Whole-brain serial-section electron microscopy in larval zebrafish

Hildebrand, David Grant Colburn,Cicconet, Marcelo,Torres, Russel Miguel,Choi, Woohyuk,Quan, Tran Minh,Moon, Jungmin,Wetzel, Arthur Willis,Scott Champion, Andrew,Graham, Brett Jesse,Randlett, Owen,Plum Nature Publishing Group, a division of Macmillan P 2017 Nature Vol.545 No.7654

<P>High-resolution serial-section electron microscopy (ssEM) makes it possible to investigate the dense meshwork of axons, dendrites, and synapses that form neuronal circuits(1). However, the imaging scale required to comprehensively reconstruct these structures is more than ten orders of magnitude smaller than the spatial extents occupied by networks of interconnected neurons(2), some of which span nearly the entire brain. Difficulties in generating and handling data for large volumes at nanoscale resolution have thus restricted vertebrate studies to fragments of circuits. These efforts were recently transformed by advances in computing, sample handling, and imaging techniques(1), but high-resolution examination of entire brains remains a challenge. Here, we present ssEM data for the complete brain of a larval zebrafish (Danio rerio) at 5.5 days post-fertilization. Our approach utilizes multiple rounds of targeted imaging at different scales to reduce acquisition time and data management requirements. The resulting dataset can be analysed to reconstruct neuronal processes, permitting us to survey all myelinated axons (the projectome). These reconstructions enable precise investigations of neuronal morphology, which reveal remarkable bilateral symmetry in myelinated reticulospinal and lateral line afferent axons. We further set the stage for whole-brain structure-function comparisons by co-registering functional reference atlases and in vivo two-photon fluorescence microscopy data from the same specimen. All obtained images and reconstructions are provided as an open-access resource.</P>

오딘 바 & 까페

데이비드 그랜트-러바쉬, 파이드러스 스튜디오(David Grant-Rubash, Phaedrus S),디자인스터_라이언 펑(사진) 현대건축사 2015 (월간)Maru Vol.165 No.-

오딘 바 & 까페

데이비드 그랜트-러바쉬, 파이드러스 스튜디오(David Grant-Rubash, Phaedrus S),디자인스터_라이언 펑(사진) 현대건축사 2015 마루 Vol.- No.165

COOPETITION IN FASHION SUPPLY CHAINS

Piyya Muhammad Rafi-Ul-Shan,David B. Grant, University of Hull,Patsy Perry 글로벌지식마케팅경영학회 2017 Global Fashion Management Conference Vol.2017 No.07

