater reductions in postoperative complications.33 Similarly, the combination of the SSC with a complementary approach that more fully addresses preoperative and postoperative issues, the Surgical Patient Safety System, was associated with better postoperative outcomes than use of the WHO SSC alone.34 The most effective interventions are those that are based on an integrated conceptual framework and follow human factor principles, especially when the safety goals are multiple or diverse.35In our PACU handover improvement project mentioned earlier,27 the multimodal intervention produced a fourfold improvement in observed clinician behaviours (ie, conduct of actual handovers) that was sustained for at least 3 years after the intervention ceased.

The project began by getting perioperative leadership buy-in, conducting observations of the current handover process and engaging front-line clinicians in all phases of study development. The criteria for an ‘acceptable handover’ were chosen by an independent team of clinicians. Front-line clinicians first completed a multimedia introductory webinar that included key principles and a knowledge assessment. To attend the 2-hour simulation training session, both anaesthesia professionals and PACU nurses were relieved from regular clinical duties (a strong message that this was an organisational priority). A custom patient-specific electronic form was available at every bedside in the PACU to reinforce the training during actual handovers.

Performance feedback was provided to individuals, units and perioperative leadership. The number of components needed for successful safety interventions will depend on the behaviour change desired, the existing safety culture, current experience and expertise of the intended end users and the priority articulated by organisational leaders. Regardless, design and implementation must be based on a solid conceptual framework, consider the full life-cycle of the intervention (from conceptualisation to obsolescence) and employ human factors engineering and implementation science principles and tools.13ConclusionChecklists and other safety tools are potentially valuable tools to advance perioperative safety. However, when used in isolation or implemented incorrectly, checklists have significant limitations. Safety initiatives that take a systems-oriented multimodal approach to design and implementation can, with organisational leadership and determination, produce both targeted and more general safety improvement.Ethics statementsPatient consent for publicationNot required.Many patients admitted to hospital require venous access to infuse medications and fluids.

The most commonly used device, the peripheral venous catheter, ranges from 2.5 to 4.5 cm in length, and is typically used for less than 5 days. The midline, a relatively newer peripheral venous catheter, is up to 20 cm in length, but does not reach the central veins, and may be used for up to 2 weeks. A peripherally inserted central venous catheter (PICC) is a longer catheter that is placed in one of the arm veins and extends to reach the central veins. The PICC is used for longer periods of time compared with peripheral intravenous devices, and initially gained popularity as a convenient vascular access device used in the outpatient and home settings. Its premise has been to provide access that lasts for weeks, that is fairly safe and easily manageable.

Patients often require central venous access when hospitalised, with more than half of patients in intensive care, and up to 20% in those cared for in the non-intensive care wards.1 Common indications for PICC use in the acute care setting include the requirement for multiple and frequent infusions (eg, antibiotics, parenteral nutrition), the administration of medications incompatible with peripheral infusion, invasive haemodynamic monitoring in critically ill patients, very poor venous access and frequent need for blood draws.2 Specially trained healthcare workers place PICCs, often nurses from a vascular access team (VAT), or interventional radiologists. The VAT is comprised of skilled nurses, with either medical/surgical, emergency department or intensive care unit backgrounds. Contrary to other healthcare workers that place PICCs, the VAT’s primary function is to place PICCs, and optimise the infusion delivery, through a safe and effective process. Its scope includes assessment for need, peripheral and central device insertion, monitoring of use and removal.3In their study of five hospitals within the Veterans Administration (VA) healthcare systems in the USA, Krein et al4 underscore the importance of a formal VAT to formulate and implement explicit appropriateness criteria, ensure timely insertion and safe management and direct patient education around PICC use. They found that team structures supporting line placement vary across hospitals from a dedicated team, to individual nurses trained in placement, to hospitals where only interventional radiologists insert PICCs.

The presence of a VAT was associated with more defined criteria for PICC use, but a recurrent theme was inadequate interdisciplinary dialogue. Although qualitative data were gathered at five VA hospitals only, the study’s findings reflect the variation in PICC placement and use, whether in academic or community, small or large hospitals.An important factor in variation in the approach to PICC line placement and management is the availability of resources and expertise at the hospital site. For example, if healthcare workers have suboptimal skills to place peripheral venous catheters, including midlines,5 clinicians may resort to ordering more PICCs unnecessarily to fill that void. Furthermore, as revealed in Krein’s study, a hospital that does not have the expertise to learn about alternative devices, such as those with lower risks and shorter dwell times (eg, midlines), may resort to using more PICCs than necessary. Similarly, hospitals without clinicians skilled or comfortable placing other central lines6 may rely more on using PICCs.

In addition, the lack of an available VAT to place PICCs using uasound guidance may result in more referrals to interventional radiology for placement, potentially exposing the patient to avoidable radiation during fluoroscopy.7We propose an approach to improve the appropriate and safe use of PICCs by focusing on three elements that address the findings by Krein and colleagues. Establishing a structure powered by a VAT. Anchoring a standardised process for line selection, insertion and care. And promoting adoption by engagement with the key stakeholders.Establishing a structure to support placement and management of PICCs depends on whether the number of devices placed is enough to support the creation of a dedicated vascular access programme. Leadership plays a critical role to invest the resources for a functional VAT, understanding the financial and quality benefits associated.8 Not realising its value, hospital leaders may view the VAT as a non-revenue-generating service, putting it at risk when considering cost reduction strategies.

The value of the VAT expands from mitigating preventable events (eg, deep venous thrombosis, ) to enhancing patient experience (eg, less attempts to place a peripheral device).9 In addition, better outcomes help curb the financial risks (eg, hospital-acquired condition penalties)8 and improve hospital ratings. The VAT’s role encompasses placing PICCs and guaranteeing the proper selection of the intravascular device and its appropriate use.2The second element involves standardising processes for line selection and care, regardless of who is taking care of the device. Implementing policies to address indications, placement and maintenance and using standardised kits help minimise variation. The creation of policies should be achieved through a multidisciplinary approach with VAT, nurses and physicians. The VAT can act as the ‘gate keeper’ evaluating whether the reason for PICC placement is aligned with indications.

