Designing Medical Implantable Devices with Multiphysics Simula...

Designing Medical Implantable Devices with Multiphysics Simula... Designing Medical Implantable Devices with Multiphysics Simula... Designing Medical Implantable Devices with Multiphysics SimulationCase study provided by COMSOLThe development of a device meant to assist or completely replace functioning of the heart is undeniably complex. Researchers at St. Jude Medical (now Abbott) use multiphysics simulation to engineer Left Ventricular Assist Devices (LVADs), in an ongoing effort to improve the outlook and quality of life of patients with heart failure.The konzeption of an LVAD must take many factors into consideration. The device must be small enough to connect to the heart and be made of compatible materials and geometry that permit the device to reside in the body without being rejected. Fluid dynamics, power supply, and thermal management must also be considered. As multiple interacting physical effects must be accounted for at each area of development, multiphysics simulation is vital to the design process.Freddy Hansen, Staff Research Physicist at St. Jude Medical (now Abbott) uses his expertise in physics and mathematical modeling to characterize complex implantable medical devices like LVADs before experimental studies. Hansen has created upwards of 230 models in COMSOL Multiphysics that address a wide range of design challenges pertaining to the unique physics of artificial pumping devices.I use COMSOL Multiphysics every day, from proof of concept models to quite sophisticated simulations featuring detailed CAD geometries and coupled physics. I work with some complex models for months before Ive taken all of the information I want from them. Simulation allows for evaluating changes in size or geometry of the LVAD design before implementation of a physical prototype.Optimizing LVAD DesignOne challenge associated with engineering LVADs is the prevention of blood clotting in any space in or around the pump. To address this, a magnetically levitated rot or was developed, which eliminated the need for ball bearings and other components with geometries that might promote clotting. Hansen modeled both the magnetically levitated rotor and turbulent variant flow.The pump rotor receives blood axially and redirects it radially, into the volute, or fluid collector. Some of the blood flows back around the outer edge of the rotor and into the rotor inlet, resulting in a constant washing of the blood, which serves to eliminate places where the blood can stagnate and clot. Another significant advance was the development of a pump system with pulsatile flow, rather than continuous flow, which more closely mimics a functioning heart.Wireless PoweringCurrent LVADs require power transfer from external batteries in a controller outside the body to the pump by way of a cable. But what if the cable could be eliminated? This would lead to a decreased infection risk and improved patient quality of life.Hansen explored transferring power by way of magne tic resonance coupling that can be established even through a biological medium such as tissue. To assess the feasibility of wireless power transfer to an LVAD and determine how much power could be transferred between reasonably sized coils, Hansen coupled a 3D magnetic field model with an electrical circuit model to determine operating efficiency and power loss, as well as optimal circuit design and component values.Engineers also had to ensure that body temperature and biological systems would not be affected by the implant. Hansen modeled the heat generated in the tissue as a result of the small currents induced by the wireless transfer of energy, combined this with models of heat generated inside the implant, and then used the thermal conductivity coefficient determined from a famous Cleveland Clinic experiment, to determine the temperature increase in body tissue near the implant.Improved Options for PatientsIn designing devices to assist and replace the function of the heart, multiphysics analysis has proven to be essential. Hansen combines experimental characterization and mathematical modeling to understand the physics pertaining to ventricle assist devices, and improve the biocompatibility of the device as well as the overall patient experience. The latest innovations to mechanical pumping systems hold much promise for better treatment in the future.Learn more about the advances in modeling and simulation in Mechanical Engineering Magazine Special Report