Introduction This paper presents an exploratory investigation into the use of coopetition by fashion supply chains (FSCs) as a sustainable, risk-reduction strategy and enabler for competitive advantage. Bengtsson and Kock (2000) proposed coopetition as a state where two companies cooperate in some activities, such as a strategic alliance, while at the same time competing with each other in other activities. While coopetition is usually considered as a horizontal integration strategy (Hingly et al., 2011), it might also be used vertically in a supply chain and possibly including third-parties to alleviate issues of confidentiality (Dari, 2010). Such lose relationships and partnerships may also be undertaken between companies for joint product development, to share research and development (R&D) costs, to restore corporate image, to increase environmental responsiveness of suppliers, for differentiation, to reduce costs, to reduce supply chain waste, and to develop sustainable materials, alternative or substitutes (Caniato et al. 2012). In a dynamic business environment such as fashion the ability to integrate processes across the functional boundaries of a company is considered a key to competitive advantage (Sull and Turconi, 2008). It is also important for companies in FSCs to share a common goal and work in the same direction to achievement supply chain integration (Fernie and Grant 2015). De Brito et al. (2008) suggested that the best performing companies effectively manage internal and external relationships between functions and organizations through improved coordination and highlighted a need for partnering with supply chain partners and different stakeholders including working groups in the industry, relationships management, having highly skilled people, and resource sharing especially in transport equipment and warehousing and the use of coordination tools such as collaborative planning, forecasting and replenishment (CPFR). While such alliances build up relationships and partnerships for the betterment of all partners (Lacoste, 2014), many companies remain reluctant to share too much for fear of affecting their trade secrets or competitive advantage, and so maintain a corporate transactional mindset (Grant, 2005). Thus, there is a need to investigate whether FSC firms are aware of or using coopetition principles, and if not whether they have a propensity to do so. Research Design Our investigation was exploratory as it addresses the how and why questions consistent with criteria for qualitative research (Bryman and Bell, 2015). Our unit of analysis for conducting this study was seven UK FSC case companies (CCs). Our sample was selected based on criteria of having in the UK a manufacturing or sourcing base and a retail or wholesale presence and some major operations such as customer service, distribution and warehousing and a brief description of each CC is provided in Table 1 below (Yin, 2014). Data were collected via semi-structured interviews with 68 people across the seven CCs. These were supported further supported by a number of means, for example, visits to the manufacturing sites, head offices and other important operational places, navigating around the working environment, specifically the factory or shop floor and distribution centers, making observations and chatting to workers in the factory cafes, car parks and surrounding areas. Both within-case and cross-case analysis analyses were conducted and three themes emerged: capacity sharing, cooperation for risk reduction or a response to an adverse event, and information sharing to build relationships. We now discuss details pertaining to each theme in detail. Findings Capacity sharing: Time-based competition, demand volatility, increased disruptions and retailer pressures are some of the reasons that stimulated fashion companies and supply chains to share capacity. However, the case companies also believed high supply chain cost led fashion supply chains to benefit from each other’s resources and leave competition for the shop floor or better customer service. CC1 respondents mentioned that at a particular time they had to replace their ‘plasticisers’ and during this replacement process CC1 used competitor ‘plasticisers’ and hides. CC1, CC2 and CC4 respondents mentioned that their companies also gets help from its competitors in the international market to source skilled labor force in case of full capacity. They further mentioned the use of machines, sharing raw materials, technology, warehouse, containers, testing facilities and other facilities at competitors’ plants in different countries: “We can’t do everything on our own, especially on a global basis, so we talk to our colleagues and if they have those facilities we will ask their help; we will pay less and they will get what they have invested for” (CC1 supply chain manager). CC2, CC3, CC4 and CC6 respondents further mentioned that departments which were formerly perceived as competing each other are now sharing workforce according to demand. Respondents also suggested that problems of quotas, price fluctuations, raw material shortages, customs and distribution could be overcome by sharing materials and capacity with competitors: “If China goes over their export quotas we could be left with fibers stuck in China indefinitely until the quotas have re-balanced so in the interim its managed by sharing materials with competitors here in the UK or in our suppliers’ markets” (CC2 sourcing manager). CC2 and CC4 respondents also mentioned how in the past their companies managed to retain a cluster by offering people a business space in their premises. CC4 also offers apprenticeships to other manufacturers and suppliers, reflecting the company’s belief that the industry needs to pool resources. CC3 and CC5 respondents mentioned that sometimes their companies derives benefits of economies of scale in terms of raw materials and some sub-processes by sharing capacity with competitors: “We buy in bulk to get economies of scale, sometimes just to make sure we don’t run out of supply but there are quite a lot of businesses in our product category so we always have someone to share to get rid of dead money” (CC3 sourcing manager). CC5 and CC7 also mentioned that their companies also use supply chain partners’ facilities