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MSC-111 | Design Point (PTP and PMP) Solutions

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MSC-111 - Design Point (PTP and PMP) Solutions - braindump

Vendor Motorola
Exam Number MSC-111
Exam Name Design Point (PTP and PMP) Solutions
Questions 114 Q & A
Recent Update June 13, 2018
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MSC-111 exam Dumps Source : Design Point (PTP and PMP) Solutions

Test Code : MSC-111
Test Name : Design Point (PTP and PMP) Solutions
Vendor Name : Motorola
Q&A : 114 Real Questions

Motorola Design Point (PTP

Motorola Granted Patent for flexible OLED monitor with Heating Hinge | killexams.com Real Questions and Pass4sure dumps

we have been listening to a lot about foldable OLED displays and flexible screens on smartphones for fairly some time. however as of now most of it isn't realized yet. Motorola has recently been granted a patent for a foldable smartphone.

Motorola-office1

As of now the healing of a foldable OLED monitor has been a tremendous setback. Motorola claims that this can be solved by means of introducing a heating element. This heating aspect heats up the vicinity the place the monitor has been deformed and as a result straightens it up without any visible damages. With this in vicinity, Motorola can be able to design a versatile OLED so we can bend both outwards and inwards and perhaps be hinged at multiple point.

motorola-foldable-display-patent

The flexible shows are yet to turn into mainstream. truly, Apple had to face a controversy with iPhone X provide chain because of the diminished OLED screen production means. curiously, no longer many companies seem it to be plausible and put money into a foldable screen. here's also since the funding is massive and being a pioneer all the time comes with its personal financial downsides. in the meantime, corporations like Samsung and LG are greater focussed on a curved reveal.

Yet one more situation with flexible OLED monitors is that it deforms when the temperature drops under a definite threshold. it's for this reason that Motorola has devised a temperature sensor so that they can work even though the mobile is switched off and should heat the reveal to relevant it. i am individually skeptical about how potent is the heating aspect and sweetness what's going to occur if the machine is not in use for a longer length of time. smartly, the entire apprehensions aside, it's respectable to see Motorola invest in flexible OLED and hope that the identical will enter mass creation in the near future.


Otis Elevator CIO: modern apps and IoT for digital transformation | killexams.com Real Questions and Pass4sure dumps

Video: CIO interview Digital Transformation, IoT, and Otis Elevator (CXOTalk #292)

we all comprehend the manufacturer name Otis Elevator, however I guess you didn't recognize these records:

  • Annual profits: $12 billion
  • established in 1853: 165 years historical
  • personnel: 65,000
  • field carrier mechanics: 33,000
  • variety of elevators in provider: Over two million
  • number of users every day: Over two billion (and that's the reason no longer a typo)
  • The Otis Elevator business become started by using Elisha Otis, who invented the first protection elevator. NPR shares the story:

    Otis designed the first protected elevator when he vital to elevate heavy building substances, while changing a sawmill into a manufacturing unit in Yonkers, manhattan. He made toothed wood e-book rails to healthy into opposite facets of the elevator shaft, and equipped a spring to the top of the elevator, working the hoisting cables through it. The cables nonetheless guided the elevator up and down, but when they broke, the unencumber of tension would throw the spring mechanism outward into the notches, preventing the cabin from falling.

    nowadays, Otis is a subsidiary of United technologies.

    read additionally: Digital transformation and the CIO: everything you deserve to recognize

    I spoke with the executive suggestions officer of the Otis Elevator enterprise to be trained concerning the business's digital transformation. Marcus Galafassi, the business's CIO, turned into my guest on episode 292 of the CXOTalk series of conversations with the area's accurate innovators.

    This episode offers an inner seem to be into the hidden world of elevators and the americans who construct and service them.

    From my perspective, Otis is addressing three challenges that make digital transformation challenging:

  • the primary problem lies in riding trade via its globally dispensed network of 33,000 field provider technicians. As you examine beneath, take a look at the comments from Marcus on the composition of modern change administration.
  • second, given the company's age and historical past, changing based techniques of considering is also an important problem.
  • Third, customers expect Otis elevators and escalators to be protected, excessive-availability machines. The sheer size of the business's worldwide put in base creates ongoing power to ensure safeguard and reliability devoid of screwups.
  • The enterprise's digital transformation is a desirable story that includes contemporary technologies comparable to sensors, web of issues, and even constructing interfaces between Amazon's Alexa and elevators.

