bluuebunny/crossref_metadata_2025_split huggingface dataset:
Financial analysis of patients with newly diagnosed acute myelogenous leukemia on protocol or standard therapy
Authors: Berman Ellin , Little Claudia , Teschendorf Bonnie , Jones Meaghan , Heller Glenn 
Published: October 2002

AbstractBACKGROUNDMedicare and third‐party payers may be reluctant to pay for investigational (protocol) therapy for patients with cancer on the premise that such treatment is more expensive than standard therapy. However, prior studies that have attempted to compare protocol therapy with standard therapy have been difficult to interpret because of the assortment of malignancies studied and the lack of suitable control groups of patients who received standard therapy.METHODSIn the current study, the authors conducted a retrospective review of the financial charges associated with protocol or nonprotocol (standard) chemotherapy in patients with a single malignancy, newly diagnosed acute myelogenous leukemia (AML), who received their initial course of chemotherapy (“induction”) at the Memorial Sloan‐Kettering Cancer Center (MSKCC) between 1996 and 1999. Protocol and nonprotocol groups were analyzed according to clinical characteristics and standard prognostic features to determine whether the two groups were comparable. Median charges for all patients were determined using a database that linked clinical information, financial data, and clinical outcomes.RESULTSA total of 353 patients with newly diagnosed AML were registered at MSKCC during the time period studied; of these, 79 patients (22%) received all of their care at the institution. Thirty patients (38%) received treatment on an investigational protocol. Forty‐nine patients (62%) did not receive protocol therapy for the following reasons: 10 patients (20%) did not meet eligibility criteria, 4 patients (8%) were eligible for protocol therapy but declined, and 35 patients (71%) met protocol criteria but were not offered protocol therapy based on the judgment of their primary oncologist. The groups were not comparable because patients treated with standard therapy were older and had a poorer initial Eastern Cooperative Oncology Group (ECOG) performance status. Overall median charges for patients in the nonprotocol group were higher than for patients treated on a protocol although charges were not related to age, initial ECOG performance status, or cytogenetic risk group.CONCLUSIONSAlthough charges for the nonprotocol group were higher, specific factors responsible for this difference were not identified. This study emphasizes the problems inherent in assembling suitable groups of patients for comparison. Cancer 2002;95:1064–70. © 2002 American Cancer Society.DOI 10.1002/cncr.10805
Characterization of measles sequences from Pune, India
Authors: Wairagkar Niteen , Rota Paul A. , Liffick Stephanie , Shaikh Naseem , Padbidri V.S. , Bellini William J. 
Published: October 2002

AbstractThe goal of this study was to conduct the initial genetic characterization wild‐type measles viruses currently circulating in India. Reverse transcription‐polymerase chain reaction detected measles RNA in 11 of 14 throat swabs collected from sporadic and outbreak‐associated cases in the city of Pune, during 1996–1998. Sequence analysis of the H and N genes showed that six sequences were genotype D4, three were genotype D8, and two were genotype A. Continued virologic surveillance in other areas of India as well as neighboring countries will indicate the extent of genetic diversity present among wild‐type measles viruses circulating in India. J. Med. Virol. 68:611–614, 2002. © 2002 Wiley‐Liss, Inc.
Priority rules for check processing in multiple branch banking: An experimental analysis
Authors: Mabert Vincent A. , Showalter Michael J. 
Published: October 2002

AbstractThe check‐processing activity represents a major function in a commercial bank. If checks are quickly processed through the bank, then funds will be transferred to appropriate accounts and the bank will experience minimum float. This paper discusses the use of priority rules to maximize the dollar value of checks processed each day. A series of experiments are developed to test a set of priority rules (heuristics) under different operating conditions of check processing capacity, transit dollar levels, and branch characteristics. The results indicate that significant differences in performance are present for different rules. Also, the usefulness of some rules are dependent upon the commercial bank's operating characteristics, which has important implications for operating managers.
An optimal inventory model where resupply is possible but uncertain
Authors: Haber Sheldon E. , Sitgreaves Rosedith 
Published: October 2002

AbstractA model is formulated for computing the optimal stock quantity of an item when resupply is possible but uncertain. The distinguishing feature of the model is that the optimal stock quantity calculation takes into account the cost of resupply and the probability of stock arriving by a specified mode of transport in time for issue to customers. The model is then applied to the problem of determining a preferred mode of transport for an assumed set of parameters.
A requirements planning system for the Space Shuttle Operations schedule
Authors: Steinberg Earl , Lee William B. , Khumawala Basheer M. 
Published: October 2002

