If you choose the wrong lab management software, you may end up costing yourself a lot of time and money. That’s why when it’s time to buy lab management software, you have to look at all the options to determine what’s best for your lab, and that doesn’t necessarily mean the cheapest option. You need to take the time to look at what the software offers, how flexible the software is, are upgrades available and for how much, and the company’s reputation, among other things.

Seem a bit overwhelming? It doesn’t have to be. We recently talked with Alan Barnes, founder of Coaching For Service and the Barnes Group, for advice on what to consider when choosing lab management software. Here’s what he had to say.

 What should labs look for when choosing lab management software?

 A lab needs to look at what their present needs are and what their projected growth patterns are going to be. You want something you can grow into but not grow out of. Make a list of what you need: do you want bar coding, do you want to send out letters to your doctors, do you want something that’s easy to change if you have a fee increase and can you do that internally or do you have to go back to the company that wrote the software? Then look at maintenance fees. Is there a yearly maintenance fee as well as a monthly fee, and how much does it cost to upgrade? You could spend more money on upgrades than on the initial system.

Talk to friends and colleague and make sure the company is reputable and that their turnaround times on making changes are realistic, and that you’re not going to be stuck for a long time waiting for changes. How are the support services? Ask the company for three or four references and don’t be afraid to call each one of them.

 What do you mean by something you can grow in to?

 Look at what your capacity is today and project where you’re going to be three years from now. Will it be able to handle the amount of work you’re going to be doing? If you’re at 100 units a day and 3 years from now you plan to be at 175 units a day, make sure the software can handle it.

Implementation of new software is one of the most difficult periods. Make sure the company will give you enough tech support to help you get the software installed properly. You don’t want to spend months implementing your software. If the company gives you good technical support it will be to your advantage, so go with the company that offers the most support.

 How long should it take to implement the software?

 It should take four to 8 weeks to implement it into your lab. Remember, you need to make sure you have the right personnel that know how to enter data. Data entry is very important. Don’t try to take one of your best technicians and turn him or her into a software expert. Get someone well versed in computer technology and teach him or her what a dental lab does rather than trying to teach a lab person all about software and computers.

 What are some common mistakes labs make when choosing software?

 You can’t just look at the software with the lowest price. You want something that will function for your needs, not that has the lower price, to get started because you could spend a lot more money trying to tailor it to your needs or it might never meet your needs. Not buying enough of the services that you currently need is another common mistake.

I would go to a lab that currently is using the software. One of the nice things about our think tank is a member lab can go to another lab and look at their system and they’ll share everything. You want to network with people who will share things with you.

Software should be seen like a porcelain furnace. You change that every few years because of new technology, and it’s the same thing with computers and software. Don’t think your initial investment is your last investment. It’s important to keep up with the times. The needs change and the capabilities of the systems change. You need to have something that’s flexible. Make sure the company you’re buying from is well versed in the dental lab field because it’s a lot harder to tailor something to the lab field. You want something that’s already been designed for dental labs.

Another mistake labs make is they neglect to run two systems simultaneously. So the first few weeks run your new system and your old system as a back up. You don’t want to lose valuable data that you may find later that you wish you had. Run both systems parallel to one another until you’re positive that everything is there and functioning the way you want.

 Is there anything else you’d like to mention that we haven’t hit on?

 The thing I’d like to emphasis is make sure you get all the references you can and follow up on each one. Get in writing contractually everything they’re going to do for you, and at what cost so there aren’t any surprises later.

Finally, if you purchase new computers on which to run the software, keep in mind that more is always better: larger memory capacity can handle sophisticated programs, and more programs at one time without bogging down the system; check to see if that can be easily upgraded. Speed is important as well; get the fastest available. And be sure to back up your data regularly, at least once a week, to an external hard drive. It will save countless hours of frustration if you experience a crash.

Articles

The Build Up: Choose the right lab management software for your lab

SafeLink Consulting provides dental labs with the information they need to meet OSHA 

 and to prepare for FDA inspections, as well as providing consultation and advice on running the business profitably and safely. SafeLink President Mary A. Borg (MB) and Senior VP Gary Morgan, CDT, (GM) spoke to DLP for the March 2012 Forward Trends article, 

. Here is an expanded version of that interview.