    Watch our conversation in the video embedded above and read the comprehensive transcript. below are edited excerpts from the transcript.

    And, if you need to study no matter if the "shut door" button on elevators works, then examine on!

    As CIO, you enhance programs that affect the product directly?

    Marcus Galafassi: sure. as an instance, the apps. we've accomplished lots of apps for our mechanics. These apps, they are apps which are linked to the customer experience.

    it truly is the difficulty we now have, the customer event. We go into a provider in a contract that we've with the customer. The customer doesn't see that I came there, and a well-known question become, "Did you come right here and do what turned into alleged to be executed? I did not get any feedback."

    examine additionally: what's digital transformation? every thing you need to comprehend

    We simply launched a very essential digital device the use of text as a foundation. i may tell you; the feedback we received turned into very standard. The feedback we received turned into awesome.

    once again, if you do apps like these or also to our mechanics that can improve the right nice or can increase efficiency in the box like browsing components that I obligatory to order, this is a very good probability where digital is beyond what i might call in a traditional enterprise or the CIO boundary. we're doing things that go beyond our corporation.

    How does digital create opportunities to head beyond the usual CIO position?

    Marcus Galafassi: Sensor statistics is one issue this is addressing loads of opportunities for us. In these two million contraptions, from a contract standpoint that you've got within the globe, we more than 300,000 connected these days. we're harvesting this records from a sensors standpoint.

    I feel you mentioned pushing the "close door" button, right? I convey the illustration of this "shut door" push button. probably the most major issues we do have in elevators is doorways. Why? as a result of people are speeding in the day and check out to arrive and then see the door closing. They try to hold the door. Then holding the door, again, influences the mechanisms we have, I mean the add-ons we've within the door.

    Sensors, we have put sensors in the doorways, and you can remember that, right through the whole statistics heritage, how an awful lot are you able to predict on this kind of sensor advice, and how will we count on functions to be maintained? again, sensors presenting this type of facts is awfully wealthy. in case you look at doors, once more as I stated, 60 perceent of surprising features are caused by means of this class of failure. if you can bridge the expertise, the digital IoT capacity together with the information analytics, or not it's a very potent technology for us.

    read additionally: building a digital transformation strategy

    we've achieved more than that. In our deployment for these 33,000 techs, we've now 17,000 executed. we now have based a very robust community in terms of alternate administration. we now have more than 1,000 americans that recognize how to aid the technicians within the box. They understand the way to support them to sort the issues out as a result of, once again, mobile for me is easy however, from a technician that has labored 30 years within the industry, it be somewhat a challenge.

    once more, it really is an opportunity, i'd name it. The expertise has been developed. I think the CIO has a chance and has to take this and stream ahead.

    it truly is what we did two and a half years ago. We established a really quality strategy to seriously change and help our digital folks in the box. Then, of path, we're evolving for IoT relocating ahead and clear up the baseline, our backend within the company as neatly.

    What were the business motives for these technology adjustments?

    Marcus Galafassi: we have achieved lots of assessments in Europe, specially as a result of Europe is our mature market from a capabilities standpoint. once more, most of the feedback and what concerns from a client's standpoint is assistance. How am i able to make the suggestions available to our purchasers, and how are they taking that information and, of route, assisting them to drive?

    I even have a situation, as an instance. or not it's a true case the place a customer informed us, "seem; I actually have one grownup that walks daily in the morning, in the afternoon, within the nighttime."

    I ask, "Why? Why have this? To do what?"

    "just to stroll in every stage of my constructing and investigate if the elevator is running."

    So, we've a client this is telling you, "I have one grownup from my building strolling on daily basis, anytime, to investigate if the elevator is up and working."

    examine also: These are the largest challenges of digital transformation

    once more, in case you can join the elevator, get the sensors, predict if it be going to be damaged, or even more as we showed within the Shanghai Expo, we've what you call a consumer view. we will reveal, in a dashboard, all the units that belong to the customer. really, the identify of this is known as the Campus View.

    instead of getting the person stroll and seeing if the elevator is down or is up and operating, he can see the dashboard, and he can see it on his cell, so believe about it. again, that is the manner that you simply address client adventure. it's the way that you handle the communication that become lacking during the past. that's what the purchasers are seeking for.

    You want to simplify the client's relationship to the elevator and its add-ons?