such as quality checks, storing products at their sites and arranging capacity for CC5 and CC7. Cooperation for risk reduction: Respondents from CC6 described many instances where coopetition emerged when supply risk or disruptions occurred. One disruption shut down trading but CC6 was able to resume trading in just two days, partly due to the help from its competitors, customers and outside service providers. Respondents mentioned that a high street retailer offered space in its warehouse, another sent its workforce to help evacuate materials and another sent containers, while a service provider converted all standard orders into next day delivery. Within CC6 itself, drivers were willing to work extra hours, even at the weekends and some other departments also sent their workforce to help the logistics and distribution functions, which were affected most by this incident. Respondents also mentioned the frequent use of containers, materials, suppliers, factories and vehicles of competitors and some facilities at main sources: “If they’ve got a container let’s say 60% and we have got the other 40%, we don’t want another whole container; we will join the retailer, historically, you wouldn’t even talk to them because they are competitors, you know, compete on shop front” (supply chain manager). Information sharing to build relationships: Increasing sustainability risks and motives for costs savings, resource development, to avoid legal penalties, to be pro-active and to develop supply chain knowledge drove the case companies to information sharing, building relationships even with competitors and with organizations outside the industry. Case companies shared many practices and processes where they demonstrated an increased move to share information and relationship building with competitors. Respondents from CC1, CC2, CC3, CC4 and CC6 mentioned their companies have established close relationships and constantly share information with companies that were perceived as biased towards the industry or competitors in the past, such as NGOs, companies on CSR, external companies for testing and auditing, working groups in the industry and material and service providers. Respondents mentioned that this has helped them to manage issues such as legislation, working standards, ethics, national and international regulations, country laws and law on chemical use, testing and auditing, to develop supply chain knowledge, to identify sustainability risks and to design their mitigation strategies. Respondents further mentioned that, over the years, their companies have increased information sharing and relationship building with competitors who helped the company with market analysis and to re-shape its business strategies: “I think information sharing with some of those forces, where it was once perceived as a threat is now considered essential, you will manage most of your risks beforehand” (CC2 project manager). CC3 and CC5 respondents maintained that fashion in general and fast fashion in particular requires having as many sources of information as possible, as this will help businesses to increase the number of options. This will further help their companies to explore alternatives and substitutes, ultimately minimizing risks such as dependency and improving customer service: “You need to talk to your partners, talk to your competitors, talk to those who have the slightest relevance to what you do; you need to be open minded; this will increase your options and then you can say yes, I can sustain, I can continue” (CC3 ethical compliance manager). CC2 and CC4 respondents mentioned building relationships with some European premium quality manufacturers who were perceived as competitors in the past. Respondents mentioned that the company is also trying to build strong relationships with small and medium companies of its type in the UK so that a common strategy can be developed for the government to help revive the UK textile and garment industry: “As an industry we’re joining together, whether we are joining together with our competitors or what could be perceived to be a competitor or not, it doesn’t really matter, the fact is we are joining together to pool our resources in terms of trying to attract new people into the industry and get some help from the government”(CC4 supply chain manager). However, CC5 respondents expressed concern about sharing trends or design related information to some competitors of its size but admitted that CC5 also gets help from its competitors: “He (supply chain manager) will pick up the phone and let them know which trend is in demand, which colour customers like; in the beginning I found it unusual but then I saw some of them coming to us and asking for some units to try” (CC5 design manager). CC6 respondents mentioned that a recent disruption has demonstrated how important it is to have relationships, even with competitors. Respondents reported that their service providers converted standard deliveries into next day just because they perceived CC6 as a family and it was good relationships with them that enabled CC6 to provide good customer service and maintain its image as a responsible online fashion retailer: “We had relationships with them so they were willing to go to the extra mile; we see them as a family organization although some might say competitors” (CC6 supply chain manager). Conclusions The literature asserted the need for coopetition in order to survive and compete in a demand driven and volatile market place however issues of maintaining confidentiality and competitive advantage may inhibit companies in FSCs from adopting coopetition principles. However, our study found that due to increased uncertainties, disruptions and risk the seven CCs we investigated have embraced coopetition in some way as a strategy mechanism to manage their supply chains. Thus, we conclude that coopetition appears to be a driver to stimulate organizational capacity sharing, risk reduction and information sharing to build relationships with multiple stakeholders even if they are competitors. However, we note that this study was exploratory and only investigated seven FSC companies in the UK and hence the findings may not be generalized across all companies. Further research should expand this line of enquiry to do so.