As the employees in the dental industry age, what should lab owners and technicians do differently in terms of safety issues? Where can they go for additional information on this?

 There seem to be fewer injuries in older workers, however, when there is an injury it is more severe so ensure that you have good safety practices in place and you‘re enforcing them. Medical costs and premiums for workers’ compensation insurance may rise with an older workforce. Older workers don’t recover as quickly as a younger worker from an injury or medical condition so plan how you will handle the absence of an older worker.

 Older employees may experience diminishing physical capabilities that must be addressed so as not to put them at risk of musculoskeletal disorders. Ergonomic issues may increase. Accommodations for loss of hearing, sight, and motor skills may need to be made so that older workers are protected. Invest in good furnishings that would include ergonomically designed workbenches with arm rests and chairs with good back support.

, the National Safety Council and AARP provide resources on the aging workforce and what businesses should consider. AARP has a Workplace Assessment Tool that businesses can use to help with assessing their readiness of dealing with an ageing workforce. Of course, 

 provides health and safety consulting to assist an employer with all safety issues specific to the equipment and materials used in dental labs.

What advice can you offer lab owners and technicians to help extend their careers?

Pay attention to your health by exercising, stop smoking, lose weight (if you’re overweight) and take vaccines for pneumonia, influenza, and zoster (shingles). Even though statistics show that productivity increases with an older workforce, the risk of infections increase. Use all engineering controls, administrative controls and personal protective equipment that your employer provides. Understand thoroughly the hazards of the equipment and chemicals that you’re using in your job and take the necessary precautions for safe use.

Another piece of advice to lab owners is to provide a more flexible work schedule for older workers. The trend seems to be for older workers to stop work completely and then return rather than work part time.

 Integrate ergonomic work habits into your job. A workplace that promotes 

 helps ensure that employees stay healthy. Protect yourself from injury and illnesses which can become chronic. Create a workplace that values employee health and safety. Offer wellness programs and initiatives that promote health. Encourage exercise, through activities at work and benefits such as gym memberships.

Have you noticed a more aging customer base? Do you anticipate working with an older workforce going forward as opposed to the way things may have been prior to the tough economic times?

 I haven’t noticed as many lab owners and older technicians retiring as I saw 15 years ago. It seems that the age of 60 may be the old 50 so we will see technicians working to age 70 and older. There aren’t as many sons and daughters of lab owners interested in the business. That age group appreciates a better work/life balance and just aren’t willing to put in all the hours that the older age group has grown up doing.

Yes, we will be working with an older workforce, but due to 

 and the change in business models for many dental labs, younger people are more interested in the technology side of the industry so hopefully that will provide people to take over when all the retirement begins. The younger workers though lack the knowledge of older workers. A lab owner could consider removing some of the physical stressors and hazards from the ageing worker by changing the job duties from physical to mental through mentoring that I mentioned above.

 While there definitely is an older workforce, I anticipate with new technologies that younger workers can be attracted to the industry. Older workers may not easily adapt to the new technology. The skill sets will encourage a younger workforce. Labs will differ based on their philosophy, so some will definitely be older while some will move to the younger employee base.

What advice can you offer to lab owners considering expansion/remodeling of facilities in terms of ensuring the safety of their lab and their employees?

 Due to technology, it appears that less space is required, therefore, investment in ergonomically designed furnishings for the CAD/CAM equipment and proper ventilation due to heat produced by this equipment are critical to the design of a new lab. When workbenches are purchased make sure they are ergonomically designed and have arm or wrist rests to relieve pressure on the arms. There are even workbenches available that raise up and down to accommodate the height of workers. Good chairs and good lighting are critical in the new work environment.

Worker’s compensation claims for musculoskeletal disorders (MSDs) are very expensive, so a lab that doesn’t pay attention to ergonomics for their workers will find themselves with very high work comp claims. Older workers can be affected by this, but the younger workforce also needs to be protected. Typically, MSDs occur over a long period of time.