AbstractThe National Aeronautics and Space Administration (NASA) is charged with developing a Flight Operations Planning Schedule for Space Shuttle Operations in the 1980s. During this decade, NASA plans to launch up to thirty space shuttle flights per year when the program reaches the mature phase. Traditional planning techniques for space flights (PERT‐type models) are inadequate for this task because of their inability to resolve conflicts arising from multiple demands for limited resources generated by numerous simultaneous projects (space flights). This paper describes a requirements planning system developed by the authors and adopted by NASA for this resource constrained multiple project scheduling problem.
Improving fuel utilization in steel mill operations using linear programming
Authors: Markland Robert E. 
Published: October 2002

AbstractThis paper describes the use of linear programming to improve the fuel utilisation at a major Midwestern steel mill. In particular, linear programming is used to determine an efficient fuel allocation plan for this steel mill, which reduces the total fuel costs for the steel mill operations. The efficient fuel allocation plan that is developed utilises two externally purchased fuels: natural gas and fuel oil, and two gases: blast furnace gas and coke plant gas, which are internally generated as natural by‐products of the production process. Test results from the application of the linear programming model are presented and discussed, and indicate that considerable cost savings can be achieved by utilizing a fuel allocation plan which more effectively utilizes the by‐product gases which are produced within the steel making process.
Work force scheduling for arbitrary cyclic demands
Authors: Bechtold Stephen E. 
Published: October 2002

AbstractThe problem considered here is the determination of the minimum full‐time workforce and corresponding work schedule to meet arbitrary cyclic staffing requirements where all workers are idle either one or two consecutive periods per cycle. Specialized algorithms are developed which are less complex and consequently more efficient than existing algorithms. The new algorithms are also compared with alternative algorithms on the basis of slack dispersion which is a criterion that has not been previously considered in the literature. The results suggested the existence of a trade‐off between the execution efficiency of the algorithms and their slack dispersion characteristics. Some initial framework required for future research is also provided.
Design of an interrelated quality system for a single product manufacturing process with assembly
Authors: Knowles Thomas W. , Hassan M.Zia 
Published: October 2002

AbstractThe design of a single product manufacturing system with assembly is considered. The processing is on a lot‐by‐lot basis with the lot size fixed. The decision variables include interrelated single sampling plans, manufacturing process quality levels, incoming raw material quality levels and assembly process quality levels. A solution procedure is given to minimize the expected total of the costs associated with the quality of the finished product subject to a limit on the Average Outgoing Quality Limit of the finished product. An example is provided.
Hierarchical integration in production planning: Theory and practice
Authors: Gelders Ludo F. , Van Wassenhove Luk N. 
Published: October 2002

AbstractThis paper discusses the issue of integrating various decision levels in hierarchical production planning systems. First the theory is briefly reviewed and then two case studies are presented. It is argued that it is not sufficient to have a good decision model at every level of the decision hierarchy. The different models should be carefully integrated. The potential problems resulting from a lack of integration are discussed. These problems are then illustrated in two case studies in order to be able to focus on actual managerial issues. It is shown how different decision levels supported by decision models were integrated in these two applications. Two important features are the crucial role of crossfunctional managerial committees in the integration process and the introduction of slack to avoid disaggregation problems.We do not claim to be exhaustive in presenting the problems related to integration nor do we claim that the solutions to the cases are the best possible ones. We do, however, hope that this paper motivates production managers to take a serious look at their hierarchical planning procedures.
Application of work center control rules in a job shop environment
Authors: Fisk John C. , Segal John P. 
Published: October 2002

AbstractWork center control rules, defined as a combination of job dispatch rules and short‐term work center capacity adjustments, are analyzed using queueing theory. Promising rules are evaluated with a job shop simulation model. Simulations comparing work center control rules to the critical ratio rule for job dispatching indicate that work center control can increase performance to customer due date while simultaneously reducing average work in process inventory. The work center control rules are easily implemented by shops currently using input/output control and daily dispatch lists.
The part‐period balancing algorithm and its look ahead‐look back feature: A theoretical and experimental analysis of a single stage lot‐sizing procedure
Authors: Wemmerlöv Urban 
Published: October 2002