    Marcus Galafassi: We definitely appreciate expertise. however, these 300,000 instruments, I told you some of them are nonetheless linked in an old school manner. i would say ISDNs or company-primarily based cell lines. they're still getting the sensors facts.

    but, in case you look at these applied sciences and you see the statistics across the expertise, we are able to nonetheless apply, i would say, analytics on suitable. we can nevertheless follow data patterns round that, and you can nevertheless have guidance helping us and us assisting the consumer. truly, one of the most principal elements that we have carried out in some of the apps that we've constructed around is to improve the correct first-class.

    during the past, we used to have a technician come if a Motorola broke, as I call it, you comprehend, then connect a cable and hooking the cable into the manage board. good enough. Now we've a instant dongle, and i can join even within the lobby with out even touching the handle board in the elevator computing device enviornment. that is one issue.

    study additionally: artificial intelligence, analytics support velocity up digital place of work transformation

    It improves defense as well, incidentally. I don't should have a technician downloading the entire statistics associated with screw ups or potential disasters. I don't should contact the equipment. it truly is my factor.

    All of this is in the cloud. We begun cloud 4 years in the past right here at UTC, our mother or father company. we're the pioneers of the cloud in our enterprise. once again, I think that's the effective assistance in the cloud on the hand of our technicians and on the hand of our customers. I suppose it's fairly a good deal our imaginative and prescient.

    What agile tactics do you employ?

    Marcus Galafassi: that is a great question. We began two years ago, Agile methodology. We discovered a whole lot. it be not easy coming from a traditional waterfall into an Agile system. I imply the discovering technique, what it capability to split into scrum groups. How are you able to put all of it together?

    I think the wonderful information on here is, once more, the know-how has evolved a great deal. i used to be a COBOL programmer. do not ask me when i was. It changed into a long time ago. I bear in mind i used to be sitting together with the other man asking, "are you able to do a document like that?" Then two weeks after, "Oh, incidentally, I overlooked this."

    again, it changed into type of, you come; you inquire from me what you want. I believe i know what you want. Then I do something. After, you simply are aware of it does not work.

    Waterfall is over, from my factor of view.

    I consider we are able to nonetheless use some waterfall technology or manner to help us tackle, i'd call it, average IT programs. Some ERPs nonetheless require that. but, what we did, we even have a really potent technique with our guardian business, UTC, and it's throughout all our business gadgets. it's called ACE, attaining aggressive excellence.

    study additionally: Eight boundaries to beat for your digital transformation journey

    ACE has one of the crucial equipment called passport evaluate boards. It sounds very bureaucratic, and often it will also be bureaucratic, provided that you want to. however, what we now have achieved now, we've merged some of the key fundamentals and what's a PRB, as you call it here are, at the end of the day, milestones. I need to have a minimal design. I deserve to have a gateway. After the design is completed, what's my build? After my construct is performed, what is my effect that goes for creation?

    What did was merge the important thing gateways together with Agile to be sure that we might be fast with a sprint approach, developing scrum teams, however additionally controlling the first-class all the way through the system. These four apps, I believe, work very well. We did eight apps in twelve months, fairly a good deal. We deployed 17,000 telephones, 17,000 mechanics, with an ecosystem the usage of iPhone, and our MDM is AirWatch, fairly a lot on the same time, a yr and a half. It turned into very, very aggressive, and we see the methodology for helping you, like DevOps or Agile. it really is essential.

    if you wish to go digital and also you are looking to do it speedy, you deserve to have, of direction, some exchange administration along with your clients, inside or exterior. once more, external, we're having a lot of journey bringing some key purchasers to attend one of the classes and offering remarks within the design. I feel it is the evolution.

    a different important thing, we started this relatively much by myself. A year in the past, UTC, UTC Digital -- UTXD, as we name it -- has launched an accelerator in Brooklyn the place some of these capacities had been no longer latest there at all. We started, once again, an hour faraway from a notice elevator standpoint, however the capacities like design pondering, ideation, incubation, product administration, no longer project administration, product administration and, of course, analytics. we are developing these capacities inner the condominium. you can go and show off the outcomes outdoor, however I don't suppose or not it's healthy.

    if you wish to simply definitely flip your business digital, you need to have this kind of ability. You deserve to have a design and considering method. You need to have Agile, DevOps. You need to have product managers taking care concerning the product evolution, the digital product evolution throughout the period. And, of course, in AI, analytics are add-ons that can assist you enhance and boost the product. once more, it be a mixture of methodology, capabilities that you just need to have in-condo, and also you deserve to foster this further and further and extra in our IT firm.