 Always think about safety issues and plan for them when remodeling or expansion. Get help, either through OSHA (on your own) or SafeLink. An outside eye will look at the concerns with a safety first attitude and can guide everyone to a safe and healthy facility.

SafeLink Consulting provides dental labs with the information they need to meet OSHA regulations and to prepare for FDA inspections, as well as providing consultation and advice on running the business profitably and safely. SafeLink President Mary A.

Stay at it: Expanded interview with Mary Borg and Gary Morgan, CDT

, is Senior Director of Compliance and Regulatory for MicroDental/DTI Dental Technologies Incorporated. A practicing dental technician since 1979, she recently joined the Microdental/DTI Laboratories team where she is advising and implementing Quality Systems. She is very active in the dental technology community currently serving as Chair of the National Board of Certification and is an NADL Trustee. She spoke to DLP for the March 2012 Forward Trends article, 

As the employees in the dental industry age, what should lab owners and technicians do differently in terms of health/safety issues, and where can they go for additional information on this?

Of course, the best laboratory work environment is one that can demonstrate that they operate within the guidelines of OSHA requirements. Certified Dental Laboratories do this. Additionally, DAMAS certified laboratories follow OSHA guidelines, as well as the 

’s recommended Good Manufacturing Practices. This means they are audited to insure that they operate a safe workplace and produce a safe product. The best resource for more information on these two certifications is the National Board of Certification for Dental Technology. Their website 

, provides the guidelines needed to achieve these recognitions. A great OSHA resource is SafeLink Consulting services at 

Regarding our aging workforce, naturally, we need to keep in mind that health and safety measures protect everyone. Anything you can do to keep your workforce working safely and comfortably, is a long term win. Certainly, there are many big and small things that lab owners can do that go beyond OSHA or DAMAS regulations. You may never realize the value of a handicap rail in the bathroom or hand rails on even two porch steps until you need them. I realized this after foot surgery a few years ago. Labs can dedicate a small private room to be used as an emergency lounge, equipped with a resting area (sofa or lounge chair), running water, electrical outlets and a small locked refrigerator for storage of personal medications, etc. This area can be used for employees of all ages; for older employees requiring periodic pulmonary treatments or medications, or for younger nursing mothers requiring privacy. Also, as women age, hot flashes are a fact of life.

Of course, we need to accept the things we cannot change, but we can endeavor to make things more tolerable. Lab owners could invest in a small supply of uniform 5-inch personal electric fans, to be available upon request. This will facilitate an immediate cool down for the ladies, lowered frustration levels, and an environment void of ‘unsightly fans of every shape and size’. Many workplaces are now implementing heart-healthy activities; everything from weight-loss to smoking cessation programs. I’d like to see dental labs implement vision acuity programs. Sure, many provide easy access to vision assistance. But, why not take a more proactive approach? Many times, product quality control issues are caused by vision-related errors. Don’t wait to see if your technicians are losing their vision. Have all technical employees, young and old, examined every year, as a matter of policy. Vision loss is such a gradual thing. We assume that the amount of clarity we see is normal.

Further, every work bench should have ample lighting and microscopes. Technicians should have magnifier glasses, if they feel it helps them. Many times technicians will complain that they need more light and lab owners see this as a nuisance complaint. How many times have you seen technicians bring in their own lights to enhance their work area? Unfortunately, this is often a different source of light grade; incandescent versus fluorescent or halogen. Requiring the retina to process a mixture of these light sources can also tire the eyes.

Finally, for the increased aches and pains your elder employees may be dealing with, plan for an ergonomic assessment study. This will determine if they are in the most optimal work positions. Provide stress relieving mats to stand on and make sure their supplies are not shelved too low or too high to cause injury. Offer grip friendly tools, power tools and long-handled tools to reduce bending. Encourage noise-reducing ear plugs to reduce auditory stress ambient sounds. Consider more flexible hours or shifts. Many times older employees are up very early in the morning and stay up very late at night. They may not mind extended workdays, appreciating longer lunches or more frequent breaks during the day.

