ABSTRACT
Technology plays a vital role in our lives, and its role magnifies in crises like the COVID-19 pandemic. Technology reduced the effects of lockdown by helping in education, healthcare, industry sectors. This book chapter introduces an innovative system that uses contemporary machine learning techniques to stop the COVID-19 virus outbreak. This system provides guidance and awareness for individuals through chatbot, initial diagnosis for COVID-19 using chest X-ray. Moreover, it gives predictions for COVID-19 new cases. The proposed system can help individual and national healthcare systems curtailing the COVID-19 pandemic by offering chatbot about symptoms, precautions, and safety measures in early detection for COVID-19 cases. The developed system Predict chest X-ray for new coronavirus new case and the similar diagnosis symptoms to support governments by automatically reports for the future of the pandemic and helping the decision-makers make better decisions in quarantine lockdown.
ABSTRACT
Novel Schiff base was synthesized from the condensation reaction of metformin with [4-(Diethylamino) benzaldehyde (NBM). Different metal complexes were prepared using Pd (II), Pt (II), Cu (II), and V (IV) metal ions. All complexes showed the nonelectrolytic behavior. So, the expected molecular formulas for complexes were [Pd (NBM)Cl2], [Pt (NBM)Cl2], [Cu (NBM)2Cl2] and [VO (NBM)2]. The cytotoxicity of (NBM) Schiff base and its metal complexes on human cancer cell line, MCF-7, was investigated. V (IV) and Cu (II) complexes showed potential blood glucose lowering effect higher than the commercial metformin drug. VO (II) complex has superior antioxidant activity more than the other synthesized compounds and the standard ascorbic acid. Molecular docking investigation proved the presence of interesting interactions between all synthesized compounds with the active site amino acids of EGFR tyrosine kinase (anticancer activity). The molecular docking of metal complexes has observed effective inhibition for the specific mTOR protein that is expected to aid the growth of the COVID-19 virus. © 2022 John Wiley & Sons, Ltd.
ABSTRACT
Background Medicine is a high risk and safety critical field. Our general paediatrics department has inpatient numbers which fluctuate on average from 50-100 or more. Patients are not allocated a particular ward but according to availability, so there is a large geographical spread across many wards. The team comprises of approximately 30 people consisting of FY1- ST8 doctors, ANPs and consultants. Each day different members of the team may be allocated to different wards depending on rotas. The consultant for each week however is consistent. There are minimal changes to the structure of the day however there are daily changes to patient complexities, continuity of staff and patient location within the hospital. Over a period of four years boards have been introduced to facilitate briefing/debriefing at the beginning and end of the working day. These were designed initially from feedback from the team;they have consequently been adapted and redesigned following PDSA cycles. Briefing and debriefing had been a well-established part of the team before the global pandemic in March 2020 which universally changed the way the team approached the working day, for example working in smaller sub teams to facilitate social distancing. Due to the substantial amount of change within the team we recognised that the daily briefing and debriefing was not functioning effectively. As a project group we developed and reintroduced new ways of briefing/debriefing that incorporated the government advice surrounding social distancing Objectives To re-introduce daily briefing/debriefing virtually having previously been embedded within the department in a face to face format pre Covid-19, to improve situational awareness including staff experience and patient safety using the five levels of care. Methods SCOPE-Recognition of a lack of brief/debrief because of unforeseen changes in the 'normal' working day due to covid-19 SHAPE- a questionnaire was designed to obtain feedback from the stakeholders to evaluate their input regarding the briefing/debriefing (pre covid-19). Using feedback collated, our focus was to improve situational awareness and learning opportunities for brief and develop the opportunity for the team to debrief. SHIFT- Developing new tools using virtual systems to enable brief/debrief to occur in a timely and safe way. Education and training was provided for members of the team. Engagement from the whole team was essential for briefing and debriefing to be sustainable. within the routine of the working day. However, ongoing PDSA and feedback from the ever changing team updates and changes are occurring Results We measured qualitative data for 2 months after the introduction of virtual briefing/debriefing. Some examples were 'helps with team morale' and 'worthwhile but would be better if we could do it as a whole team'. Conclusions The process of virtual briefing/debriefing has been well received by the team with improved situational awareness, learning and education while creating an open space for debrief and reflection. As patient demographics and numbers change, we continue to make adaptations to our process with repeated feedback. Team engagement when implementing change has been key to its success.
ABSTRACT
The design and management of a supply chain (SC) in a global pandemic require a different approach than those used for more spatially restricted risks, such as earthquakes. A successful SC design and management plan should consider pandemic spatiotemporal characteristics as well as its effects on production and logistical operations, and on the SC workforce at risk. In this paper, a stochastic mixed integer linear programming model is developed to maximise the conditional value at risk (CVaR) of SC profit given a set of pandemic scenarios. An exemplar SC network from the literature is utilised, along with randomly generated pessimistic and optimistic pandemic scenarios. The proposed model is demonstrated by obtaining SC designs for different cases pertaining to pandemic influence and strategic policies. The resultant SC designs are used to contrast the performance of management plans across different pandemic scenarios and for different levels of workforce at risk. Supply chains for socially critical products, such as ventilators, are studied separately to examine the impact of SC network expansion on maximizing satisfied demand. Finally, we investigate the effects of diversifying network node locations across different administrative regions on SC performance. Several managerial insights are presented for SC planners to aid in creating viable designs and management plans.
ABSTRACT
PURPOSE: The state of limited resource settings that Coronavirus (COVID-19) pandemic has created globally should be taken seriously into account especially in healthcare sector. In oncofertility, patients should receive their fertility preservation treatments urgently even in limited resource settings before initiation of anticancer therapy. Therefore, it is very crucial to learn more about oncofertility practice in limited resource settings such as in developing countries that suffer often from shortage of healthcare services provided to young patients with cancer. METHODS: As an extrapolation during the global crisis of COVID-19 pandemic, we surveyed oncofertility centers from 14 developing countries (Egypt, Tunisia, Brazil, Peru, Panama, Mexico, Colombia, Guatemala, Argentina, Chile, Nigeria, South Africa, Saudi Arabia, and India). Survey questionnaire included questions on the availability and degree of utilization of fertility preservation options in case of childhood cancer, breast cancer, and blood cancer. RESULTS: All surveyed centers responded to all questions. Responses and their calculated oncofertility scores showed different domestic standards for oncofertility practice in case of childhood cancer, breast cancer, and blood cancer in the developing countries under limited resource settings. CONCLUSIONS: Medical practice in limited resource settings has become a critical topic especially after the global crisis of COVID-19 pandemic. Understanding the resources necessary to provide oncofertility treatments is important until the current COVID-19 pandemic resolves. Lessons learned will be valuable to future potential worldwide disruptions due to infectious diseases or other global crises.