Medivators absolutely covers a wide range of AER needs for high-level disinfection of endoscopes and their accessories. They have even developed solutions for small practices with very little space by offering countertop versions and larger practices that demand higher efficiency and throughput with dual basin versions capable of processing a number of endoscopes concurrently. Here is how they outline their AERs categorically.

MedivatorSTERIS

These strengths highlight the programme's innovative delivery methods, integrating unique content relevant to its audience, and the effective use of resources to maintain a high-quality educational offering.

As the Dean of Graduate Studies overseeing the MBA programme at the Royal Military College (RMC), addressing the opportunities identified by the External Review Committee (ERC) involves strategic, operational, and educational initiatives tailored to enhance the programme's effectiveness, relevance, and resilience. Here's an overview of the approach to each opportunity:

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This table provides a structured overview of the steps RMC is planning to take in response to the ERC's recommendations, demonstrating a clear commitment to enhancing the quality, relevance, and resilience of the MBA programme.

With the acquisitions made prior to 2004 Cantel experienced a 31.5% increase in revenue and decided to seek even larger companies to target for acquisition. The primary revenue range of these targets would be at least 25 million. In 2005 Olympus pulled the plug on its $38 million a year contract mentioned in the "Cantel Origins" section above. This was a huge blow to its stock price cutting it almost in half. But the purchase of Crosstex International for 77.9 million helped the stock climb back relatively quickly.

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Chair: The unique significance of internal communications within the Canadian Armed Forces (CAF) presents an opportunity to add a distinctive element to our MBA programme. We will develop a non-credit, compulsory course on internal communications, leveraging the expertise within the CAF. This course will be integrated throughout the MBA programme to ensure that students develop these essential skills in a timely manner. The course design will prioritize accessibility and relevance, incorporating technology and existing resources to deliver a high-quality educational experience.

MedivatorADVANTAGE

The External Review Committee (ERC) identified several areas of opportunity for the RMC MBA programme, which can be summarized as follows:

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Dean: I fully support the initiative to review and potentially restructure MBA 505. Ensuring that the weight of the project is adequate is essential for workload planning. Removing the aspect of research/consulting from the programme would be a detriment so that flexibility will be critical to the approach. Flexibility in how to carry out the MRP not only caters to diverse student interests and career aspirations but also increases the practical relevance of our programme. These adjustments will align the course's workload with its learning outcomes more effectively.

Medivators was purchased by Cantel on May 31st, 2001 and more recently is going through the process of rebranding to Cantel. While the web site domain, medivators.com still exists, their web site indicates that "Medivators is now Cantel" and the logo is the "Cantel" logo.

The Minntech acquisition in 2001 was part of Cantel's strategy to bolster its strength in the infection control and medical device reprocessing market. Minntech has successfully focused on disinfection and reprocessing systems for renal dialysis as well as filtration. With the addition of Minntech Cantel's revenues doubled and considerably changed Cantel's mix of business. Prior to the acquisition, approximately 80% of its revenue stemmed from capital equipment sales and 20% from consumables. After the acquisition these percentages reversed making the company much more profitable.

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Walter sold his company in 1962 to Charvoz-Carson. The company's focus was refined as a distributor of optical, audio, drafting and engineering equipment. The company also offered art supplies.

These areas of opportunity highlight the need for a new strategic plan that takes into consideration the new competitive environment for MBA programmes post-pandemic. There will be another IQAP review within a short turnaround to meet the RMC IQAP planning horizon - this will permit some consideration of accreditation efforts, risk management for organizational vulnerabilities, and curriculum enhancement to address specific skills relevant to the programme's unique context within the CAF and federal government.

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Cantel continued acquisitions and refinement of their target industries and by 2005 their revenues were almost 200 million with a net income of 15.5 million.

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The acquisition of Dyped Medical B.V. strategically supported Minntech's technological strengths providing an endoscope disinfection system that was compliant with European regulations.

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Biolab Equipment Ltd. Was acquired on the same day as Mar Cor Purification in 2003. These two acquisitions further solidified Cantel's objective of being involved in the water treatment market. Founded in 1969, Biolab focused on "ultra-pure water" technologies for the medical, biotechnology, pharmaceutical and semi-conductor industries.

The MBA Programme Self-Study Report was completed for the period including 2014-2020. It contained the degree level expectations for the programme, an analytical assessment of the programme, programme-related data, survey data from the Office of Quality Assurance and appendices of (a) CVs of all participating faculty members and sessional instructors, (b) Curriculum Review report completed in 2013, (c) DLE and curriculum mapping, (d) performance measures by DLE, (e) report regarding library services and (f) collated survey results and analysis.