 Stay busy, stay challenged and stay relevant. If you’re finding yourself slowing your pace, selecting the easier more comfortable jobs, maybe even starting down that road of fearing your memory is weakening, it’s time to move into the ‘un-comfort zone’! The fastest way to become unnecessary or less valuable is to resist change.

Today’s industry is moving fast and technically-furious. Learn about what you don’t know. It’s not too late to 

, so to speak. The Foundation for Dental Laboratory Technology has developed some great training programs and they now have an Online Continuing Education Provider Directory at 

-approved courses that are being presented, all over the country. You can search the courses by title, presenter, location, date, specialty subject and even difficulty level.

If you’re a CDT, challenge yourself with getting your continuing education credits in newer technologies like implants or CAD/CAM, even if you don’t do these processes in your lab. Reach out to other labs in your area that do these processes and ask if you can come in and observe. If you do Implants, be one of the first technicians to become an Implant CDT! That’s right; the NBC will begin certifying new Implant CDTs this year. If you’re not already a CDT, it’s the perfect time to achieve this or to expand your areas of certification. CDTs, especially holding multiple certifications, are highly regarded by progressive lab owners. CDTs are needed to manage and train their technical departments.

Finally, just when you think your age might work against your resume, think again. It’s no secret that our profession is losing its mentors and your skills and experience is sorely needed to train the next generation. Brush up on your Glossary of Prosthodontic Terms and help train others to become CDT’s. Don’t be satisfied with sitting in the audience. You would be welcomed to take the stage. Whether it is in your own lab or for your local lab association, you’d be surprised how young apprentice technicians aren’t necessarily looking for the ‘polished penny’. They are looking for the wisdom and knowledge. Make sure you have your credentials and contribute to the next generation. Finally, get involved with your industry, outside the space of your building. Either on a national, regional or local level, the NADL could use your help. There are many hard working volunteers serving on a variety of boards and committees, accomplishing great things. Extend yourself to others; the rewards will come back to you ten-fold, giving you a new lease on ‘technical’ life.

Have you noticed a more aging customer base?

As my eyes get older, everyone else looks younger! Actually, I don’t think labs sense the prolonged presence of the senior set. Of course, our customers are not unlike us. The last five years have posed economic challenges that have altered many lives and demolished the best laid plans. Retirement-aged dentists are delaying their exit plans and are looking for diverse ways to stay in practice to generate more revenue. Many continue to practice as they were and others are trying to practice within a space where they may already have succession in place. However, on a grand scale, I don’t think labs really notice, mainly because there are more young dentists graduating now than in any time in our history. This just makes for a larger opportunity for dental labs in all aspects of dental technology.

Do you anticipate working with an older workforce going forward as opposed to the way things may have been prior to the tough economic times?

Yes, but this is not opposed to the way things were pre-downturn. Even before the economic decline, industry experts predicted an inevitable brain-drain occurring, as our profession’s most experienced technicians would be aging and seeking exit plans. If anything, the ‘crash’ postponed this occurrence. So, even if the retirement plans of our older technicians are delayed, the fact still remains that we will need to secure solid succession planning to replace the eventual loss. With the lack of formal schools teaching dental technology, we continue to rely on the extensive knowledge of a few.

What winning strategies should aging lab owners and technicians implement to emerge successful in the face of a down economy?

We all want to emerge from this economy viable and strong. Whether the goal of a senior lab owner is to continue working or to increase the value of his or her lab for potential buyers, the best strategy is to take only the earnings you actually need at the top and increase your investments on the floor.

It all comes down to reactionary versus visionary strategies. When the economy crashed and a decline was seen in earnings, many labs went into reactionary mode. They chose to lay off employees, cut benefits or send work off-shore to save revenue or to compete with pricing pressures. Some labs sought to be all things to all clients, but mastered nothing. Many will find that these strategies are only assistive in the short run, but have long term negative effects. When the dust clears, and the economy begins to show sustainable improvement, our customers will again begin to prosper. They will once again begin to shop, for quality not price. The lowest price will always be undercut by another low price, but added value will suffer. The most talented technicians, senior and junior, will seek out new employers that protect and value them. This strategy will result in a customer decline, lesser quality and a talent deficit, all of which will be damaging to their reputation.