In addition, the VAT plays a critical role supporting nurses’ competencies for venous catheter use (eg, aseptic access and maintenance, addressing complications and mitigating risk)10 to reduce mechanical11 and infectious complications.12 The VAT performs regular rounds to mitigate process gaps (eg, dressing site intactness) and to identify complications (eg, PICC site erythema or drainage, arm swelling), and provides timely feedback on clinical performance. The VAT can also serve as subject matter experts to the ordering physicians for the appropriate device type, based on vessel size and indications for use, how many lumens, site selection and a de-escalation plan for the patient prior to discharge. It also provides services should a device-related complication occur (eg, clotting), and works with clinicians to remedy the issue and salvage the device, thereby preventing a patient from losing their vascular access and/or having to replace it.The last element, and perhaps most significant, is to enhance the adoption of best practices through a partnership with the key stakeholders. PICC-associated outcomes are not only owned by the VAT, rather it is the responsibility of the clinicians, physicians and nurses to achieve those goals (table 1). Physicians are an essential stakeholder group to engage as they are the ones responsible for ordering the PICC.

An identified physician champion who partners and empowers the VAT will help resolve any barriers and be a liaison with the local physician community.13 The ideal physician champion should have the respect of peers, understand process optimisation and promote quality improvement. They need to be well versed on the appropriate indications for PICC use, the associated complications and risks and alternatives to the device. The physician champion engages the leaders of the key disciplines responsible for requesting a PICC, educating them on the appropriate indications for use, the outcomes associated with PICC use, inviting them to be partners and responding to any of their concerns.View this table:Table 1 Disciplines and their support to mitigate PICC harmWhat about the key physician disciplines to engage?. Physicians can play an active role in enhancing PICC use through avoiding the unnecessary use of infusions. The consultation of infectious diseases specialists for intravenous antibiotic use appropriateness has been associated with less PICC use and lower complications.14 Similarly, having a surgeon support the decision for whether enteral or parenteral nutrition is needed will help reduce unnecessary device use.15 Disciplines like hospitalists or general internists care for a large number of patients and often order PICCs for venous access,16 while nephrologists may advocate avoiding the use of PICCs in the chronic kidney disease population in an effort for vein preservation.17 In hospitals with teaching programmes, the VAT and its physician champion may educate physicians in training on device choice, placement and duration of use, and address with their faculty competencies for line management.18 Engaging these disciplines, elucidating the indications for appropriate use and providing feedback and local data on the potential harm ensure accountability and further attention to PICC safety.In summary, the PICC is one of the primary solutions to achieve vascular access.

With up to one in five patients at risk for developing complications,19 it is incumbent on us to ensure that these devices are properly used and maintained. Identifying and overcoming system barriers are key to delivering sustainable safe outcomes. As a first step, clinical and administrative leaders, realising the financial and quality benefits, need to support the structure reflected by the VAT to enhance PICC care. Second, the VAT must partner with disciplines (particularly nursing) to promote and ensure adequate competencies for placement and maintenance. Finally, clinical disciplines caring for the patient should instil a collaborative environment for better decision-making on when central access is required, and what device provides the safest and most effective delivery of care.Ethics statementsPatient consent for publicationNot required..

Patients are more likely to experience preventable harm during perioperative published here care than in any other type of healthcare encounter.1 generic antabuse prices 2 For several decades, a hallmark of surgical quality and safety has been the use of checklists to prevent errors (eg, wrong site surgery) and assure that key tasks have been or will be performed. The most widely used approach globally is the Surgical Safety Checklist (SSC) recommended by the WHO.3 It is divided into preinduction (or sign in, consisting of seven items performed by anaesthesia and nursing), preincision (timeout, 10 items performed by the entire team) and postsurgery (sign out, five items by the entire team).4 5 Most hospitals in the developed world perform the SSC or an equivalent timeout generic antabuse prices prior to surgical incision. However, preinduction briefings, and postcase debriefings in particular, are much less commonly performed.6 7There are widely disseminated arguments recommending the use of checklists in healthcare8 but also recognised limitations.9 Checklist-based preincision timeouts appear to improve surgical outcomes in many settings,4 5 yet, in other hospitals, the introduction of the SSC failed to improve outcomes.10 Like all tools or processes intended to improve safety, ineffective implementation will reduce the desired benefits.

For example, there is appreciable evidence showing that surgical teams skip or do not generic antabuse prices meaningfully respond to timeout checklist items.11 12 Even with a robust implementation, effectiveness can be weakened by contextual factors, failure of leadership or deficient safety culture.Despite numerous studies, gaps in the evidence to guide optimal checklist use persist. For example, we do not know whether checklist-based timeouts only decrease the occurrence of the undesirable events targeted by the checklist or, as many hypothesise, whether their use also facilitates teamwork and interprofessional communication. Although there is increasing guidance on how to optimally implement checklists at the local level, many questions remain.13 Moreover, we still do not understand the circumstances in which checklist use facilitates the detection, reporting and correction of generic antabuse prices errors.In this issue of the journal, Muensterer and colleagues14 describe a clever study in which the attending surgeon intentionally introduced errors during the preincision timeout while a medical student in the operating theatre surreptitiously noted whether the error was detected and reported by one or more members of the surgical team.

If the error was not verbalised, the attending surgeon corrected the error before the timeout was complete. The single error embedded in each of 120 of 1800 paediatric operations was randomly chosen from generic antabuse prices among wrong patient name, age, gender, allergy or surgical procedure, side or site. Overall, only about half (65.

54%) of all errors were detected and generic antabuse prices reported by a team member prior to surgeon correction. Of these, errors were most commonly reported by the anaesthesiologist (64%) and almost never by residents in training (6%) or medical students (1%).This study also has important limitations. Because the investigators were leading the timeouts as part of a research study, adherence to all of the generic antabuse prices checklist items was reportedly 100%.

Yet, few organisations consistently attain timeout adherence above 90%.11 Since you are less likely to catch an error if you do not address that item during the timeout, in institutions with lower adherence, the proportion of missed errors may be even higher.The authors, with input from their institutional review board, designed the study to be feasible and compliant with established human subjects protection principles. As such, the attending surgeon always corrected the error after the anaesthesiologist’s generic antabuse prices component of the timeout but before the nurses’ component. By excluding the part of the timeout when the nurses address their checklist items (eg, instruments are sterile,) followed by a final opportunity as the timeout ends to note any errors or concerns, the study may have underestimated the rate of error reporting.Because the study did not query team members individually after the timeout, we also do not know how many errors were detected but not annunciated.

For example, recognised errors that were attributed to generic antabuse prices ‘misspeaking’ and/or had no clinical significance may not have been verbally challenged. Moreover, as is discussed by the authors, there was an unequivocal hierarchy effect—individuals with the least ‘power’ (ie, low in hierarchy within the current healthcare culture) were the least likely to report the error.This study highlights two important safety relevant questions on which I will elaborate. First, why generic antabuse prices and how should we change healthcare culture to facilitate ‘speaking up’?.

