Mediracer UK Ltd. Carpal Tunnel Syndrome and Ulnar Nerve Testing

  Mediracer UK Ltd. specializes in CTS = Carpal Tunnel Syndrome testing. The company recently opened a new office in Oxford, United Kingdom.

UK has been an important market for the medical technology company that started 2002. The CEO Veijo Lesonen told that their new UK operation now employs three experts.

- In addition to myself we have Product Manager Pasi Karsikas and Product Specialist Nick Hamer on board since August 16, 2010.

Mediracer is prospecting for an expanding market in the general health care segment. Mr. Lesonen says that the Mediracer Carpal Tunnel Syndrome testing system has already been adapted by fifty organizations in the field of special health care.

- The British health care system is going through fundamental changes and Mediracer wants to take part in this transformation with its point of care testing systems. We’re also launching a new option to test the ulnaris nerve, Veijo Lesonen explains.

The Ulnar Nerve

The ulnar nerve is one of the three main nerves in the arm. It travels from under the collarbone and along the inside of the upper arm. It passes through a tunnel of tissue (the cubital tunnel) behind the inside of the elbow.

- You can feel the nerve through the skin. It is commonly called the "funny bone”, says Mr. Veijo Lesonen.

This new measurement means that the Mediracer’s point of care device can be used to test eighty per cent of the nerve functions in the human hand.

The nerve travels under muscles on the inside of the arm and into the hand on the side of the palm with the little finger. As the nerve enters the hand, it travels through another tunnel (Guyon's canal).

According to the website “Your Orthopaedic Connection”, the  nerve entrapment occurs when the ulnar nerve in the arm becomes compressed.

- When this happens, the nerve does not function normally, explains Veijo Lesonen.

The ulnar nerve functions to give sensation to the little finger and the half of the ring finger that is near the little finger. It also controls most of the little muscles in the hand that help with fine movements, and some of the bigger muscles in the forearm that help to make a strong grip.

UK is important

CEO Veijo Lesonen concludes that the UK market is an important testing ground for Mediracer UK Ltd.

- Finland and the Scandinavian countries combined are less than half of this single market. This is why we are investing in a customer support centre in Oxford, UK.

For more information, please contact:

• www.mediracer.co.uk

Mediracer UK Ltd.
Clarendon House
52 Cornmarket Street
Oxford, OX1 3HJ

Tel.: +44 844 800 2617
Fax: +44 844 800 2618
Email: info (at) mediracer.co.uk

Medical Writing Goes Digital

I’ve been doing Digital Storytelling for more than a decade. What new could be done in the field of medical electronics writing?

Digital has been growing exponentially for 15 years now. But where’s the education that supports further development? How many medical writers are there in the Finnish blogosphere blogging about the healthcare industry?

We could create a team blogging about a medical startups. In three months, the project team has to come up with an idea for a Web-based business support operation, pitch it to a venture capitalist and design a site.

Along with technology and creative skills, the program also needs to emphasize entrepreneurship. The digital platform is ubiquitous. Today, it’s just a part of everyone’s way of thinking and communicating and sharing, connecting, buying, doing business.

It’s probably the fastest-paced industry almost anybody could be in right now.

• we can help to create digital marketing strategies for the medical industry
• we want to transform a technology-focused approach to a practical, easy to handle working model
• learning the newest technologies on the job takes time while digital content development is time-consuming
• copywriters and art directors will help the teams to churn out portfolios of creative concepts

We’ve to ensure that the clients are getting what they needed to grow and develop, especially in areas that combine creative approaches and technology.

Policy Exchange Research Notes

ALL CHANGE PLEASE

Professor James Barlow, Jamie Burn, Gavin Lockhart

EXECUTIVE SUMMARY

The NHS’ performance in taking up and spreading innovations and existing best practice is variable. All Change Please is an inquiry into what can be done to improve this position.

All Change Please has been my summer reading. NHS is taking a deep dive into innovations and how to set them into practice in British healthcare. Mediracer has a role in this project. For more information, please, read this posting.


DEFINING OUR TERMS – WHAT IS ‘INNOVATION’ AND ‘BEST PRACTICE’?

We follow Greenhalgh et al’s description of innovation as ‘a novel set of behaviours, routines, and ways of working that are directed at improving health outcomes, administrative efficiency, cost effectiveness, or user’s experience, and that are implemented by planned and coordinated actions’.

Within this umbrella definition there are different forms of innovation – some innovations may be technological (such as a new medical device) and others may be changes in care practices or the organisational arrangements for delivering care. The boundaries are often blurred, however, with new technologies commonly requiring new practices or organisational forms for their successful introduction. Different strategies to encourage adoption and manage implementation are therefore necessary, depending on the nature of the innovation.

• Mediracer is a technical device for distributed diagnosis of Carpal Tunnel Syndrome. Professional diagnostic services can be taken closer to customers and patients.
  

‘Best practice’ can be defined as the most efficient and effective way of accomplishing a task, based on repeatable procedures that are proven to work in practice. Examples of best practice can be found in pockets of excellence within the NHS, but often fail to spread.

• Take a look at the Mediracer Medical Futures Award Gallery 2007.
  

Spreading innovation and best practice in the NHS typically involves two forces: a ‘push’ from government and commissioning organisations, as well as manufacturers, and a ‘pull’ from health service delivery organisations.

Local organisations do not have the capacity to identify, collect and assess every new technology coming to market, meaning that efficient central mechanisms are required to ensure all NHS patients benefit from important advances. But to embed best practice in every area, and update it with every new innovation, would be a huge drain on resources and would negate local ‘incremental’ improvement by returning to bureaucratic governance. Therefore, incentives for self-improvement are also required.