AbstractThis paper investigates the discrete Part‐Period Balancing (PPB) lot‐sizing algorithm and its optional feature, the Look Ahead‐Look Back tests. PPB is the most commonly used dynamic lot‐sizing procedure in practice and it has also been tested extensively in simulation experiments. Although its overall cost performance, relative to other heuristics, have been fairly good, a fundamental flaw with the model has been noted in the literature. This deficiency leads to poor performance under certain conditions.In this paper a simple adjustment to the main algorithm is analytically derived under the assumptions of a constant demand rate and an infinite planning horizon. The adjustment leads to an optimal behavior for the PPB heuristic under the stated conditions. Subsequent experimental analysis through simulation of lot‐sizing performance in environments with time‐varying, discrete demand shows that the proposed adjustment leads to significant cost reductions.This paper also analyzes the Look Ahead‐Look Back tests which is the distinguishing feature between the PPB procedure and the Least Total Cost algorithm. The tests were devised to improve the cost performance of the PPB heuristic by marginally adjusting each tentative lot‐size. The effect of the Look Ahead‐Look Back tests have, however, never been verified in the literature. The tests have undergone some changes over time, when they have been included in commercial software packages for inventory management. We suggest yet another modified version in this paper.In the last portion of the paper, the cost effectiveness of the Look Ahead‐Look Back tests is confirmed through simulation. That is, when used together with the original PPB procedure, they lead to an improved cost performance. It is also shown that a combination of these tests and the adjustment to the PPB procedure mentioned earlier leads to an even lower average total cost. All cost improvements are statistically significant. It is finally noted that the Look Ahead‐Look Back tests perform poorly in certain constant demand situations. Additional analytic and experimental analysis shows that these results stem from a dominance of the Look Back test over the Look Ahead test, leading to the former test being performed more often. This can easily be corrected, however, by checking for sufficient variability in the data before the Look Back test is employed.
Aggregate planning in health care foodservice systems with varying technologies
Authors: Connell Bertrum C. , Adam Everett E. , Moore Aimee N. 
Published: October 2002

AbstractThe health care delivery system has been criticized widely for ineffective cost control, excessive pricing, and poor productivity. It is clear that a segment of the United States economy has continued to be inflationary the past few years.The health care foodservice system is expected to meet the daily food and nutritional needs of patients, employees, and visitors throughout the year. Some of the difficult‐and potentially costly‐management decisions involve establishing staffing levels and food production rates to meet this changing demand.The purpose of this investigation was to evaluate two heuristic aggregate planning models in three types of health care food production systems to determine if the models were more effective in cost reduction than the management decisions which were made. The Search Decision Rule (SDR) and Management Coefficients Model (MCM) were selected based upon previous testing in industrial applications. In each of three different hospital food systems‐conventional, cook‐chill, and minimal cooking‐the aggregate plan decision rules (from the models) were compared with the hospital's master labor schedule over a one year test period. Cost of implementing the decision rules and the existing master labor schedule was determined using an objective cost function derived from cost records in each foodservice system.The SDR model performed statistically better than the MCM and the existing master labor schedule provided by management. SDR model performance depended upon the technology in which it was applied, providing the greatest savings in the conventional foodservice technology. Potential annual dollar savings between the hospital's existing master labor schedule and the SDR for each foodservice system varied from $74,329 to $182,487.Implementation of the SDR model could help the foodservice administrator be more effective in scheduling expensive labor resources by determining in advance decision rules that will simultaneously meet production demand and significantly reduce cost. The major resistances to implementation are expected to be lack of model understanding and the resistance to trusting a computerized model where the potential for some food shortage will still exist, even though it exists now with manual scheduling systems.
MRP with high uncertain yield losses
Authors: New Colin , Mapes John 
Published: October 2002

AbstractCertain manufacturing systems, notably those in high technology precision casting and integrated circuit production suffer from process yield losses which are both significant in quantity terms and are also highly unpredictable. This poses special problems for the provisioning of materials to support a manufacturing program and for the detailed scheduling necessary to update the priorities of work in process batches as losses occur. This paper establishes a framework of analysis to handle this problem in MRP logic. It describes the mechanisms available and discusses their relevance to the market environments in which the company is operating.The key conclusion of this paper is that different solutions are required for different market circumstances. The four key strategies developed are:

A: For continuous schedules, make‐for‐stock: Use mean yield rate and fixed buffer stocks.
B: For continuous schedules, make‐to‐order: Use mean yield rate, fixed buffers and a yield to finish monitoring system.
C1: For single batch production make‐to‐order: As for B but using a desired service level yield rate.
C2: For multiple batch production, make‐to‐order: As B but using a variable yield rate by batch.The implementation of each of these is described in relation to the business objectives of cost effectiveness and customer satisfaction.
Resolving uncertainty in manufacturing systems
Authors: Schmitt Thomas G. 
Published: October 2002