Second, how can we best design and implement checklists and other safety interventions to yield more consistent and sustained clinician behaviour change?. The continued problem of hierarchical culture in healthcareThe generic antabuse prices significant influence of hierarchy on the incidence of error reporting in Muensterer et al’s14 study is consistent with substantial prior evidence that lower hierarchy clinical providers are less likely to ‘speak up’, even when they are aware of major safety violations.15–17Failure of a subordinate copilot to challenge or speak up to the captain in the 1977 Tenerife disaster was the impetus for the aviation industry’s adoption of crew resource management (CRM). Healthcare team-training initiatives like the Agency for Healthcare Research and Quality’s TeamSTEPPS now include tools such as the ‘two-challenge rule’ and emphasise speaking up.18 Flattened hierarchies and reliance on expertise rather than seniority, especially during crisis or stress, are an integral component of high-reliability organisations.

In contrast, the persistent hierarchical culture of healthcare is anathema to generic antabuse prices positive safety attitudes and behaviours. This is particularly problematic in operating theatres where surgeons view themselves as ‘captain of the ship’ and where uncivil behaviour is tolerated.19 The insidious effects of hierarchy will impair effectiveness of checklist use and predispose to safety issues in all aspects of routine and emergency care.20 While team-oriented training designed to enhance the ability of lower hierarchy clinicians to ‘speak up’ can be effective,21 22 evidence to guide the design and implementation of these interventions is still sparse. Single training exposures have generally had limited effects,17 23 in part likely due to inadequate ‘potency’ to achieve the desired effect24 in generic antabuse prices a clinical environment contaminated by the hierarchical culture and in part because most interventions have focused on ‘assertiveness’ training for the less powerful members of the team rather than, or in addition to, sensitivity or receptivity training of the most powerful (eg, surgical attendings).17Discussions of power hierarchy to date have largely focused on clinicians’ professional roles (ie, nurse vs physician) and level of experience (eg, resident vs attending).

Even with two attending physicians, for example, a surgeon and anaesthesiologist, power dynamics can degrade communication and decrease team performance. In a multicentre study of experienced anaesthesiologists managing simulated crisis events, the anaesthesiologists’ failure to challenge the surgeon to initiate life-saving interventions (eg, to open the abdomen in the presence of an enlarging retroperitoneal haematoma during laparoscopic surgery, or to halt surgery to cardiovert an unstable patient) was associated with lower overall scenario performance scores as determined by trained blinded anaesthesiologist video raters.25In fact, hierarchy is much generic antabuse prices more complex and this may explain in part the variable and generally weak results seen in ‘speaking up’ intervention studies to date. When considering hierarchical effects on communication assertiveness, one must also consider individual characteristics including gender, race/ethnicity, language, personal cultural background and personality, as well as the personality of those in higher power roles, microclimate factors of the team and care unit, and overall organisational culture.17 22 An interesting direction for future study is the facilitation of more positive communication (eg, expressions of gratitude or encouragement).26In a single-site intervention study to improve the quality of handovers from anaesthesia professionals to postanaesthesia care unit (PACU) nurses,27 simulation-based training emphasised specific dyadic communication behaviours—assertiveness for the nurses when their needs were not being met and ‘sensitivity’ (or receptiveness) for the anaesthesia professionals when the nurses raised concerns.

In poststudy interviews, this behavioural focus was considered an important contributor to the resulting sustained improvement in the quality generic antabuse prices of actual handovers. As part of this study, we explicitly taught participants to CUSS. CUSS is a graduated approach to facilitate speaking generic antabuse prices up.

The acronym stands for ‘I’m Concerned’, ‘I’m Uncomfortable’, ‘This is a Safety issue’ and ‘Stop!. €™. The intended learners were taught these ‘triggers’ for eliciting desired behaviours (ie, to stop what they are doing and have a conversation with the initiator) and this approach creates an environment where the initiating individual can receive support from others who overhear the conversation—‘Doctor, I hear that Maria is CUSSing at you?.

How can I help to resolve this situation?. €™ Such a graded assertiveness approach to ‘stop the line’, developed in other industries, is increasingly being used throughout healthcare.28Designing and implementing more effective safety tools and processesSSCs are just one tool used to advance overall perioperative system safety. Similarly, in commercial aviation, checklists are one tool used as part of CRM to assure operational safety.

CRM is a philosophy or construct that includes explicit values and principles, procedures supported by purpose-designed checklists and other tools, and regularly scheduled mandatory simulation-based training and assessment that together contribute to an existing safety culture in pilots and across the organisation.29 CRM and most of the existing aviation safety system were iteratively designed by pilots (the front-line workers) in collaboration with other stakeholders (including regulators). Healthcare must employ similar human-centred design approaches to re-engineer our safety systems.For commercial aviation to be completely safe, no planes would fly. Similarly, safety will never be the foremost system objective in healthcare.

The primary goal is to efficiently deliver cost-effective care. Instead, in any high-consequence industry, safety is a desirable by-product (an ‘emergent feature’) of a system designed to achieve primary operational goals. In healthcare, sick patients must be treated and there is inherent risk in doing so.30 Achieving societally acceptable levels of safety will stem from a deliberately designed system founded on a strong safety culture and truly committed leadership.With this as background, it is not surprising that so many hospitals struggle to garner reliable and sustained benefit from the use of checklists and other safety tools.

To understand what is required, I would like to draw parallels with anaesthesiology’s experience of implementing another type of checklist.The Food and Drug Administration Anesthesia Machine Pre-Use ChecklistThe earliest checklist used in healthcare to reduce adverse events is the anaesthesia equipment preuse checklist, developed in 1987 by the US Food and Drug Administration (FDA) in collaboration with the Anesthesia Patient Safety Foundation and the American Society of Anesthesiologists.31 After more than three decades of use, lessons learnt from the use of the FDA checklist parallel more recent experiences with SSCs, and are instructive to a more general understanding of the role of safety tools in healthcare (see table 1).View this table:Table 1 Lessons learnt from 30 years of personal experience with and reflection about the Anesthesia Equipment Pre-Use Checklist*A checklist alone is insufficient to achieve optimal resultsHospitals that get the best results from an SSC implementation are often well-resourced organisations that already have safety-oriented committed leadership, a strong safety culture, educated and engaged front-line clinicians and an established track record of successfully implementing other safety interventions.32 That said, any hospital, given adequate commitment, resources and expertise, can implement an SSC or other substantive safety intervention successfully. In doing so, it will educate and engage its workers, improve its safety culture and set the stage for further safety and quality improvements.A multimodal approach to safety interventions is more effective. Hospitals that were able to successfully implement all three components of the SSC saw greater reductions in postoperative complications.33 Similarly, the combination of the SSC with a complementary approach that more fully addresses preoperative and postoperative issues, the Surgical Patient Safety System, was associated with better postoperative outcomes than use of the WHO SSC alone.34 The most effective interventions are those that are based on an integrated conceptual framework and follow human factor principles, especially when the safety goals are multiple or diverse.35In our PACU handover improvement project mentioned earlier,27 the multimodal intervention produced a fourfold improvement in observed clinician behaviours (ie, conduct of actual handovers) that was sustained for at least 3 years after the intervention ceased.