An Algorithmic Approach to Total Breast Reconstruction with Free Tissue Transfer

유성철,Grant M. Kleiber,David H. Song 대한성형외과학회 2013 Archives of Plastic Surgery Vol.40 No.3

As microvascular techniques continue to improve, perforator flap free tissue transfer is now the gold standard for autologous breast reconstruction. Various options are available for breast reconstruction with autologous tissue. These include the free transverse rectus abdominis myocutaneous (TRAM) flap, deep inferior epigastric perforator flap, superficial inferior epigastric artery flap, superior gluteal artery perforator flap, and transverse/vertical upper gracilis flap. In addition, pedicled flaps can be very successful in the right hands and the right patient, such as the pedicled TRAM flap, latissimus dorsi flap, and thoracodorsal artery perforator. Each flap comes with its own advantages and disadvantages related to tissue properties and donor-site morbidity. Currently, the problem is how to determine the most appropriate flap for a particular patient among those potential candidates. Based on a thorough review of the literature and accumulated experiences in the author’s institution, this article provides a logical approach to autologous breast reconstruction. The algorithms presented here can be helpful to customize breast reconstruction to individual patient needs.

A novel method for the vibration optimisation of structures subjected to dynamic loading

Munk, David J.,Vio, Gareth A.,Steven, Grant P. Techno-Press 2017 Advances in aircraft and spacecraft science Vol.4 No.2

The optimum design of structures with frequency constraints is of great importance in the aeronautical industry. In order to avoid severe vibration, it is necessary to shift the fundamental frequency of the structure away from the frequency range of the dynamic loading. This paper develops a novel topology optimisation method for optimising the fundamental frequencies of structures. The finite element dynamic eigenvalue problem is solved to derive the sensitivity function used for the optimisation criteria. An alternative material interpolation scheme is developed and applied to the optimisation problem. A novel level-set criteria and updating routine for the weighting factors is presented to determine the optimal topology. The optimisation algorithm is applied to a simple two-dimensional plane stress plate to verify the method. Optimisation for maximising a chosen frequency and maximising the gap between two frequencies are presented. This has the application of stiffness maximisation and flutter suppression. The results of the optimisation algorithm are compared with the state of the art in frequency topology optimisation. Test cases have shown that the algorithm produces similar topologies to the state of the art, verifying that the novel technique is suitable for frequency optimisation.

Factors Affecting Efficiency of Electronic Customs and Firm Performance in Vietnam

NGUYEN, Hang Thanh,GRANT, David Bruce,BOVIS, Christopher,NGUYEN, Thuy Thi Le,MAC, Yen Thi Hai Korea Distribution Science Association 2021 The Journal of Asian Finance, Economics and Busine Vol.8 No.2

The paper identifies the enablers (drivers) and inhibitors (barriers) influencing e-customs implementation in Vietnam (known as a developing country with a lower technological environment) along with determining the impact of e-customs on firm performance. The survey was conducted with the representatives (managers) of firms in five cities and provinces dominating Vietnam's international trade. The data was analyzed using structural equation modeling (SEM). The findings show two significant drivers (enablers) - relative advantages and national culture, while compatibility and ease of use are the barriers. Previous studies showed that cultural dimensions related to 'uncertainty acceptance' and 'individualism' encourage innovation; however, this paper demonstrates that 'uncertainty avoidance' and 'collectivism' promote e-customs deployment in Vietnam. Previously, Vietnamese culture was known for scoring high on cultural dimensions related to 'power distance' and 'short-term orientation'. However, today, as an emerging country, Vietnamese has switched to 'low distance' and 'long-term orientation', especially in terms of e-customs innovation. Additionally, the paper also emphasized that e-customs implementation had a positive influence on firm performance in Vietnam. Based on the results of the paper, policy-makers can devise essential solutions to enhance e-customs implementation as well as managers of firms can set-up strategies to adapt to the modernized environment.

