Weybridge Community Hospital

ObjectivesAn ex-vivo study was aimed at (i) programming clinically validated robot three-year random toothbrushing, (ii) evaluating cervical macro- and microwear patterns on all tooth groups of different functional age, (iii) documenting and codificating wear related morphological features at the cemento-enamel junction in young teeth and on roots in older teeth. DesignFollowing ethical approval random toothbrushing (44 strokes per tooth horizontally, rotating, vertically; 2x/d) with manual toothbrushes and low-abrasive dentifrice was performed in an artificial oral cavity with brushing-force 3.5 N on 14 extracted human teeth. Morphological features were examined by SEM at baseline and after simulated 3 years using the replication technique. 3D-SEM analyses were carried out with a four-quadrant back scattered electron detector. Wilcoxon-Mann-Whitney-test was used for statistical analyses. Results3-year random toothbrushing with horizontal, rotating and vertical brushing movements revealed morphological features classified as four enamel patterns, one dentin pattern and three cervical patterns. Negative impacts were enamel, cementum and dentin loss. Positive impact on oral health was removing dental calculus and straightening cervical traumatic and iatrogenic damages. The volume loss varied from x̅=34.25nl to x̅=87.75nl. Wear extended apically from 100 to 1500 micrometres. ConclusionRobot simulated toothbrushing in an artificial oral cavity, with subsequent SEM and 3D-SEM assessment, elucidated both negative and oral health-contributing micromorphology patterns of cervical wear after simulated 3-year random toothbrushing. Cervical macro- and microwear of cementum revealed, for the first time, what we describe as overhanging enamel peninsulas and enamel islands on roots in young teeth, but no enamel islands on roots from older teeth after root cementum loss. In contrast, many older teeth exhibited enamel peninsulas.

Abstract Machine Learning Refined: Foundations, Algorithms, and Applications, second edition, by Jeremy Watt, Reza Borhani, and Aggelos K. Katsaggelos, ISBN 978-1-108-48072-7, 2020, Cambridge University Press, 594 p. Earth Science for Civil and Environmental Engineers, by Richard E. Jackson, ISBN 978-0-521-84725-4, 2019, Cambridge University Press, 492 p.

Glyceline, a deep eutectic solvent comprising glycerol and choline chloride, is a green nonaqueous solvent with potential industrial applications. Molecular mechanisms of surfactant self-assembly in deep eutectic solvents are expected to differ from those in their constituent polar components and are not well understood. Here we report the observation of self-assembled SDS fractal dendrites with dimensions up to ∼mm in glyceline at SDS concentrations as low as cSDS ∼ 0.1 wt%. The prevalence of these dendritic fractal aggregates led to the formation of a gel phase at SDS concentrations above ≥1.9 wt% (the critical gelation concentration cCGC). The gel microscopic structure was visualised using polarised light microscopy (PLM); rheology measurements confirmed the formation of a colloidal gel, where the first normal stress difference was negative and the elastic modulus was dominant. Detailed nano-structural characterisation by small-angle neutron scattering (SANS) further confirmed the presence of fractal aggregates. Such SDS aggregation or gelation has not been observed in water at such low surfactant concentrations, whereas SDS has been reported to form lamellar aggregates in glycerol (a component of glyceline). We attribute the formation of the SDS fractal dendrites to the condensation of counterions (i.e. the choline ions) around the SDS aggregates - a diffusion-controlled process, leading to the aggregate morphology observed. These unprecedented results shed light on the molecular mechanisms of surfactant self-assembly in deep eutectic solvents, important to their application in industrial formulation.

Abstract Deep learning for computer vision: Image classification, object detection, and face recognition in Python, by Jason Brownlee, 2020, Machine Learning Mastery, 563 p., US$0 (eBook). Illustrated Seismic Processing: Volume 1: Imaging, by Stephen J. Hill and Andreas Rüger, ISBN 978-1-560-80361-4, 2019, Society of Exploration Geophysicists, 330 p., US$39 (members), US$72 (nonmembers). Geology: A Very Short Introduction, by Jan Zalasiewicz, ISBN 978-0-198-80445-1, 2018, Oxford University Press, 168 p., US$11.95 (print).