The project began by getting perioperative leadership buy-in, conducting observations of the current handover process and engaging front-line clinicians in all phases of study development. The criteria for an ‘acceptable handover’ were chosen by an independent team of clinicians. Front-line clinicians first completed a multimedia introductory webinar that included key principles and a knowledge assessment.

To attend the 2-hour simulation training session, both anaesthesia professionals and PACU nurses were relieved from regular clinical duties (a strong message that this was an organisational priority). A custom patient-specific electronic form was available at every bedside in the PACU to reinforce the training during actual handovers. Performance feedback was provided to individuals, units and perioperative leadership.

The number of components needed for successful safety interventions will depend on the behaviour change desired, the existing safety culture, current experience and expertise of the intended end users and the priority articulated by organisational leaders. Regardless, design and implementation must be based on a solid conceptual framework, consider the full life-cycle of the intervention (from conceptualisation to obsolescence) and employ human factors engineering and implementation science principles and tools.13ConclusionChecklists and other safety tools are potentially valuable tools to advance perioperative safety. However, when used in isolation or implemented incorrectly, checklists have significant limitations.

Safety initiatives that take a systems-oriented multimodal approach to design and implementation can, with organisational leadership and determination, produce both targeted and more general safety improvement.Ethics statementsPatient consent for publicationNot required.Many patients admitted to hospital require venous access to infuse medications and fluids. The most commonly used device, the peripheral venous catheter, ranges from 2.5 to 4.5 cm in length, and is typically used for less than 5 days. The midline, a relatively newer peripheral venous catheter, is up to 20 cm in length, but does not reach the central veins, and may be used for up to 2 weeks.

A peripherally inserted central venous catheter (PICC) is a longer catheter that is placed in one of the arm veins and extends to reach the central veins. The PICC is used for longer periods of time compared with peripheral intravenous devices, and initially gained popularity as a convenient vascular access device used in the outpatient and home settings. Its premise has been to provide access that lasts for weeks, that is fairly safe and easily manageable.

Patients often require central venous access when hospitalised, with more than half of patients in intensive care, and up to 20% in those cared for in the non-intensive care wards.1 Common indications for PICC use in the acute care setting include the requirement for multiple and frequent infusions (eg, antibiotics, parenteral nutrition), the administration of medications incompatible with peripheral infusion, invasive haemodynamic monitoring in critically ill patients, very poor venous access and frequent need for blood draws.2 Specially trained healthcare workers place PICCs, often nurses from a vascular access team (VAT), or interventional radiologists. The VAT is comprised of skilled nurses, with either medical/surgical, emergency department or intensive care unit backgrounds. Contrary to other healthcare workers that place PICCs, the VAT’s primary function is to place PICCs, and optimise the infusion delivery, through a safe and effective process.

Its scope includes assessment for need, peripheral and central device insertion, monitoring of use and removal.3In their study of five hospitals within the Veterans Administration (VA) healthcare systems in the USA, Krein et al4 underscore the importance of a formal VAT to formulate and implement explicit appropriateness criteria, ensure timely insertion and safe management and direct patient education around PICC use. They found that team structures supporting line placement vary across hospitals from a dedicated team, to individual nurses trained in placement, to hospitals where only interventional radiologists insert PICCs. The presence of a VAT was associated with more defined criteria for PICC use, but a recurrent theme was inadequate interdisciplinary dialogue.

Although qualitative data were gathered at five VA hospitals only, the study’s findings reflect the variation in PICC placement and use, whether in academic or community, small or large hospitals.An important factor in variation in the approach to PICC line placement and management is the availability of resources and expertise at the hospital site. For example, if healthcare workers have suboptimal skills to place peripheral venous catheters, including midlines,5 clinicians may resort to ordering more PICCs unnecessarily to fill that void. Furthermore, as revealed in Krein’s study, a hospital that does not have the expertise to learn about alternative devices, such as those with lower risks and shorter dwell times (eg, midlines), may resort to using more PICCs than necessary.

Similarly, hospitals without clinicians skilled or comfortable placing other central lines6 may rely more on using PICCs. In addition, the lack of an available VAT to place PICCs using uasound guidance may result in more referrals to interventional radiology for placement, potentially exposing the patient to avoidable radiation during fluoroscopy.7We propose an approach to improve the appropriate and safe use of PICCs by focusing on three elements that address the findings by Krein and colleagues. Establishing a structure powered by a VAT.

Anchoring a standardised process for line selection, insertion and care. And promoting adoption by engagement with the key stakeholders.Establishing a structure to support placement and management of PICCs depends on whether the number of devices placed is enough to support the creation of a dedicated vascular access programme. Leadership plays a critical role to invest the resources for a functional VAT, understanding the financial and quality benefits associated.8 Not realising its value, hospital leaders may view the VAT as a non-revenue-generating service, putting it at risk when considering cost reduction strategies.

The value of the VAT expands from mitigating preventable events (eg, deep venous thrombosis, ) to enhancing patient experience (eg, less attempts to place a peripheral device).9 In addition, better outcomes help curb the financial risks (eg, hospital-acquired condition penalties)8 and improve hospital ratings. The VAT’s role encompasses placing PICCs and guaranteeing the proper selection of the intravascular device and its appropriate use.2The second element involves standardising processes for line selection and care, regardless of who is taking care of the device. Implementing policies to address indications, placement and maintenance and using standardised kits help minimise variation.

The creation of policies should be achieved through a multidisciplinary approach with VAT, nurses and physicians. The VAT can act as the ‘gate keeper’ evaluating whether the reason for PICC placement is aligned with indications. In addition, the VAT plays a critical role supporting nurses’ competencies for venous catheter use (eg, aseptic access and maintenance, addressing complications and mitigating risk)10 to reduce mechanical11 and infectious complications.12 The VAT performs regular rounds to mitigate process gaps (eg, dressing site intactness) and to identify complications (eg, PICC site erythema or drainage, arm swelling), and provides timely feedback on clinical performance.