    How do you exchange a firm it truly is one hundred sixty five-years old and so well dependent?

    Marcus Galafassi: or not it's, now not all about technology. expertise is fantastic, however it's know-how; it's americans; or not it's technique.

    I think, what you have got performed, we addressed a really powerful champions community to support us achieve goals. i am talking to the apps aspect now. we now have 1,000 champions across the world. I think these people have been proficient. These americans were primary to support us turn this. I call it adoption since it's actually adoption.

    You may give a really quality telephone to a technician, and he can YouTube. He can try this; he can try this. however, at the conclusion of the day, you need them to use the apps and make his lifestyles more efficient, the client's extra communicated, and the event more suitable.

    the important thing primary element is if you go to this technology and if or not it's one hundred sixty five-12 months-ancient business or if it be a six-month old business, it has to have a metamorphosis management idea in area as a result of, with out that, the know-how itself isn't going to support you. individuals ought to undertake. If people do not adapt and adopt, then you definitely have an issue.

    study also: a way to use digital transformation to win finances

    I've got an extra illustration that our carrier leader gave me, and i become very happy about it as a result of we deployed together with these 1,000 champions in our alternate management network. a lot of communicates decided on our Yammer setup.

    There turned into a man. I do not remember his name. A mechanic, he turned into having an issue. it be like China time zone back to California time zone. The guy changed into typing in Yammer. He observed, "I have an issue, selected problem with this setup in this laptop with this manage board," and so forth etc. a guy overseas, he answered and stated, "seem to be. I had the equal difficulty. by the way, I did this."

    suppose in regards to the vigour of this. here's a true change management. [Laughter.] it be a device that is across the board. people are speaking to each and every other nearly. They don't know each and every other face-to-face. They certainly not met each other face-to-face. however again, this is, for me, the energy of the technology. but, we needed to create this network as a result of, if we don't create the community, if we don't create the correct organizations, we just can create, as they name it, a bit little bit of confusion, you understand. We deserve to use the appropriate expertise to aid and evolve the e-newsletter to category it once in a true, digital verbal exchange.

    modern change management capability collaboration?

    Marcus Galafassi: sure. Pure collaboration.

    Pure collaboration and you've got done some tooling as well, some tools where our mechanics in the event that they have an issue, can name an authority. they could Skype themselves. they can reveal on the phone the place the difficulty is, and somebody goes to support them to tackle the difficulty.

    before it turned into somebody attempting to name someone. we're digitizing all of our technical information, which is the foundation for looking constituents and every little thing else. in the past, we used to have binders in the trunk, and also you go again to the trunk in the motor vehicle. You open it up and see what's the part i would like.

    read also: How digital is helping Lovespace's ambitions to seriously change its self-storage

    in fact, expertise helps trade administration, but we deserve to prepare that and constitution that adequately and have the appropriate champion community, have the appropriate expectations a way to use the expertise, what may also be accomplished, what can not be carried out, [and] create the collaboration. Collaboration is vital. I suppose the know-how helps, but if you do not have structure, then it turns into another app that isn't going for use.

    What metrics do you utilize to consider digital method?

    Marcus Galafassi: You should tackle adoption. Let's talk about adoption metrics.

    we've adoption metrics when it comes to utilization of the apps. we now have a method also to assemble, in our incubator, concepts that ties, once more, with the KPIs that we have centered.

    I feel one of the most leading concerns, along with the alternate management, is how are you able to drive adoption? Adoption, again, is relative. It depends upon the person's journey, the person's expectation, but we have installation very great KPIs around how the apps and the utilization of the apps had been, on a monthly basis, accrued.

    we've a method in region. we now have enhanced it with loads of design considering and enhanced the UX, the event. We are attempting to mix one of the apps to have the appropriate enterprise flow or process move from a mechanic's standpoint.