McCombie and colleagues discuss the remission of type 2 diabetes.1 When I was given the diagnosis of type 2 diabetes about five years ago, I decided to lose weight by dieting. I lost 13 kg and now stay between 71 kg and 72 kg. My BMI is 24.3. My blood pressure has only once reached …

Introduction to Modern Climate Change, second edition, by Andrew Dessler, ISBN 978-1-107-48067-4, 2016, Cambridge University Press, 273 p., US$49.99 (paper), US$40 (eBook) Fluid Dynamics in Complex Fractured-Porous Systems, edited by Boris Faybishenko, Sally M. Benson, and John E. Gale, ISBN 978-1-118-87720-3, 2015, Wiley, 264 p., US$169.95 (print), US$135.99 (eBook) Unconventional Oil and Gas Resources: Exploitation and Development, edited by Usman Ahmed and D. Nathan Meehan, ISBN 978-1-49-875940-3, 2016, CRC Press, 860 p., US$199.95 (print), US$139.97 (eBook)

It is now clear that Mastery consists of five Pillars that need to be implemented as ‘a package’. I will summarise some of the approaches different organizations are taking/have taken on their respective paths to Mission Mastery. This will hopefully help answer the question: “How should I go about this in my organization?” Clearly an organization with an unrealistic strategy linked to a flawed structure and haphazard leadership development process faces an enormous challenge. A transformational change is a slow, complex process that cannot be put to bed in just 6 months. It is a significant culture change programme that needs to verify resilience of the four variables (the Pillars), in a logical sequence. For example if leadership development, potential assessment and experiential training need to be introduced this will not work if any organization design shortcomings have not been redressed first. The most common failings seem to be unawareness of the key variables involved and the assumption that culture change is an input, such as a few million $ on the training budget, that can be controlled, while underestimating the complexity and inter-linkage of key activities and the time needed to achieve the change. One or all of these may contrive to de-rail the initiative. Awareness of the need to implement Mission Mastery is merely the first step.

Leadership development needs to align two tectonic plates that are inherently prone to shift out of kilter. The two plates in question are the job and the person: accountability and capability. When they are aligned and in sync personal growth can occur. The problem is, if this relationship is not understood, they are apt to rub up against each other leading to disruptive outcomes for both the person and the organization. The accountability plate can be stabilised. But capability is inherently unstable because it is the more likely to grow and change over time. The fundamental challenge of leadership development is matching the moving capability of an individual to the appropriate accountability plate at a point in time. It is vital therefore to have a valid and reliable way of assessing both plates simultaneously. But if both are in flux individual development is akin to a game of roulette, reduced to guesswork. This chapter will show that the military seem to have the better grip on this challenge. Their battle echelons are stable and their approach to matching personal capacity and accountability is road tested and reliable. In many civilian organizations both plates continue to move and are rarely dynamically synchronised. Generally a lot of effort (and money) goes into building capability but not into building an appropriate organization design. The bonzai oak tree does not grow to its full height because its roots are restricted by the tiny box in which it is placed. Similarly, hierarchy heavy organizations produce stunted bonzai managers. “A bonsai manager is one whose growth has not run its course, as he has not been able to draw sustenance from his natural environment. As a result bonsai managers are not able to work at the top of their potential” Elsewhere in his excellent book Gopalakrishnan defines the stunted manager as one who is “Operating and working at a level which is well below his potential.”

Page numbers with italicised b's, f 's and t's refer to boxes, figures and tables, respectively.acesulfame K, 93-112.See also high-potency sweeteners acceptable daily intake, 111 analytical methods, 111 appearance, 98 applications, 100-10 bakery products, 104 beverages, 100-10 cereals, 104 chewing gum, 104-7 cosmetics, 109-10 dairy products, 103-4, 105t delicatessen products, 107-8 ice cream, 103-4, 106t jams/marmalades/preserves/canned fruit, 107 pharmaceuticals, 109 sweets, 104-7 table-top sweeteners, 108-9 tobacco products, 110 approvals, 112 blends with other sweeteners, 95-8, 101-3, 122 characteristics of, 208-12t chemical structure, 94f compatibility with flavours, 98 dental effects of, 43 history, 93-4 organoleptic properties, 94-8 pharmacology, 110 physical and chemical properties, 98-100 physiological properties, 100 production of, 93 purity criteria, 112 regulatory status, 112 safety assessments of, 111 as single sweetener, 94-5 10.