Conversely, visionary lab owners, regardless of age, understand that while the market is down, when units decline, this is the time to invest energies and dollars internally, to strengthen the core. This strategy counts on the economy recovering. It requires utilizing valuable down-time as an opportunity to train technicians, coach managers and improve processes. Insightful lab owners look inside their organization, not merely to cut resources, but to lend resources to affect valuable change. They spend dollars and time on workforce development, product quality, consistency, workflow and accountability. They don’t delay training opportunities, waiting for better financial times. Especially, since most would agree that when the volume of work is up, there’s no time to train then, either. As painful as the lowered revenue is on the front end of this strategy (for agers, no doubt delaying much anticipated retirement plans), upon emergence this lab will be better positioned to take on as much market share as they wish. Recovery will be faster and the rewards will be greater and more sustainable.

Finally, from the standpoint of our senior technicians wishing to survive in a time of decline and reductions in force…we define our own destiny. Age is never the enemy of a knowledgeable technician. The inability to embrace change is. Many seniors have a fear of smartphones, social networking, e-mail and other personal computing products. They feign non-interest in all things digital, or proclaim them to be unnecessary. On the contrary, to keep our brains active and our skills engaged we need to learn things that we are uncomfortable with. Overcoming things that frustrate us and challenge us will make us stronger. If you’re sensing diminished value, and it is a product of your environment, change your environment. Provided one is still able-bodied and is willing to relocate if necessary, there are many good labs out there looking to grow and prosper and they need your experience to do it. So, for senior dental technicians that embrace change and stay strong, their age becomes elevated to an ‘asset’ level. And, since the current status and future outlook of dentistry is very good, a talented and knowledgeable technician should be able to work as long as they desire. Ultimately, young or old, you are in charge of removing the barriers that surround you.

Is there anything positive to come out of this downturned economy for our profession and how does it affect our older workforce?

The most positive thing that has changed for our industry is the rate of change itself. For the past 50-60 years, the dental lab industry has been extremely slow, even resistant to accepting or adopting change. Of course history repeats itself, right? The world’s greatest industrial eras have risen out of necessity, caused by dismal economic conditions. It seems that for our profession, automation has finally arrived and we need to embrace this as an opportunity for recovery.

This new technology includes lasers, CAD/CAM technology, impression scanning and a substantial array of new biocompatible materials to work with. For boomer- technicians, they need to be the first to show an interest and learn as much as they can. They need to get involved or be left behind. Younger technicians might have been weaned on computers, but they still need to learn the information advanced dental technicians know, to be able to integrate and optimize the technology to the fullest. But make no mistake, if they don’t get it from you, they’ll find it somewhere else.

What advice can you offer to lab owners to ensure their investments are wise ones in terms of allowing them to remain efficient and competitive in a changing industry?

First, conduct your business as a business, not as a hobby. Lab owners or aspiring lab owners should take advantage of NADL University. NADLU has a great line up of the industry’s best talents teaching Dental Laboratory Management. Department managers also benefit from this training; as they are often technically strong, but not business management strong. Even the best business courses in the market place do not quite cover the business of running a dental laboratory. I think all will agree that dental laboratories have a unique business dynamic.

Next, if you want to remain viable and efficient, learn all you can about the latest technologies, make measured choices based on data. Don’t rule out the opportunities for sourcing parts or whole products to your fellow labs. Sure they are your competitor, but there’s plenty of work for all. Help them to remain viable for their deep-pocket investments, while enjoying the benefits of not having to make the same investment.

Finally, all dental laboratories in the US are now considered device manufacturers, subject to FDA audit and penalty. Our previously un-regulated industry is having a hard time coming to terms with the requirements of being device manufacturers. All labs should invest in becoming DAMAS-certified. This will prepare you for all manner of investigation. More and more regulations will be introduced and lab owners will have to comply. Become informed about what is happening in your industry. From state regulations to grey market materials, from device taxation to gift reporting, things are changing rapidly.