    We vital to map personas. We obligatory to map our ecosystem the place these personas are going to make use of these and for what goal. always, I mean historically, we haven't done it during the past. So, I deserve to put myself in the footwear of a mechanic, and i should in a hoistway, which has no cellular conversation in any respect.

    for those who construct up an app and suppose, "Oh, an app is exquisite," oh, however there is no offline skill. ok, I suppose it be a big mistake, right? you're in a building, in a hoistway, absolutely closed, and there's no community coverage. You cannot build up an app considering that the app is great if there is not any offline ability.

    study additionally: Wendy's cooks up digital transformation plans with kiosks, cellular apps, customer experience lab

    We should have, once again, the persona. You should put yourself in their shoes and have the correct empathy to make the appropriate system, the appropriate device, the correct app for them.

    in the event you design a product, and that i talk about an elevator, we need to feel in that point of view as well. How do we integrate the sensors? How does that sensor go into the cloud? What are the AI opportunities we've around that? am i able to put Alexa to call the elevator? yes, of course, you can, and we did it, incidentally. you are more than welcome to return right here and visit us in our Bristol Tower.

    Bristol Tower is in Connecticut, in Bristol, and it is the optimum tower in North the united states. we now have a prototype of that we reveal to consumers. They love that. again, these styles of ideas, it really is what you want as a spirit, as a digital enterprise.

    How are you the usage of the cyber web of issues and why?

    Marcus Galafassi: i mentioned before the Campus View, which is likely one of the consumer dashboards that we've introduced within the Shanghai Expo. The Campus View gives you ways healthy the customer fleet, the elevators, are of their respective constructing.

    that you could see the available pink and eco-friendly dots. Why it's crimson is because we are able to have an elevator or the unit down, shut down. additionally, which you could see, and also you click. it can delivery to turn green to yellow, yellow to purple, and you can stream the time. The time potential i can stream forward a bit bit and notice in three months that yellow becomes purple. it truly is what we can see. Of direction, the customer has the guidance accessible.

    read also: How Campbell Soup is making a bet on digital transformation, ecommerce, science to grow income

    we are the use of sensor records. we are feeding off this facts in our cloud. we've completed a circumstance-based mostly maintenance to predict the use of, again, doors as 60 p.c of our call-backs, as you name it, or surprising visits are driven by means of doorways problems. we've performed very smartly, together with engineering and our analysis center here, prediction in how these patterns of failures could take place and then how they might take place. we can anticipate that failure. it is what addresses now not best deficiency in our web site however, also, we avoid to have a unit in a shut-down mode, which is the worst factor that can turn up to our valued clientele. consumers need our elevators 100% of the time up and running. it really is fairly lots the whole business cost we see with IoT in our case.

    Are the shut door buttons on elevators true or fake?

    Marcus Galafassi: If the purchasers ask you to shut down, we're going to close down the button. [Laughter.] it really is a client request.

    [When people force open an elevator door that is closing,] the entire mechanism [of the closing door] (sic) need to flow back. if you have added energy, or not it's even worse. This completely interrupts the momentum of closing the door, so we do not like it [and can cause the doors to require service].

    It can be perceived as a pretend button. however, I help you decide that. [Laughter.]

    CXOTalk presents in-depth conversations with the area's good innovators. be certain to watch our many episodes!

    linked reports

    Motorola One power leaks with Android One branding and a notch | killexams.com Real Questions and Pass4sure dumps

    thus far in 2018, Motorola's been focusing on the funds phase with its Moto E5 and G6 collection. We're expecting new entries within the Moto Z lineup this summer for mid-latitude and flagship alternatives, and while we patiently wait, a manufacturer-new cell has reared its head because the Motorola One vigor.

    here is the first time we're hearing of such a device, and the folks at AndroidHeadlines recently bought a render of the cellphone that offers us decent concept of what to are expecting.

    The front of the Motorola One vigour is domestic to a big, bezel-light reveal with an exquisite big notch on the accurate. around lower back you're going to discover dual cameras with a layout similar to the iPhone X, a Motorola "M" dimple that seemingly doubles as a fingerprint sensor, and Google's Android One branding.

    Android One phones typically present sooner access to software updates and safety patches, and the most effective different Motorola telephone to be part of the program to this point is last 12 months's Moto X4.

    The Motorola One vigour feels like a large departure from past Moto telephones.

    We do not know what the spec sheet or fee seems like for the Motorola One vigour, but there are a couple wonderful tidbits to consider of — considered one of which is the cell's design. The Moto X4, G6 and E4 sequence all have the equal frequent appear with a circular rear camera design and a glass or plastic again. it be nothing primarily special, but it gives the handsets an comfortably identifiable fashion. With the Motorola One power, Motorola appears to be adopting a design language we now have viewed time and time once again from countless other OEMs.