In 1986 Charvoz-Carson acquired Stendig Industries, Inc. diversifying even further. Stendig Industries was a manufacturer and importer of residential and contract furniture. In an attempt to focus even more on furniture Charvoz-Cason changed its name to Stendig Industries and bought several other furniture related businesses. While their revenues had doubled in 5 years to 52 million, the extreme diversification and lack of focus proved to be unprofitable and in 1988 began an effort to reorganize and hired a new CEO, James P. Reilly.

Hu-Friedy focuses on dental products and has a comprehensive product portfolio some of which include solutions for Chairside management, Cleaning Solutions, Sterilization & Monitoring, Education, IP Consumables and Storage Tracking.

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Cantel also has a Canadian subsidiary, Carsen Group. Through this subsidiary Cantel markets and distributes medical related equipment and instruments as well as industrial equipment. An example of some of these products are flexible and rigid endoscopes, endoscope disinfection equipment and scientific equipment including image analysis hardware and software.

Reilly began selling businesses and reshaping the company's focus. Because the company's most valuable asset was the distribution agreement with Olympus Optical Co, Reilly decided to focus on medical products. And while this refocus included microscopes their primary focus was on endoscopes. The company did in fact continue to distribute Olympus cameras however throughout the 1990s.

The Crosstex International subsidiary of Cantel focuses on the dental market. They have U.S. facilities and also have a manufacturing facility in Japan, Netherlands and Argentina. They manufacture products such as facemasks and shields, disinfectants, barrier films, sanitizers, patient bibs and other cotton and gauze products. The dental market made a lot of sense as the next medical arena to add to their focus as dental practices have many of the same needs as medical offices with regards to the infection control market.

In 2004 Cantel acquired Saf-T-Pak with the strategy of becoming proficient with medical packaging and training. Saf-T-Pak focused on safely transporting blood, tissue and infectious materials. They were located in Canada and only had revenues of 5 million a year, but was an entry for Cantel into this market.

The ERC Report provided positive feedback on the outcomes of the MBA. It also confirmed that the MBA programme is delivering an academically rigorous programme to its students and that its standards meet those of similar programmes nationally and internationally. However, the ERC identified areas of opportunity and update for the programme to keep the RMC MBA competitive. The Dean of Graduate Studies, the Division and the MBA programme are responsible for implementing and monitoring the progress of the proposed action plan.

At that time in 2001, information on Crunchbase.com gave the following as descriptions of each of the companies. The description helps to better understand where the companies were already vs where they are today.

Dean: Addressing the vulnerability of our programme due to reliance on a limited number of staff in critical areas is of utmost importance. Your plan to conduct a risk analysis and develop contingency plans is both prudent and necessary. I am particularly supportive of exploring partnerships and enhancing cross-training to build a more resilient operational framework. Understanding that next steps may require additional consultation and approvals from outside the Division of Graduate Studies.

Cantel Medical Corporation is clearly one of the industry leading manufacturers of medical equipment. Cantel is an American company who is based in Little Falls, NJ and focuses in the "Medical Devices" industry. It was founded in 1963 and primarily focuses on infection prevention and compliance, water purification and filtration.

The Dean of Graduate Studies, in consultation with the Programme Chair for the period of review, prepared this Final Assessment Report on March 3rd, 2024.  Specific recommendations are discussed, and follow-up actions and timelines are provided.

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Chair: The need for an updated strategic plan has been duly noted, and we acknowledge its importance in guiding the programme's future direction. A strategic planning committee will be formed, comprising faculty, students, alumni, and industry stakeholders, to ensure a comprehensive and inclusive planning process. The committee will conduct a SWOT analysis to identify the strengths, weaknesses, opportunities, and threats related to the MBA programme. This analysis will inform the development of a strategic plan that aligns with RMC’s overall objectives and the unique needs of our students, focusing on growth, innovation, and accreditation.

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Chair: The vulnerability of the programme due to its reliance on a limited number of staff for critical services, particularly in information systems, requires immediate attention. We plan to conduct a detailed risk analysis and develop comprehensive contingency plans for each critical service area. This effort will include exploring partnerships and external support options to reduce our reliance on single points of failure and enhancing cross-training and knowledge sharing among our team to build a more resilient operational framework. Was noted twice in the ERC – information systems is a high risk part of the MBA programme. With only one person running the learning management system on which, the entire MBA programme relies, the vulnerability is extreme. In some way, this must be addressed. This is an ongoing issue for all programmes at all levels.

Dean: The need for an updated strategic plan is indeed crucial for the MBA programme direction and growth. I am particularly pleased with the idea of forming a strategic planning committee that includes a wide range of stakeholders. This inclusive approach will undoubtedly lead to a more robust and comprehensive plan, guiding us towards innovation, growth, and enhanced accreditation prospects. The interdisciplinary nature of the MBA has been one of its core strengths since the inception of the new programme structure and we would like to build on that inclusive approach.