The FDA is making progress towards developing the UDI (Unique Device Identifier) program for material safety and traceability. They are also increasing their random inspection of offshore shipments of lab devices for levels of lead content, resulting in delivery delays for these low-cost business models. Outsourced work is also being delayed for other reasons. The U.S. Customs and Border Protection agency is reportedly increasing inspections of outsourced shipments of lab devices. Labs should also be disclosing point of origin to their customers on each device. According to the US CBP, point of origin must be disclosed for each device manufactured offshore, in a conspicuous place to the end-user. Currently, the end-user is considered to be the dentist. Get to know your industry alliances through the NADL and your state representatives. Find out what your state regulations are and your responsibilities and liabilities with regard to compliance.

Laura Sheppard, CDT, TE, is Senior Director of Compliance and Regulatory for MicroDental/DTI Dental Technologies Incorporated.

Stay at it: Expanded interview with Laura Sheppard

, an organization dedicated to providing continuing dental education. She spoke to DLP for the March 2012 Forward Trends article, 

 What advice can you offer lab owners and technicians to help extend their careers?

, instead we facilitate learning. The distinction is important because learning is achieved when people know not just how to do something but also understand why. The understanding of why creates the application of the knowledge. Additionally, our faculty isn't comprised of teachers, it is made up of practicing dentists and dental technicians. Experienced dental laboratory owners and technicians can revitalize their careers by facilitating learning with their dental clients. Younger dentists didn't get much (if any) dental laboratory technology education while in dental school, yet many are curious about what goes into creating a restorative case. This is a great opportunity to establish your expertise and to share your knowledge.

 Have you noticed a more aging customer base? Do you anticipate working with an older workforce going forward as opposed to the way things may have been prior to the touch economic times?

 As technicians are faced with extending their careers I think that three of the concepts that we introduce our Pankey participants to are applicable: (1) committing to 

, (2) focusing on patient centered dentistry, and (3) creating a work/life balance. The commitment to life-long learning is essential for dental technicians. You are often called upon to make informed decisions about the latest technology and materials and therefore it is important that you are knowledgeable about both. The more you know, the more 

 you are to the dentists who you work with. Dental technicians enjoy being recognized and appreciated for your knowledge and expertise. So do your clients. Although there is a decline in what is seen as "cosmetic" dentistry, there is still a demand for restorative dentistry, and the knowledge is key to creating a restoration that meets the patients needs.

What advice can you offer to lab owners considering expansion/remodeling of facilities in terms of ensuring the safety of their lab and their employees, as well as to ensure that these investments are wise ones in terms of allowing them to remain efficient and competitive in a changing industry?

 At the Pankey Institute we are seeing changes in the demographic of the participants of our courses. Our classes now are comprised of about 50 percent women. This is a trend that follows that of dental school graduates and one which we embrace since so much of our philosophy rests on the concept of achieving a work/life balance. Achieving that balance is difficult for everyone, but especially for younger dentists and technicians who are trying to build their careers while also growing their families. So now, more than ever, time is very valuable. A laboratory owner or technician who can utilize technology, knowledge or their skills to help their dental clients save time or increase efficiency is a tremendous asset to a dental practice.

The Pankey Institute recognizes the key role that dental technicians play within the dental team. You alone possess the knowledge and talent to create a successful restoration. We encourage dental technicians and dentists to learn together which is why we have a special, discounted tuition, just for dental technicians who attend courses here at Pankey. Additionally, we have course specific for technicians and we are the only place in the country that is a non-profit educational foundation so there isn't any sales aspect to our courses. That allows you the opportunity to see technology and materials and to evaluate them without any biased opinions.

Ricki Braswell is President of The Pankey Institute, an organization dedicated to providing continuing dental education.

Stay at it: Expanded interview with Ricki Braswell

It’s no secret that the general public has almost no understanding of the work done by 

. Most people don’t realize their dentist works with an outside expert when crafting their crowns, dentures or other potentially life-changing prosthetics.