This is the number of people that dont regret peeping on partners phone

This is the number of people that dont regret peeping on partners phoneThis is the number of people that dont regret peeping on partners phoneWith our phones being used less as devices that make calls and more repositories of message logs, browsing information, shopping picks, plus our hopes, dreams, and Instagram likes, its almost impossible elend to wonder whats on your partners cell.One in five people thats 19% have sneaked a peek at their significant others phone without permission, according to a YouGov pollof over 1,200 adults. Considering the temptation, that number seems low, but its possible more people have learned the hard way to use screen lock by now.Those who lurk obviously see it as a reconnaissance mission to gather necessary info they cant get anywhere else 73% say they dont feel bad about breaking into their beloveds phone.Follow Ladders on FlipboardFollow Ladders magazines on Flipboard covering Happiness, Productivity, Job Satisfaction, Neuroscience, and moreAll too often, their mission turns up results 33% say their peeking has uncovered evidence of something they were already suspicious of. And 18% were in for an unpleasant surprise, turning up something they hadnt suspected.Still, the nachrichten isnt all bad 45% of Americans say they have never looked through a partners phone.Whats mine is yoursThen theres the idea of open access nearly half (49%) of Americans think they should have the right to look at their partners cells only if they ask.A startling 28% believes that partners should have open access to each others phones. A sensible 9% believes that phones should remain private.Dont forget what science says if getting caught going through your partner or friends cell phone doesnt ruin your relationship, odds are it can actually make it stronger.