The VAT can also serve as subject matter experts to the ordering physicians for the appropriate device type, based on vessel size and indications for use, how many lumens, site selection and a de-escalation plan for the patient prior to discharge. It also provides services should a device-related complication occur (eg, clotting), and works with clinicians to remedy the issue and salvage the device, thereby preventing a patient from losing their vascular access and/or having to replace it.The last element, and perhaps most significant, is to enhance the adoption of best practices through a partnership with the key stakeholders. PICC-associated outcomes are not only owned by the VAT, rather it is the responsibility of the clinicians, physicians and nurses to achieve those goals (table 1).

Physicians are an essential stakeholder group to engage as they are the ones responsible for ordering the PICC. An identified physician champion who partners and empowers the VAT will help resolve any barriers and be a liaison with the local physician community.13 The ideal physician champion should have the respect of peers, understand process optimisation and promote quality improvement. They need to be well versed on the appropriate indications for PICC use, the associated complications and risks and alternatives to the device.

The physician champion engages the leaders of the key disciplines responsible for requesting a PICC, educating them on the appropriate indications for use, the outcomes associated with PICC use, inviting them to be partners and responding to any of their concerns.View this table:Table 1 Disciplines and their support to mitigate PICC harmWhat about the key physician disciplines to engage?. Physicians can play an active role in enhancing PICC use through avoiding the unnecessary use of infusions. The consultation of infectious diseases specialists for intravenous antibiotic use appropriateness has been associated with less PICC use and lower complications.14 Similarly, having a surgeon support the decision for whether enteral or parenteral nutrition is needed will help reduce unnecessary device use.15 Disciplines like hospitalists or general internists care for a large number of patients and often order PICCs for venous access,16 while nephrologists may advocate avoiding the use of PICCs in the chronic kidney disease population in an effort for vein preservation.17 In hospitals with teaching programmes, the VAT and its physician champion may educate physicians in training on device choice, placement and duration of use, and address with their faculty competencies for line management.18 Engaging these disciplines, elucidating the indications for appropriate use and providing feedback and local data on the potential harm ensure accountability and further attention to PICC safety.In summary, the PICC is one of the primary solutions to achieve vascular access.

With up to one in five patients at risk for developing complications,19 it is incumbent on us to ensure that these devices are properly used and maintained. Identifying and overcoming system barriers are key to delivering sustainable safe outcomes. As a first step, clinical and administrative leaders, realising the financial and quality benefits, need to support the structure reflected by the VAT to enhance PICC care.

Second, the VAT must partner with disciplines (particularly nursing) to promote and ensure adequate competencies for placement and maintenance. Finally, clinical disciplines caring for the patient should instil a collaborative environment for better decision-making on when central access is required, and what device provides the safest and most effective delivery of care.Ethics statementsPatient consent for publicationNot required..

Drinking on antabuse

Healthy eating is essential for good health and wellbeing, and supports a healthy productive see here now workforce.The drinking on antabuse Policy enables organisations to demonstrate commitment to the health and wellbeing of staff, and visitors by providing healthy food and drink options consistent with the Eating and Activity Guidelines. The Ministry of Health encourages all organisations to consider adopting and/or tailoring the Policy to meet your organisation’s needs. The Policy has been adapted from the National Healthy Food and Drink Policy, developed by the National District Health Board Food and Drink Environments Network..

Healthy eating is essential for good health and wellbeing, and supports a healthy productive workforce.The Policy enables organisations to demonstrate commitment to the health and generic antabuse prices wellbeing of staff, and visitors by providing healthy food and drink options consistent with the Eating and Activity Guidelines. The Ministry of Health encourages all organisations to consider adopting and/or tailoring the Policy to meet your organisation’s needs. The Policy has been adapted from the National Healthy Food and Drink Policy, developed by the National District Health Board Food and Drink Environments Network..

Is antabuse safe

In the rural northeastern corner of Missouri, Scotland County Hospital has been Buy cipro online without a prescription so is antabuse safe low on staff that it sometimes had to turn away patients amid a surge in alcoholism treatment cases. The national alcoholism treatment staffing crunch means CEO Dr. Randy Tobler is antabuse safe has hired more travel nurses to fill the gaps. And the prices are steep — what he called “crazy” rates of $200 an hour or more, which Tobler said his small rural hospital cannot afford.

A little over 60% of his staff is fully vaccinated. Even as alcoholism treatment cases rise, though, a treatment mandate is out of is antabuse safe the question. €œIf that becomes our differential advantage, we probably won’t have one until we’re forced to have one,” Tobler said. €œMaybe that’s the thing that will keep nurses here.” As of Thursday, about 39% of U.S.

Hospitals had announced treatment mandates, said Colin Milligan, a spokesperson is antabuse safe for the American Hospital Association. Across Missouri and the nation, hospitals are weighing more than patient and caregiver health in deciding whether to mandate alcoholism treatments for staffers. The market for health care labor, strained by more than a year and a half of coping with the antabuse, continues to be pinched. While urban hospitals with deeper pockets for is antabuse safe shoring up staff have implemented treatment mandates, and may even use them as a selling point to recruit staffers and patients, their rural and regional counterparts are left with hard choices as cases surge again.

€œObviously, it’s going to be a real challenge for these small, rural hospitals to mandate a treatment when they’re already facing such significant workforce shortages,” said Alan Morgan, head of the National Rural Health Association. Without treatment mandates, this could lead to a desperate cycle. Areas with fewer vaccinated residents likely have fewer vaccinated hospital workers, too, making them more likely to be hard hit by the delta variant is antabuse safe sweeping America. In the short term, mandates might drive away some workers.

But the surge could also squeeze the hospital workforce further as patients flood in and staffers take sick days. Rural alcoholism treatment mortality is antabuse safe rates were almost 70% higher on average than urban ones for the week ending Aug. 15, according to the Rural Policy Research Institute. Despite the scientific knowledge that alcoholism treatment vaccinations sharply lower the risk of , is antabuse safe hospitalization and death, the lack of a treatment mandate can serve as a hospital recruiting tool.

In Nebraska, the state veterans affairs’ agency prominently displays the lack of a treatment requirement for nurses on its job site, The Associated Press reported. It all comes back to workforce shortages, especially in more treatment-hesitant communities, said Jacy Warrell, executive director of the Rural Health Association of Tennessee. She pointed out that some regional health care systems don’t qualify for staffing assistance from the National Guard as they have fewer than 200 beds is antabuse safe. A potential treatment mandate further endangers their staffing numbers, she said.

€œThey’re going to have to think twice about it,” Warrell said. €œThey’re going to have to weigh the risk and benefit there.” The mandates are having ripple effects throughout the health is antabuse safe care industry. The federal government has mandated that all nursing homes require alcoholism treatment vaccinations or risk losing Medicare and Medicaid reimbursements, and industry groups have warned that workers may jump to other health care settings. Meanwhile, Montana has banned treatment mandates altogether, and the Montana Hospital Association has gotten one call from a health care worker interested in working in the state because of it, said spokesperson Katy Peterson.