    The other issue value citing is the cellphone's name. The Moto branding now we have had for thus many years is nowhere in sight and has as an alternative been changed by the whole Motorola identify. or not it's uncertain what this capacity for phones beyond the Motorola One vigour, but it surely's exciting on the other hand.

    The Motorola One vigor is believed to launch within the u.s. at some point this yr, and whereas we wait, i would love to recognize your recommendations on the cellphone. sound off in the feedback down below.

    Moto G6 Plus evaluation: Motorola nevertheless masters the art of the mid-latitude cell




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    effect and results of the ASGE guidelines on the periendoscopic administration of sufferers who take anticoagulants | killexams.com real questions and Pass4sure dumps

  • 1.

    Choudari, CP, Rajgopal, C, Palmer, KR. Acute gastrointestinal haemorrhage in anticoagulated sufferers: prognosis and response to endoscopic remedy. gut 1994;35: 464–466.

  • 2.

    Kuwada, SK, Blam, R, Gostout, CJ. The position of withdrawing chronic anticoagulation on account of acute GI bleeding. Am J Gastroenterol 1996;ninety one: 1116–1119.

  • three.

    Palareti, G, Legnani, C, Guazzaloca, G, et al. Activation of blood coagulation after abrupt or stepwise withdrawal of oral anticoagulants. A potential look at. Thromb Haemostasis 1994;seventy two: 222–226.

  • 4.

    Litin, SC, Gastineau, DA. existing ideas in anticoagulant remedy. Mayo Clin Proc 1995;70: 266–272.

  • 5.

    Mulligan, R. Response to anticoagulant drug withdrawal. J Am Dental Assoc 1987;one hundred fifteen: 435–438.

  • 6.

    guiding principle on the management of Anticoagulation and Antiplatelet remedy for Endoscopic procedures. ASGE publication No. 1029. Printed 12/97. attainable at http://www.asge.org/doc/531.

  • 7.

    Microsoft Excel 1997 Microsoft enterprise: Redmond, WA.

  • 8.

    SAS Institute, Inc. Cary, NC: 1989–1996.

  • 9.

    Kadakia, SC, Angueira, CE, Ward, JA, et al. Gastrointestinal endoscopy in sufferers taking antiplatelet agents and anticoagulants: Survey of ASGE participants. Gastrointest Endosc 1996;forty four: 309–316.

  • 10.

    Lomas, J, Anderson, GM, Domnick-Pierre, okay, et al. Do apply guidelines e book follow? The effect of a consensus commentary on the practice of physicians. N Engl J Med 1989;321: 1306–1311.

  • eleven.

    Grilli, R, Lomas, J. Evaluating the message: the connection between compliance fee and the field of a convention guideline. medical Care 1994;32: 202–213.

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    Lomas, J, Enkin, M, Anderson, GM, et al. Opinion leaders vs. audit and feedback to put in force practice guidelines. beginning after outdated cesarean section. JAMA 1991;265: 2202–2207.

  • 13.

    Oxman, ad, Thomson, MA, Davis, DA, et al. No magic bullets: a scientific assessment of 102 trials of interventions to enrich skilled apply. CMAJ 1995;153: 1423–1431.

  • 14.

    Davis, DA, Taylor-Vaisey, A. Translating guidelines into follow. a systematic overview of theoretic ideas, functional event and analysis evidence within the adoption of clinical follow guidelines. CMAJ 1997;157: 408–416.

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    Davis, DA, Thomson, MA, Oxman, ad, et al. changing health practitioner efficiency. a systematic overview of the effect of carrying on with clinical education innovations. JAMA 1995;274: seven hundred–705.

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    Gould, MK, Dembitzer, ad, Sanders, GD, et al. Low-molecular-weight heparins compared with unfractionated heparin for medication of acute deep venous thrombosis. a price-effectiveness analysis. Ann Intern Med 1999;one hundred thirty: 789–799.

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    Etchells, E, McLeod, RS, Geerts, W, et al. financial analysis of low-dose heparin vs. the low-molecular-weight heparin enoxaparin for prevention of venous thromboembolism after colorectal surgery. Arch Intern Med 1999;159: 1221–1228.

