915 resultados para Times
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Introduction: This study evaluated the bond strength of translucent fiber posts to experimentally weakened radicular dentin restored with composite resin and polymerized with different light-exposure time. Methods: Roots of 60 maxillary incisors were used. Twenty-four hours after obturation, the filling materials of root canals were removed to a depth of 12 mm, and 4 groups were randomly formed. In 3 groups, root dentin was flared to produce a space between fiber post and canal walls. In the control group, the roots were not experimentally weakened. The flared roots were bulk restored with composite resin, which was light-activated through the translucent post for 40, 80, or 120 seconds. Posts were cemented, and after 24 hours, all roots were sectioned transversely in the coronal, middle, and apical regions, producing 1-mm-thick slices. Push-out test was performed, and failure modes were observed. Results The quantitative analysis showed significant statistical difference only among groups (P <.001). Comparing the weakened/restored groups, composite light-exposure time did not influence the results. Overall, adhesive failures occurred more frequently than other types of failures. Cohesive failures occurred only in the weakened/restored roots. Conclusions Intracanal root restoration with composite resin and translucent fiber posts provided similar or higher bond strength to dentin than the control group, regardless of the light-exposure time used for polymerization. (J Endod 2009;35:1034-1039)
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O Banco do Nordeste, a partir de 1995, iniciou um profundo processo de mudan??a organizacional ??? redefini????o e amplia????o dos neg??cios, redefini????o das estrat??gias, reorienta????o na forma de funcionamento e inser????o de novas concep????es na gest??o de pessoas. Havia a necessidade de uma maior intera????o da Dire????o Geral (??reas estrat??gicas) com as unidades de neg??cios e uma melhor comunica????o sobre as estrat??gias adotadas para o processo de mudan??a organizacional. Fazia-se necess??rio criar uma ambi??ncia para sustenta????o desse processo de mudan??as, que possibilitasse o aprofundamento dos conceitos e pressupostos do novo modelo organizacional e proporcionasse o desenvolvimento das equipes e conseq??entemente a melhoria dos resultados empresarias. Desde a cria????o do Programa em 1997, foram realizadas 333 oficinas, sendo que deste total 86 j?? se constitu??ram segunda oficina. Anualmente, ?? realizado acompanhamento de p??s-venda das oficinas, o que tem gerado registros em torno de 1.373 depoimentos positivos de gestores e colaboradores sobre o Programa. Desde a sua cria????o, foram gerados 4.093 compromissos de melhoria cont??nua nas dimens??es estrat??gias, processos e pessoas, transformando positivamente a realidade das unidades
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Concepts such as righteousness, equality, tolerance and freedom are nowadays considered fundamental issues that should prevail in any society. Balance and righteousness thrive however on a very thin layer. We are, in fact, living in an era of duality and antithetical paradigms. This essay approaches two Renaissance authors who dealt with the same matters in their works, at a very different time and through different ways of reflection: Thomas More and Sir Walter Raleigh.
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This paper aims at developing the topic of identity and the narration of the self through the other in Harold Pinter’s plays Old Times, Betrayal and A Kind of Alaska. In these plays Pinter deploys strategies to convey multiple implications which are based on the power of memory in which the structure of the plays is concocted.
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Real-time scheduling usually considers worst-case values for the parameters of task (or message stream) sets, in order to provide safe schedulability tests for hard real-time systems. However, worst-case conditions introduce a level of pessimism that is often inadequate for a certain class of (soft) real-time systems. In this paper we provide an approach for computing the stochastic response time of tasks where tasks have inter-arrival times described by discrete probabilistic distribution functions, instead of minimum inter-arrival (MIT) values.
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A Work Project, presented as part of the requirements for the Award of a Masters Degree in Finance from the NOVA – School of Business and Economics
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A Work Project, presented as part of the requirements for the Award of a Masters Degree in Finance from the NOVA – School of Business and Economics
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In August/1999, a group of 14 adults from the staff of a private hospital in Contagem -- Minas Gerais State, Brazil, received unintentionally a 25 times concentrated dose of the 17-DD yellow fever vaccine (Bio-Manguinhos), due to a mistake at the reconstitution step. All patients were clinically and laboratorially evaluated at days 5, 13 and 35 post vaccination. Frequency of side effects and clinical observations of this group of individuals were not different from the observed in recipients immunized with normal doses of the vaccine. At the second and third evaluation none of the subjects reported symptoms. None of the patients presented abnormalities at the physical examination at none of the time points and in all cases the blood examination was normal, except for a reduced number of platelets that was detected in one subject at the first and second evaluation and reverted to normal at third evaluation. At the first evaluation point, 8 subjects were serum negative and 6 serum positive for yellow fever at the plaque reduction neutralization test. In 5 subjects the observed titre was 10 times higher as the baseline of 2.36 Log10 mUI/ml. The samples collected at second and third evaluation (13th and 35th days) demonstrated that all subjects responded to the vaccination with the exception of one that did not present a positive result in any of the samples collected. This evaluation confirms the safety of the 17-DD yellow fever vaccine.
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The prolonged wait times may arguably put into question the Canadian Health Act of 1984. Statistics show throughput wait times are 5.5 hours and output wait times for admitted patients are 32.4 hours. After probing and analyzing best practices through a qualitative/quantitative Value Stream Mapping and a qualitative SWOT Analysis; Team Triage and an Overcapacity Protocol is suggested to improve non-admitted patients wait times by 1.89 hours and admitted patients wait times by 16 hours by eliminating wasteful steps in the patient process and upon overcapacity, effectively sharing already stabilized and admitted patients with all wards in the hospital.