It’s not is antabuse safe just nurses at stake with treatment mandates. Respiratory techs, nursing assistants, food service employees, billing staff and other health care workers are already in short supply. According to the latest KFF/The Washington Post Frontline Health Care Workers Survey, released in April, at least one-third of health care workers who assist with patient care and administrative tasks have considered leaving the workforce. The combination of burnout and added stress of is antabuse safe people leaving their jobs has worn down the health care workers the public often forgets about, said interventional radiology tech Joseph Brown, who works at Sutter Roseville Medical Center outside Sacramento, California.

This has a domino effect, Brown said. More of his co-workers are going on stress and medical leave as their numbers dwindle and while hospitals run out of beds. He said nurses’ aides already is antabuse safe doing backbreaking work are suddenly forced to care for more patients. €œExplain to me how you get 15 people up to a toilet, do the vitals, change the beds, provide the care you’re supposed to provide for 15 people in an eight-hour shift and not injure yourself,” he said.

In Missouri, Tobler said his wife, Heliene, is training to be a volunteer certified medical assistant to help fill the gap in the hospital’s rural health clinic. Tobler is waiting to see if the larger St is antabuse safe. Louis hospitals lose staff in the coming weeks as their treatment mandates go into effect, and what impact that could have throughout the state. In the is antabuse safe hard-hit southwestern corner of Missouri, CoxHealth president and CEO Steve Edwards said his health system headquartered in Springfield is upping its minimum wage to $15.25 an hour to compete for workers.

While the estimated $25 million price tag of such a salary boost will take away about half the hospital system’s bottom line, Edwards said, the investment is necessary to keep up with the competitive labor market and cushion the blow of the potential loss of staffers to the hospital’s upcoming Oct. 15 treatment mandate. €œWe’re asking people to take bedpans and work all night and do really difficult work and maybe put themselves in harm’s way,” he is antabuse safe said. €œIt seems like a much harder job than some of these 9-to-5 jobs in an Amazon distribution center.” Two of his employees died from alcoholism treatment.

In July alone, Edwards said 500 staffers were out, predominantly due to the antabuse. The treatment mandate could keep that from happening, is antabuse safe Edwards said. €œYou may have the finest neurosurgeon, but if you don’t have a registration person everything stops,” he said. €œWe’re all interdependent on each other.” But California’s Brown, who is vaccinated, said he worries about his colleagues who may lose their jobs because they are unwilling to comply with treatment mandates.

California has mandated that health care workers complete their alcoholism treatment vaccination shots by the is antabuse safe end of September. The state is already seeing traveling nurses turn down assignments there because they do not want to be vaccinated, CalMatters reported. Since the mandate applies statewide, workers cannot go work at another hospital without treatment requirements nearby. Brown is frustrated that hospital administrators and lawmakers, who have “zero alcoholism treatment exposure,” is antabuse safe are the ones making those decisions.

€œHospitals across the country posted signs that said ‘Health care heroes work here.’ Where is the reward for our heroes?. € he asked. €œRight now, the hospitals are telling is antabuse safe us the reward for the heroes. €˜If you don’t get the treatment, you’re fired.’” Lauren Weber.

LaurenW@kff.org, @LaurenWeberHP Related Topics Contact Us Submit a Story Tip.

In the rural northeastern corner of Missouri, Scotland County Hospital has been so low generic antabuse prices on staff that it sometimes had to turn away patients amid a surge in alcoholism treatment cases. The national alcoholism treatment staffing crunch means CEO Dr. Randy Tobler has hired generic antabuse prices more travel nurses to fill the gaps.

And the prices are steep — what he called “crazy” rates of $200 an hour or more, which Tobler said his small rural hospital cannot afford. A little over 60% of his staff is fully vaccinated. Even as alcoholism treatment cases rise, though, generic antabuse prices a treatment mandate is out of the question.

€œIf that becomes our differential advantage, we probably won’t have one until we’re forced to have one,” Tobler said. €œMaybe that’s the thing that will keep nurses here.” As of Thursday, about 39% of U.S. Hospitals had announced treatment mandates, said Colin Milligan, a spokesperson for the American generic antabuse prices Hospital Association.

Across Missouri and the nation, hospitals are weighing more than patient and caregiver health in deciding whether to mandate alcoholism treatments for staffers. The market for health care labor, strained by more than a year and a half of coping with the antabuse, continues to be pinched. While urban hospitals with deeper pockets for shoring up staff have implemented treatment mandates, and may even use them as a selling point to recruit staffers and patients, their rural and regional counterparts are left with hard choices as cases surge again generic antabuse prices.

€œObviously, it’s going to be a real challenge for these small, rural hospitals to mandate a treatment when they’re already facing such significant workforce shortages,” said Alan Morgan, head of the National Rural Health Association. Without treatment mandates, this could lead to a desperate cycle. Areas with fewer vaccinated residents likely have fewer vaccinated hospital workers, too, making them more likely to be hard hit by the delta generic antabuse prices variant sweeping America.

In the short term, mandates might drive away some workers. But the surge could also squeeze the hospital workforce further as patients flood in and staffers take sick days. Rural alcoholism treatment mortality rates were almost 70% higher on average than urban ones for the week ending generic antabuse prices Aug.

15, according to the Rural Policy Research Institute. Despite the scientific knowledge that alcoholism treatment vaccinations sharply lower the risk of , hospitalization and generic antabuse prices death, the lack of a treatment mandate can serve as a hospital recruiting tool. In Nebraska, the state veterans affairs’ agency prominently displays the lack of a treatment requirement for nurses on its job site, The Associated Press reported.

It all comes back to workforce shortages, especially in more treatment-hesitant communities, said Jacy Warrell, executive director of the Rural Health Association of Tennessee. She pointed out that some regional health care systems don’t qualify for staffing assistance from generic antabuse prices the National Guard as they have fewer than 200 beds. A potential treatment mandate further endangers their staffing numbers, she said.

€œThey’re going to have to think twice about it,” Warrell said. €œThey’re going to have to weigh the risk and benefit there.” The mandates are having ripple generic antabuse prices effects throughout the health care industry. The federal government has mandated that all nursing homes require alcoholism treatment vaccinations or risk losing Medicare and Medicaid reimbursements, and industry groups have warned that workers may jump to other health care settings.

Meanwhile, Montana has banned treatment mandates altogether, and the Montana Hospital Association has gotten one call from a health care worker interested in working in the state because of it, said spokesperson Katy Peterson. It’s not generic antabuse prices just nurses at stake with treatment mandates. Respiratory techs, nursing assistants, food service employees, billing staff and other health care workers are already in short supply.