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    Bjerkeset, O, Larsen, S, Reiertsen, O. contrast of enoxaparin given earlier than and after operation to keep away from venous thromboembolism throughout digestive surgical procedure: Play-the-winner designed look at. World J Surg 1997;21: 584–588.

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    de Valk, HW, Banga, JD, Wester, JW, et al. evaluating subcutaneous danaparoid with intravenous unfractionated heparin for the medicine of venous thromboembolism. A randomized controlled trial. Ann Intern Med 1995;123: 1–9.

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    Columbus Investigators. Low-molecular-weight heparin within the remedy of patients with venous thromboembolism. N Engl J Med 1997;337: 657–662.

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    Kakkar, VV, Boeckl, O, Boneau, B, et al. Efficacy and defense of a low-molecular-weight heparin and regular unfractionated heparin for prophylaxis of postoperative venous thromboembolism: European multicenter trial. World J Surg 1997;21: 2–8.

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    Klein, W, Buchwald, A, Hillis, SE, et al. comparison of low-molecular-weight heparin with unfractionated heparin acutely and with placebo for six weeks in the management of unstable coronary artery ailment. Fragmin in unstable coronary artery ailment look at (FRIC). Circulation 1997;ninety six: 61–sixty eight.

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    Cohen, M, Demers, C, Gurfinkel, EP, et al. Low-molecular-weight heparins in non-ST-phase elevation ischemia: The ESSENCE trial. Efficacy and safeguard of subcutaneous enoxaparin versus intravenous unfractionated heparin, in non-Q-wave coronary events. Am J C 1998;eighty two: 19L–24L.

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    Antman, EM. TIMI 11B. Enoxaparin versus unfractionated heparin for unstable angina or non-Q-wave myocardial infarction: A double-blind, placebo-managed, parallel-community, multicenter trial. motive, study design, and techniques. Thrombolysis in Myocardial Infarction (TIMI) 11B Trial Investigators. Am coronary heart J 1998;135: S353–S360.

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    Palmer, AJ, Koppenhagen, k, Kirchhof, B, et al. Efficacy and defense of low molecular weight heparin, unfractionated heparin and warfarin for thrombo-embolism prophylaxis in orthopaedic surgical procedure: A meta-analysis of randomised clinical trials. Haemostasis 1997;27: 75–eighty four.

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    Koopman, MM, Prandoni, P, Piovella, F, et al. treatment of venous thrombosis with intravenous unfractionated heparin administered in the health facility as in comparison with subcutaneous low-molecular-weight heparin administered at home. The Tasman study community. N Engl J Med 1996;334: 682–687.

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    Cannegieter, SC, Rosendaal, FR, Briet, E. Thromboembolic and bleeding issues in sufferers with mechanical coronary heart valve prosthesis. Circulation 1994;89: 635–641.

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    Larsen, GL, Alexander, JA, Stanford, W. Thromboembolic phenomena in sufferers with prosthetic aortic valves who did not receive anticoagulants. Ann Thorac Surg 1997;23: 323–326.

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    Limet, R, Lepage, G, Grondin, CM. Thromboembolic issues with the cloth-lined Starr-Edwards aortic prosthesis in sufferers now not receiving anticoagulants. Ann Thorac Surg 1977;23: 529–533.

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    chance factors for stroke and efficacy of antithrombotic remedy in atrial fibrillation. analysis of pooled information from five randomized controlled trials. Arch Intern Med 1994;154: 1449–1457.

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    Boston enviornment Anticoagulation Trial for Atrial Fibrillation Investigators. The impact of low-dose warfarin on the chance of stroke in sufferers with nonrheumatic atrial fibrillation. N Engl J Med 1990;323: 1505–1511.

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    Peterson, P, Boysen, G, Godtfredsen, J, et al. Placebo-controlled, randomised trial of warfarin and aspirin for prevention of thromboembolic problems in persistent atrial fibrillation: The Copenhagen AFASAK analyze. Lancet 1989;1: a hundred seventy five–179.

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    Stroke Prevention in Atrial Fibrillation Investigators. Stroke Prevention within the Atrial Fibrillation examine: final results. Circulation 1991;eighty four: 527–539.

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    Connolly, SJ, Laupacis, A, Gent, M, et al. Canadian Atrial Fibrillation Anticoagulation (CAFA) analyze. J Am Coll Cardiol 1991;18: 349–355.