Exploring logistics service quality in Hai Phong, Vietnam

Phuong Vu Thao,David B. Grant,Menachof David A. 한국해운물류학회 2020 The Asian journal of shipping and Logistics Vol.36 No.2

Paper explores different stakeholder perceptions of logistics service quality in Hai Phong, Vietnam, one of the country’s most important port complexes and largest logistics hubs. Semi-structured interviews were conducted with customers, logistics service providers and port operators. Fourteen important variables were found with delivery time and shipment condition perceived by all groups as most important. Variables related to human factors were considered important by customers but not by logistics service providers. The paper contributes to our knowledge of whatlogistics service quality entails in a developing country that is lower on a logistics maturity scale, such as Vietnam, and provides managers with insights on what logistics service quality factors to address to enhance customers’ perceptions regarding their expectations.

An Algorithmic Approach to Total Breast Reconstruction with Free Tissue Transfer

Yu, Seong Cheol,Kleiber, Grant M.,Song, David H. Korean Society of Plastic and Reconstructive Surge 2013 Archives of Plastic Surgery Vol.40 No.3

As microvascular techniques continue to improve, perforator flap free tissue transfer is now the gold standard for autologous breast reconstruction. Various options are available for breast reconstruction with autologous tissue. These include the free transverse rectus abdominis myocutaneous (TRAM) flap, deep inferior epigastric perforator flap, superficial inferior epigastric artery flap, superior gluteal artery perforator flap, and transverse/vertical upper gracilis flap. In addition, pedicled flaps can be very successful in the right hands and the right patient, such as the pedicled TRAM flap, latissimus dorsi flap, and thoracodorsal artery perforator. Each flap comes with its own advantages and disadvantages related to tissue properties and donor-site morbidity. Currently, the problem is how to determine the most appropriate flap for a particular patient among those potential candidates. Based on a thorough review of the literature and accumulated experiences in the author's institution, this article provides a logical approach to autologous breast reconstruction. The algorithms presented here can be helpful to customize breast reconstruction to individual patient needs.

Learners’ Responses to a Virtual Cadaver Dissection Nerve Course in the COVID Era: A Survey Study

Jeffrey L. Lisiecki,Shepard Peir Johnson,David Grant,Kevin C. Chung 대한성형외과학회 2022 Archives of Plastic Surgery Vol.49 No.5

Background Virtual education is an evolving method for teaching medical learners. During the coronavirus disease 2019 pandemic, remote learning has provided a replacement for conferences, lectures, and meetings, but has not been described as a method for conducting a cadaver dissection. We aim to demonstrate how learners perceive a virtual cadaver dissection as an alternative to live dissection. Methods A virtual cadaver dissection was performed to demonstrate several upper extremity nerve procedures. These procedures were livestreamed as part of an educational event with multimedia and interactive audience questions. Participants were queried both during and after the session regarding their perceptions of this teaching modality. Results Attendance of a virtual dissection held for three plastic surgery training institutions began at 100 and finished with 70 participants. Intrasession response rates from the audience varied between 68 and 75%, of which 75% strongly agreed that they were satisfied with the virtual environment. The audience strongly agreed or agreed that the addition ofmultimedia captions (88%), magnified video loupe views (82%), and split-screen multicast view (64%) was beneficial. Postsession response rate was 27%, and generally reflected a positive perspective about the content of the session. Conclusions Virtual cadaver dissection is an effective modality for teaching surgical procedures and can be enhanced through technologies such as video loupes and multiple camera perspectives. The audience viewed the virtual cadaver dissection as a beneficial adjunct to surgical education. This format may also make in-person cadaver coursesmore effective by improving visualization and allowing for anatomic references to be displayed synchronously.