The Ability to Change Quickly Is Key to Your Success

The Ability to Change Quickly Is Key to Your SuccessThe Ability to Change Quickly Is Key to Your SuccessDo you feel as though the world of your competitors and customers changing faster every day? If so, youre not alone. Organizations that are committed to ongoing success recognize the critical need for agility in workplace culture and environment. Why? Because change is accelerating and gets more challenging with each year that passes. You recognize the need to employ people who display agile traits and characteristics. You need facilities that encourage agility and connectedness. You need collaboratively designed spaces so employees are encouraged to interact frequently. You need transparency as an organization so your employees have the information they need when they need it to quickly accomplish tasks and goals Agility is your willingness to change, your ability to change and the nimbleness you exhibit as you adapt to change quickly- it is key to your future. An earlier article identifiesthree important factors in creating an agile workplace. The following bewerberinterview about agility features Brian McGowan, managing director global healthcare services solutions, leader, at ZRG Partners, LLC, where he has completed hundreds of successful employee searches. He believes the professional characteristic of agility- a continuous learner, decisive leader and strategic thinker- will define the next generations leadership in todays organizations. In the interview, he explores finding agile employees, developing agility in people and how organizations can become more agile. Interview With Brian McGowan Susan Heathfield Why will the professional characteristics of agility, a continuous learner, decisive leader and strategic thinker define next generation leadership? Brian McGowan Right now, and for the foreseeable future, the greatest staffing needs across all industries are evolving around innovations in products, go-to-market systems and supply chain mana gement. With boomers aging out and increased technology and globalization making its way in, a new kind of executive is required. This kind of executive will have the agility to learn, intellectual horsepower and immense curiosity. He or she will be an everyday learner, described as an individual who not only seeks out opportunities to learn, but also proactively seeks a better way to conduct business for the sake of his company and employees. Heathfield What aspects of business today have led to agility becoming a necessary and defining trait for executives/leaders/managers? McGowan Moores Law- from Intel co-founder Gordon Moore on the pace in which technological advances and energy efficiency grows- extends way beyond technology and chip capacity. In todays globally competitive environment, it is nearly impossible to sustain competitive advantage through product or service alone. The way to win is through people and innovation. In order to innovate, organizations require agile thi nkers, decision-makers and problem solvers. Speed to market and continuous improvement is no longer aspirational, but a critical strategy towards achieving desired outcomes. Technology and mass media platforms allow for information to flow freely and those who can quickly and effectively ingest information and data as it becomes available, and are thoughtful and decisive enough to act are leaders for today and the future. Heathfield What are the characteristics of an organization that has agile leadership? Conversely, what are the implications for an organization led by a team that lacks agility? McGowan Companies that are agile demonstrate characteristics of trust, empowerment, ambiguity tolerance, persistence, decisiveness, and an overall appreciation for mistakes and improvement. They also support an environment that cross-pollinates people and thinking among different business disciplines and industries. Conversely, organizations that are defined by hierarchy and process alone c annot act quickly enough to take advantage of the emerging and evolving market opportunities and needs, and as a result, are losing their grasp on the markets they serve. One only has to look at branded companies such as Polaroid and Kodak for examples of a lack of agility that prevented their moves into digital soon enough to preserve market leadership. What Characterizes an Individual With Agility? Heathfield What are the characteristics of an individual who possesses agility? McGowan Individuals who possess, and more importantly, demonstrate agility are those who leverage an insatiable appetite to learn, take on mission-critical problems, encourage risk and want to be part of the solution through decision making and execution. Agile leaders are those who are willing to expose and explore as well as adapt to evolving situations. Learning cannot be the end point, but rather the springboard. The application of concepts is the key to agility and, as a result of this application, additional learning becomes an outcome. Heathfield Why is the characteristic of agility in a leader difficult to find? McGowan Historically, the most successful leaders were those who were able to take attribution for success by playing it safe in corporate America. Demonstrating an appropriate set of soft skills and political acumen more often weighed in on promotion versus the ability to actually make things happen. Individual rewards were- and still are- linked to achieving linear objectives versus breakthrough thinking and opportunities. This is the environment in which the leaders of today grew up, professionally speaking. Therefore finding those who possess the characteristics of agility often requires going outside the norm where there are fewer choices. Perhaps they have been mentored by another agile leader, perhaps they figured it out themselves, but generally, there arent many of them. When leaders and organizations experience economic hardships and political uncertainty, executives work out of a defensive place too scared to make any innovative decisions or moves for fear of the consequences. There just isnt enough clarity to make calculated, business savvy moves. With agility comes the confidence to make hard decisions, but again, that schrift of executive is difficult to find. Heathfield How do you identify agile characteristics when reviewing application materials? McGowan Resumes/CVs are the best brand positioning vehicles for an individual in that ultimately an executive will communicate what they believe is important and how they view themselves. Just like a business strategy, an agile leader will position him or herself with the bigger picture in mind, tailoring their resume to the job at hand. A thoughtful recruiter or interviewer can develop great insight into how this individual has been influenced, what career path they have chosen, how they have made an impact and what they have accomplished. Executives who highlight problems and soluti ons linking back to some of the previously mentioned characteristics provide an attractive discussion document to begin an interview. Executives who share specific examples of behavior and experience in both propensity and variety offer the best chance to identify agility. Look at the holistic view of the resume, not just their specific positions, and you can learn a great deal. How an Organization Continues to Develop Agility Heathfield How can managers and leaders promote and recognize agile performance from employees? McGowan Create a culture of exploration, adaptation, execution, risk-taking and creativity, and see who steps up to the task. Empower employees to take on risk, challenge them to move beyond their personal comfort zones, create projects to enable cross-functional expertise and exchange. Raise your level of expectation, and those with an inclination for next-level leadership will present themselves. Heathfield How can an organization foster professional developme nt processes that build agility? McGowan Managers need to lead by example. Many employees arent going to understand the depth and breadth of skills required to be an agile leader. It will take training and mentoring, perception and intellect. Agility is a frame of mind as much as it is a competence. Identify leaders, both within and outside of your organization, whom you want your teams to emulate. Then, articulate, very specifically, why that is. Outline the characteristics that matter and implement weekly, if not daily, exercises and applications for those traits to play out. Heathfield How can an agile professional leverage this trait to advance in an organization? McGowan At the end of the day, it is all about creating value, sustainable competitive advantage, and winning in the marketplace. An agile leader does not work behind the scenes. If you want to lead the charge- whether from the front, middle or back of the pack- be bold in your expression of innovative thinking, a bett er understanding of the business, and willingness to try new things.