A comparison of oral, tympanic, and rectal temperature measurement in the elderly 1,2 1This research was performed at Brooke Army Medical Center in San Antonio, Texas. 2This article represents the views of the authors and is not to be interpreted as official or as representing the US Army, US Air Force, or the Department of Defense.

2002 ◽  
Vol 22 (2) ◽  
pp. 153-157 ◽  
Author(s):  
Shawn M Varney ◽  
David E Manthey ◽  
Victoria E Culpepper ◽  
Joseph F Creedon
1985 ◽  
Vol 1 (S1) ◽  
pp. 153 ◽  
Author(s):  
William F. McManus

Successful management of a mass casualty situation involving 45 injured marines following a fire in Japan demonstrates the important principles of triage, patient movement, quality patient care, logistics, communication and medical direction.Following the accident, the US Army Institute of Surgical Research assembled a burn team consisting of three surgeons, three nurses, one microbiologist and eleven clinical specialists (three of whom were inhalation therapy technicians) and the equipment and supplies necessary to treat and transport these patients. The US Air Force Military Airlift Command transported the team and equipment to Japan in a C–141 Starlifter Medevac plane and pre-positioned a second C–141 in Japan for the return flight. Additional ventilators and supplies were mobilized from Japan, Okinawa, the Philippines and Alaska.


2016 ◽  
Vol 2 (1) ◽  
Author(s):  
Kathryn E. Myhre ◽  
Bryant J. Webber ◽  
Thomas L. Cropper ◽  
Juste N. Tchandja ◽  
Dale M. Ahrendt ◽  
...  
Keyword(s):  

2021 ◽  
Vol 19 (December) ◽  
pp. 1-11
Author(s):  
Melissa Little ◽  
Xin-Qun Wang ◽  
Margaret Fahey ◽  
Kara Wiseman ◽  
Kinsey Pebley ◽  
...  

Author(s):  
Mark Reid ◽  
Dan Ashcraft

The US Air Force's (USAF) Pacific Air Forces (PACAF) has an effective approach to turning observations of problems into accomplished actions and mission improvements. This common-sense approach relies on 1) motivated buy-in and participation from the Chief Stakeholder (i.e., CEO, Commander, the Boss); 2) a standard assessment framework; 3) experienced, enduring, corporate memory-equipped assessors; 4) Chief Stakeholder's confidence in his assessors; 5) mid-managers empowered to fix their own problems; 6) access for the assessors to the Chief Stakeholder; and 7) an empowered ramrod to enforce the process and ensure follow-through. This chapter relates the steps of PACAF's process, which Headquarters (HQ) US Air Force called in 2012 “the Air Force's Best Practice at turning observations into progress” and illustrates these steps with PACAF's very positive experiences.


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