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    Ezekowitz, MD, Bridgers, SL, James, KE, et al. Warfarin in the prevention of stroke linked to nonrheumatic atrial fibrillation. N Engl J Med 1992;327: 1406–1412.

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    White, RH, McKittrick, T, Hutchinson, R, et al. transient discontinuation of warfarin therapy: changes in the international normalized ratio. Ann Intern Med 1995;122: forty–42.

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    Tinker, JH, Tarhan, S. Discontinuing anticoagulant remedy in surgical patients with cardiac valve prostheses: Observations in a hundred and eighty operations. JAMA 1978;239: 738–739.

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    Kearon, C, Hirsh, J. administration of anticoagulation before and after elective surgery. N Engl J Med 1997;336: 1506–1511.

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    Winawer, SJ, Zauber, AG, O'Brien, MJ, et al. Randomized evaluation of surveillance intervals after colonoscopic elimination of newly clinically determined adenomatous polyps. The national Polyp look at Workgroup. N Engl J Med 1993;328: 901–906.


  • impact and outcomes of the ASGE guidelines on the periendoscopic administration of patients who take anticoagulants | killexams.com real questions and Pass4sure dumps

  • 1.

    Choudari, CP, Rajgopal, C, Palmer, KR. Acute gastrointestinal haemorrhage in anticoagulated sufferers: analysis and response to endoscopic medicine. gut 1994;35: 464–466.

  • 2.

    Kuwada, SK, Blam, R, Gostout, CJ. The role of withdrawing chronic anticoagulation on account of acute GI bleeding. Am J Gastroenterol 1996;91: 1116–1119.

  • 3.

    Palareti, G, Legnani, C, Guazzaloca, G, et al. Activation of blood coagulation after abrupt or stepwise withdrawal of oral anticoagulants. A potential study. Thromb Haemostasis 1994;seventy two: 222–226.

  • 4.

    Litin, SC, Gastineau, DA. present concepts in anticoagulant therapy. Mayo Clin Proc 1995;70: 266–272.

  • 5.

    Mulligan, R. Response to anticoagulant drug withdrawal. J Am Dental Assoc 1987;one hundred fifteen: 435–438.

  • 6.

    tenet on the management of Anticoagulation and Antiplatelet remedy for Endoscopic approaches. ASGE book No. 1029. Printed 12/97. attainable at http://www.asge.org/doc/531.

  • 7.

    Microsoft Excel 1997 Microsoft supplier: Redmond, WA.

  • 8.

    SAS Institute, Inc. Cary, NC: 1989–1996.

  • 9.

    Kadakia, SC, Angueira, CE, Ward, JA, et al. Gastrointestinal endoscopy in patients taking antiplatelet agents and anticoagulants: Survey of ASGE individuals. Gastrointest Endosc 1996;forty four: 309–316.

  • 10.

    Lomas, J, Anderson, GM, Domnick-Pierre, k, et al. Do observe instructions book follow? The impact of a consensus statement on the practice of physicians. N Engl J Med 1989;321: 1306–1311.

  • eleven.

    Grilli, R, Lomas, J. Evaluating the message: the connection between compliance cost and the subject of a practice tenet. clinical Care 1994;32: 202–213.

  • 12.

    Lomas, J, Enkin, M, Anderson, GM, et al. Opinion leaders vs. audit and feedback to put in force follow instructions. beginning after old cesarean section. JAMA 1991;265: 2202–2207.

  • 13.

    Oxman, ad, Thomson, MA, Davis, DA, et al. No magic bullets: a systematic evaluate of 102 trials of interventions to improve expert practice. CMAJ 1995;153: 1423–1431.

  • 14.

    Davis, DA, Taylor-Vaisey, A. Translating instructions into follow. a systematic evaluation of theoretic ideas, useful event and analysis facts within the adoption of medical practice instructions. CMAJ 1997;157: 408–416.

  • 15.

    Davis, DA, Thomson, MA, Oxman, ad, et al. altering physician efficiency. a systematic review of the impact of continuing scientific schooling strategies. JAMA 1995;274: seven hundred–705.

  • sixteen.

    Gould, MK, Dembitzer, advert, Sanders, GD, et al. Low-molecular-weight heparins compared with unfractionated heparin for medication of acute deep venous thrombosis. a value-effectiveness evaluation. Ann Intern Med 1999;a hundred thirty: 789–799.

  • 17.

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