Medivators DSD EDGE

Mar Cor was acquired in 2003. They market themselves as the leading supplier of the world's best water filtration and purification systems. Having been in business for over 4 decades there's a good argument that they're correct. They've focused their business in the medical, commercial and industrial segments and not only supply water filtration systems but also offer disinfection products.

In accordance with the Royal Military College of Canada (RMC) Institutional Quality Assurance Process (IQAP), this Final Assessment Report (FAR) provides a synthesis of the external evaluation and internal response and assessments of the Interdisciplinary graduate programme in Business Administration offered by the Division of Graduate Studies. This report identifies the significant strengths of the programmes, along with opportunities for improvement and enhancement, and sets out and prioritizes the recommendations selected for implementation.

Cantel originated from a business that Walter Carsen founded in 1946. Walter went to London as a teen ager with the objective of learning about the optical industry. In 1941 Walter immigrated to Canada and settled in Toronto enlisting in the Canadian army. After the war he realized that 35mm cameras would soon be the rage and started a business with practically no funding. He scraped by until in 1949 he contracted with Olympus in Japan to distribute 35mm cameras and related optical products. He spent a great deal of time seeking marketing rights throughout Europe for microscopes, telescopes, fiber-optic devices and binoculars. Within twelve years his company was doing 10 million plus in annual sales.

The company has purchased many companies throughout its history. Some of those companies are; Medivators, Crosstex, Mar Cor Purification, Minntech Corporation Saf-T-Pak, Aexis Medical (based in Belgium), Ashland, Dyped Medical B.V., Hu-Friedy, Skippack and The Biolab Group. We've included a brief summary and some of the main products for the more prominent acquisitions below.

MEDIVATORS ADVANTAGE PLUS

The strengths of the MBA program, as noted by the External Review Committee (ERC) in the report, include but were not limited to the following:

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Two arm’s-length external reviewers (Dr. Brent Gallupe, Queen's University, and Dr. Terry Beckman, Athabasca University) were selected from a list of possible reviewers and approved by the Deans of Social Sciences and Humanities and Graduate Studies.  An internal reviewer, Dr. James McKay from the Dept of Politics, was also selected for participation in the ERC.  They reviewed the self-study documentation and conducted a virtual visit on 6-7 December 2023. During the visit, the ERC met with the Vice-Principal of Academics, the Dean of Graduate Studies, the Chair of the MBA programme for the period of the review, the Director of QA, RMC Head Librarian, Ms. Sarah Toomey, a cross-section of faculty, students, and operations staff. The ERC subsequently produced a Report based on the Self-Study and site visit.

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Medivators focus has seemed to remain steadfast with regards to medical device reprocessing, products having to do with Endoscopy procedures and prevention of infection. Their Endoscopy division offers a large range of infection prevention solutions focusing on two main areas, endoscope reprocessing and endoscopy related procedure products.

Dean: Membership in AACSB and BSAC has created a better understanding of the importance of accreditation. The strategic priority to pursue formal accreditation, especially from a prestigious body like AACSB, is essential for elevating our programme's reputation and quality. Establishing a dedicated task force to lead this effort is a wise move, and I fully support the systematic approach to meet and exceed accreditation standards. This will not only benefit our current and future students but also strengthen our programme's competitive edge.

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Chair: Recognizing the critical feedback regarding the ambitious nature of MBA 505, we will initiate a comprehensive review of the course's structure and requirements. The aim is to ensure that the workload and expectations are aligned with the allocated time and learning outcomes. This approach will not only diversify the learning experience but also enhance the applicability of the course to real-world scenarios, making it more relevant to the diverse career paths of our graduates.

The reviewers submitted their report in December 2023, their report indicated that programme requirements and learning outcomes were clearly identified.  Programme admission standards are in line with provincial and national standards, and the MBA graduate programme compares well in both the Canadian and broader North American contexts.

Chair: The pursuit of accreditation, particularly from AACSB, is a strategic priority to enhance the programme's reputation and ensure its quality. We will establish a task force to lead this effort, which will assess and decide on the most appropriate accreditation body. This task force will be responsible for implementing the necessary systems, processes, and guidelines to meet accreditation standards, including an assurance of learning system. This systematic approach will not only support our accreditation efforts but also foster a culture of continuous improvement within the programme.

Dean: Finally, the proposal to develop a non-credit, compulsory course on internal communications, tailored to the unique context of the Canadian Armed Forces, is an innovative addition to our MBA programme. This course will not only distinguish our programme but also equip our students with vital skills that are highly valued in the military and beyond.

Skippack, founded in 1971 in Pennsylvania provided water treatment equipment design, project management, installation, maintenance, deionization and mixing systems.

We carry, repair and service the leading manufacturer's medical devices, equipment, products and consumables. So we thought it would make sense to spend a little time talking about one of the leaders in the market, Cantel Medical Corp.