AbstractThis paper examines the effectiveness of three commonly practiced methods used to resolve uncertainty in multi‐stage manufacturing systems: safety stock under regenerative material requirements planning (MRP) updates, safety capacity under regenerative MRP updates, and net change MRP updates, i.e., continuous rather than regenerative (periodic) updates. The use of safety stock reflects a decision to permanently store materials and labor capacity in the form of inventory. When unexpected shortages arise between regenerative MRP updates, safety stock may be depleted but it will be replenished in subsequent periods. The second method, safety capacity, overstates the MRP capacity requirements at the individual work centers by a prescribed amount of direct labor. Safety capacity either will be allocated to unanticipated requirements which arise between MRP regenerations or will be spent as idle time. The third method, net change, offers a means of dealing with uncertainty by rescheduling instead of buffering, provided there is sufficient lead time to execute the changes in the material and capacity plans.Much of the inventory management research has addressed the use of safety stock as a buffer against uncertainty for a single product and manufacturing stage. However, there has been no work which evaluates the performance of safety stock relative to other resolution methods such as safety capacity or more frequent planning revisions. In this paper, a simulation model of a multi‐stage (fabrication and assembly) process is used to characterize the behavior of the three resolution methods when errors are present in the demand and time standard estimates. Four end products are completed at an assembly center and altogether, the end products require the fabrication of twelve component parts in a job shop which contains eight work centers. In addition to the examination of the three methods under different sources and levels of uncertainty, different levels of bill of material commonality, MRP planned lead times, MRP lot sizes, equipment set‐up times and priority dispatching rules are considered in the experimental design.The simulation results indicate that the choice among methods depends upon the source of uncertainty, and costs related to regular time employment, employment changes, equipment set ups and materials investment. For example, the choice between safety stock and safety capacity represents a compromise between materials investment and regular time employment costs. The net change method is not designed to deal effectively with time standard errors, although its use may be preferred over the two buffering alternatives when errors are present in the demand forecasts and when the costs of employment changes and equipment set ups are low. The simulation results also indicate that regardless of the method used, efforts to improve forecasts of demands or processing times may be justified by corresponding improvements in manufacturing performance.
Planning horizons for master production scheduling
Authors: Chung Chen‐Hua , Krajewski Lee J. 
Published: October 2002

AbstractProduction and operations planning in organizations quite often is a multi‐level sequential process, involving aggregate planning, master production scheduling, and detailed operations planning and scheduling. To obtain good planning results, it is desirable to have a proper planning horizon for each level of planning. There have been a considerable number of studies dealing with planning horizons for aggregate planning or production smoothing problems. There are also many planning horizon studies for single‐item lot sizing problems. No study has addressed the issues associated with the planning horizons for master production schedules (which is a multi‐item lot sizing problem in nature), particularly with respect to the relationship to the aggregate plan.This study addresses the issue of planning horizons for companies employing a make‐to‐stock competitive strategy facing a seasonal demand for their products. We formulate the aggregate planning problem and the master scheduling problem as two separate mathematical programs to approximate the two‐stage process that typically takes place in practice. Rolling planning horizons are used to approximate the periodic updates of the plans commonly done in practice. The models also incorporate resource requirements planning concepts to estimate loads on the critical work centers.The planning process is simulated as a single pass procedure where the results of aggregate planning are passed to the master production scheduling model once per month and the results of the master scheduling model (i.e., the portion of the master schedule actually implemented) are passed back to the aggregate planning model for the next planning session.The experimental results show that when the planner faces extreme cost structures such as high smoothing costs/high setup costs or low smoothing costs/low setup costs, the planning horizon effects are reduced to a minimum. Master schedule planning horizons need not be as long as aggregate planning horizons. Alternatively, non‐extreme cost structures such as high smoothing costs/low setup costs and low smoothing costs/high setup costs should be handled with equal planning horizons for both aggregate planning and master scheduling.It is also found that the firm's cost structure has an impact on the appropriate planning horizon for both aggregate planning and master scheduling. Some cost conditions allow for smaller master schedule horizons. The best horizon choice seems to be equal planning horizons for both aggregate planning and master scheduling, even though the cost savings is slight in some cases.Finally, the proper length of the planning horizon for master scheduling is affected by the planning horizon of the aggregate plans.