According to the latest KFF/The Washington Post Frontline Health Care Workers Survey, released in April, at least one-third of health care workers who assist with patient care and administrative tasks have considered leaving the workforce. The combination of generic antabuse prices burnout and added stress of people leaving their jobs has worn down the health care workers the public often forgets about, said interventional radiology tech Joseph Brown, who works at Sutter Roseville Medical Center outside Sacramento, California. This has a domino effect, Brown said.

More of his co-workers are going on stress and medical leave as their numbers dwindle and while hospitals run out of beds. He said nurses’ aides already doing backbreaking work are suddenly forced to care for more patients generic antabuse prices. €œExplain to me how you get 15 people up to a toilet, do the vitals, change the beds, provide the care you’re supposed to provide for 15 people in an eight-hour shift and not injure yourself,” he said.

In Missouri, Tobler said his wife, Heliene, is training to be a volunteer certified medical assistant to help fill the gap in the hospital’s rural health clinic. Tobler is waiting generic antabuse prices to see if the larger St. Louis hospitals lose staff in the coming weeks as their treatment mandates go into effect, and what impact that could have throughout the state.

In the hard-hit southwestern corner of Missouri, CoxHealth president and CEO Steve Edwards said his health generic antabuse prices system headquartered in Springfield is upping its minimum wage to $15.25 an hour to compete for workers. While the estimated $25 million price tag of such a salary boost will take away about half the hospital system’s bottom line, Edwards said, the investment is necessary to keep up with the competitive labor market and cushion the blow of the potential loss of staffers to the hospital’s upcoming Oct. 15 treatment mandate.

€œWe’re asking people to take bedpans and work all night generic antabuse prices and do really difficult work and maybe put themselves in harm’s way,” he said. €œIt seems like a much harder job than some of these 9-to-5 jobs in an Amazon distribution center.” Two of his employees died from alcoholism treatment. In July alone, Edwards said 500 staffers were out, predominantly due to the antabuse.

The treatment mandate could keep generic antabuse prices that from happening, Edwards said. €œYou may have the finest neurosurgeon, but if you don’t have a registration person everything stops,” he said. €œWe’re all interdependent on each other.” But California’s Brown, who is vaccinated, said he worries about his colleagues who may lose their jobs because they are unwilling to comply with treatment mandates.

California has generic antabuse prices mandated that health care workers complete their alcoholism treatment vaccination shots by the end of September. The state is already seeing traveling nurses turn down assignments there because they do not want to be vaccinated, CalMatters reported. Since the mandate applies statewide, workers cannot go work at another hospital without treatment requirements nearby.

Brown is frustrated that hospital administrators and lawmakers, who have “zero alcoholism treatment exposure,” are the ones making generic antabuse prices those decisions. €œHospitals across the country posted signs that said ‘Health care heroes work here.’ Where is the reward for our heroes?. € he asked.

€œRight now, the hospitals are generic antabuse prices telling us the reward for the heroes. €˜If you don’t get the treatment, you’re fired.’” Lauren Weber. LaurenW@kff.org, @LaurenWeberHP Related Topics Contact Us Submit a Story Tip.