For experienced technician Jose Walter, just how far off the public’s radar the dental laboratory industry actually is hit home when he typed, “who makes teeth” into a Yahoo! search and discovered that none of the top results even come close to identifying the role dental lab technicians play in the process. Now he hopes to change that by raising the profile of what dental technicians do.

“A lot of people don’t know about us and what we do,” he said. “I think it’s really important to let people know what we do, because with everything that’s going on, If we want changes, we have to go out and do something.”

The fact that the public doesn’t know much about what dental labs do is a problem for both labs and the public, Walter said. He believes patients deserve the 

 and to be fully informed of their restorative options. Without that information, they can’t make the best decision for themselves.

Walter likens a patient in need of a dental restoration to a customer looking at a new car. When planning to spend thousands of dollars on a vehicle, smart consumers research the options, choose features they want and can afford, and come away with the best car that fits their budgets. With dental restorations, Walter believes a more informed public would have a better idea of what’s available to them and thus would be empowered to make better decisions.

“I think if change is going to happen we have to go to the general public. They’re the end user and they should know what it is we do and what options they have,” he said.

The lack of visibility of the work technicians do only serves to devalue the industry, and this is certainly evidenced by the U.S. Department of Labor’s recent reclassification of dental lab technician to the unskilled labor category. That shift was something shocking to Walter who started working in a lab’s model department while in high school, learned the trade at the bench and has worked in a variety of labs for much of his professional life.
	
	When faced with a problem, Walter said he has always looked to find the best solution, and has invented a number of products, such as the W.O.W. articulator, during his career. The issue of the industry being largely invisible is another one of those problems he hopes to help solve. While he’s not sure dental labs can change things from inside the industry simply by working with dentists, he hopes he can use the pride many technicians take in their work to get the public interested in what they do.

“I now think the general public can be taught to demand better dentistry. I have an idea to educate the general public in a fashionable, non-intrusive way…and with the help of my fellow dental lab technicians,” he said.

With that in mind, Walter created his latest company 

 and launched a line of T-shirts, hats and other apparel that he refers to as “dental lab tech gear.” The current line-up includes shirts with slogans such as “Lab is good” and “Making teeth, it’s what I do.”

The gear is something of an icebreaker for the general public, and a way for technicians to invite the public into their world. While a bumper sticker can communicate an opinion to other motorists, a T-shirt is more personal and invites an interaction. It’s far easier to ask someone what his or her shirt means, than it is to chase down a car to ask about a bumper sticker or vanity license plate.

“I believe that we are all to a degree, walking messengers. By the way we dress or by what we wear each of us is sending out messages on a regular basis. I’ve noticed that a lot of times when you have a T-shirt on people go up to you and will ask you what it means. It’s a conversation piece,” Walter said. “I believe that each of us, on a daily basis, and with each interaction have the opportunity to create a positive message about the dental lab industry.”

Walter said the dental lab tech gear is designed to give technicians a public outlet for the pride they feel in the work they do. If the shirts serve as icebreakers for technicians wearing them, they turn those technicians into ambassadors for the industry.

The hope is that a more aware and engaged public gains a better understanding of the value and quality available from skilled lab technicians, and thus the entire industry becomes more valued by the public. Walter said he hopes this idea catches on with like-minded technicians who can begin raising the industry’s profile one person at a time.

“To me it has always been about the patient. I love what I do. I have a passion for making teeth. I want to duplicate nature with every product that I make and assure that I am giving the end user-the patient-the best restorations possible so that he or she can enjoy optimal oral health,” he said. “With that in mind I want to create public awareness within the general public of the dental lab industry to educate dental patients who will then demand good dentistry. As they demand better dentistry I believe it will also improve the dental lab industry.”

It’s no secret that the general public has almost no understanding of the work done by dental technicians. Most people don’t realize their dentist works with an outside expert when crafting their crowns, dentures or other potentially life-changing prosthetics.

dlpmagazine.com-2012-03-01

The Build Up: Choose the right lab management software for your lab

Stay at it: Expanded interview with Mary Borg and Gary Morgan, CDT

Stay at it: Expanded interview with Laura Sheppard

Stay at it: Expanded interview with Ricki Braswell

Starting the conversation