Standard dimensioner og legeringer
Teoretisk vægt for standard dimensioner kg/m

D x d mm

JM 1-15 Rødgods

JM 3-15
Tin-bronze

JM 5-15
Bly-tin-bronze

JM 7-15/20 Aluminiumbronze

10x0

EXT 0,6

13x0

1.2

1.2

EXT 1,0

16x0

1.8

1.8

EXT 1,5

19x0

2.5

2.5

EXT 2,2

21x0

3.1

3.1

3.1

EXT 2,6

23x0

3,7

*3,7

EXT 3,2

26x0

4.7

4.7

4.7

EXT 4,0

26x14

3.5

3.5

3.5

26x18

2.5

28x0

5,9

5,9

EXT 4,7

29x13

4.7

4.7

4.7

29x19

3.6

31x0

6.7

6.7

6.7

EXT 5,7

31x14

5.5

*5,5

5.5

31x19

*4,5

33x0

7.6

7.6

EXT 6,5

33x13

6.4

*6,4

33x19

5.3

5.3

4.6

33x23

3.9

36x0

9.1

9.1

EXT 7,7

36x14

7.9

36x19

6.8

6.8

6.8

36x24

5.4

38x0

10.6

*10,6

EXT 9,1

39x26

5.9

39x28

5.2

41x0

11.8

11.8

11.8

EXT 10,0

41x13

10.6

10.6

41x18

9.5

9.5

9.5

41x23

8.1

41x28

6.3

42x28

5.9

43x0

12.9

12.9

43x26

*8.2

8.2

8.2

43x33

5.3

46x0

14.8

14.8

EXT 12,6

46x13

13.6

13.6

46x18

12.5

46x23

11.1

11.1

11.1

46x28

9.3

46x33

7.2

7.2

7.2

47x23

10.0

47x28

8.5

51x0

18.2

18.2

18.2

15.5

51x18

15.9

15.9

15.9

51x23

14.5

51x28

12.7

12.7

12.7

51x33

10.6

51x38

8.1

8.1

52x18

14.2

52x23

13.0

52x28

11.5

52x38

7.5

56x0

21.9

21.9

18.7

56x18

*19.6

56x23

18.2

56x28

16.4

56x33

14.3

14.3

56x38

11.8

56x43

9,0

57x43

8.4

61x0

26.0

26.0

26.0

22.2

61x18

23.7

23.7

61x23

22.3

61x28

20.5

20.5

61x33

18.4

61x38

15.9

15.9

61x43

13.1

61x48

9.9

9.9

9.9

62x18

21.0

62x28

18.3

62x38

14.3

62x48

9.2

67x0

31.0

31.0

26.8

67x18

29.1

67x23

*27,7

67x28

25.9

67x33

*23,8

67x38

21.3

67x43

18.5

18.5

15.8

67x48

15.3

67x53

11.7

72x0

35.8

35.8

35.8

30.9

72x18

34.0

34.0

72x23

*32,5

27.8

72x28

30.8

30.8

72x33

28.6

72x38

26.1

26.1

22.3

72x43

23.3

72x48

20.1

20.1

17.2

72x53

16.6

16.6

72x58

12.7

10.9

77x0

41.0

41.0

35.4

77x23

37.7

77x28

*35,9

77x33

33.8

77x38

31.4

31.4

77x43

28.5

77x48

25.3

77x53

21.8

21.8

77x58

17.9

15.3

77x63

*13.7

82x0

46.4

46.4

46.4

40.1

82x28

41.5

41.5

41.5

82x33

*39,4

82x38

36.9

31.5

82x43

34.1

34.1

82x48

30.9

26.4

82x53

27.4

82x58

23.5

23.5

20.1

82x63

19.3

82x68

14.7

12.5

87x0

52.3

52.3

45.2

87x28

47.4

*47,4

87x33

*45,3

87x38

*42,8

36.6

87x43

*40,0

87x48

36.8

87x53

33.3

87x58

29.4

29.4

25.1

87x63

25.2

87x68

20.6

87x73

15.7

92x0

58.5

58.5

58.5

50.5

92x28

53.7

92x33

*51,5

*51,5

92x38

49.0

92x43

*46.2

92x48

43.1

43.1

36.8

92x53

*39.5

92x58

35.6

30.4

92x63

31.4

92x68

26.8

26.8

22.9

92x73

21.9

92x78

16.6

97x0

65.8

65.8

56.2

97x38

55.6

97x43

*52,8

97x48

49.6

97x53

*46,1

97x58

*42,3

97x63

38.0

97x68

33.4

33.4

97x73

28.5

97x78

23.2

97x83

*17.6

102x0

72.7

72.7

72.7

62.1

102x38

62.6

102x48

56.6

56.6

48.4

102x58

49.2

49.2

42.0

102x68

40.4

34.5

102x73

35.0

102x78

30.2

25.8

102x83

*24.6

102x88

18.6

107x58

56.7

107x63

52.2

52.2

107x73

*42.8

107x78

37.5

107x83

31.9

107x88

25.9

112x0

87.7

87.7

87.7

74.9

112x38

77.6

112x48

71.5

71.5

61.1

112x58

64.1

54.8

112x63

60.0

112x68

55.3

47.3

112x78

45.1

45.1

112x88

33.6

28.7

112x93

27.2

117x63

67.9

117x73

58.4

58.4

117x83

47.5

117x93

*35.2

117x98

28.6

122x0

104.0

104.0

104.0

88.9

122x68

71.7

71.7

61.2

122x78

61.5

122x88

49.2

42.6

122x98

36.9

31.5

122x103

*29,9

127x63

85.0

85.0

85.0

127x73

75.5

127x83

64.6

127x93

52.3

127x103

38.6

127x108

31.2

132x0

121.8

121.8

122.0

104.0

132x68

89.1

132x78

79.2

67.7

132x88

67.6

132x98

53.9

132x108

40.2

135x0

108.7

137x73

93.9

137x93

*70,7

137x103

57.0

142x0

140.9

140.9

141.5

120.4

142x58

117.4

142x78

98.4

98.4

142x88

74.1

142x98

73.0

142x108

58.7

142x118

43.6

147x103

76.9

147x123

45.3

152x0

161.5

161.5

162.0

137.9

152x88

107.3

152x98

94.3

94.3

80.6

152x108

79.9

152x118

64.1

64.1

152x128

47.0

162x0

183.4

183.4

183.5

156.7

162x98

116.3

116.3

116.3

162x118

86.1

73.5

162x128

68.9

162x138

50.3

50.3

172x0

207.0

207.0

172x108

125.2

*107,0

172x128

92.2

172x138

73.6

172x148

53.7

53.7

182x0

232.0

232.0

EXT 197.8

182x118

134.1

182x128

117.5

*99,9

182x138

98.4

182x148

78.4

182x158

57.0

57.0

192x0

258.0

258.0

EXT 220.1

192x128

143.1

192x148

104.5

*89,3

192x168

60.4

202x0

285.0

285.0

202x98

218.0

218.0

218.0

202x138

152.0

152.0

202x148

*112,8

202x158

110.7

202x178

63.7

205x82

*246,8

212x138

180.4

212x148

161.0

212x158

*119,2

212x168

116.8

212x178

92.6

212x188

66.0

222x0

344.0

344.0

222x98

277.2

277.2

222x148

191.3

222x168

147.1

*125,7

222x178

123.0

222x188

97.4

232x158

201.6

201.6

232x178

154.7

*132,1

232x188

129.1

232x198

102.1

242x168

212.0

212.0

242x188

162.2

*138,6

242x198

135.3

242x208

106.9

252x0

444.0

444.0

252x178

222.3

*189,9

252x198

169.8

252x208

141.4

252x218

111.6

262x198

*175,7

262x218

147.6

262x228

116.4

272x168

319.7

319.7

272x228

153.7

272x238

121.1

276x0

*532,5

282x218

*191,0

282x238

159.9

282x248

125.9

292x188

348.8

292x248

166.0

302x148

484.4

302x198

363.3

363.3

*310,4

302x258

172.1

322x238

*280,8

332x248

*290,9

332x273

249.4

352x148

713.0

362x293

315.8

*269,8

392x343

251.6

402x148

976.5

402x348

*241,8

Firkant stænger
Standard dimensioner og legeringer
Standardlængder: 500, 1000, 2000 mm

A x B mm

JM 1-15 Rødgods

JM 3-15
Tin-bronze

JM 7-15/20 Aluminiumbronze

30x30

*6,8

32x32

9,1

9,1

40x40

*12,0

42x42

15,7

15,7

45x45

*15,2

52x12

5,6

5,6

52x14

6,5

6,5

52x18

8,3

8,3

52x22

10,2

10,2

52x52

24,1

24,1

55x55

*22,7

60x60

*27,4

67x12

7,2

7,2

67x14

8,3

8,3

67x18

10,7

10,7

67x22

13,1

13,1

67x32

19,1

19,1

16,3

70x70

*43,6

80x42

25,8

80x51

31.3

82x12

8,8

8,8

82x14

10,2

10,2

82x18

13,1

13,1

82x22

16,1

16,1

102x12

10,9

10,9

102x14

12,7

12,7

102x18

16,3

16,3

102x22

20,2

20,2

102x52

47

103x30

*23,5

105x55

44.2

122x18

19,5

19,5

122x22

23,9

23,9

130x63

62.6

130x65

74,7

142x18

22,7

22,7

142x22

27,8

27,8

150x70

*79,8

150x90

102,6

162x18

26

26

162x22

31,7

31,7

162x72

103

182x18

29,2

29,2

182x22

35,6

35,6

185x90

*126,5

202x18

32,4

32,4

202x22

39,6

39,6

202x30

*46,1

Sekskant stænger
Standard dimensioner og legeringer
Standardlængder: 500, 1000, 2000, 3000 mm. Sekskantstænger m/ hul fremstilles på bestilling

NV mm

JM 1-15 Rødgods

17

2,2

18

2,5

22

3,7

24

4,4

26

5,2

28

6

32

7,9

36

10

44

14,9

50

19,3