bluuebunny/crossref_metadata_2025_split huggingface dataset:
Does HER2/neu expression provide prognostic information in patients with advanced urothelial carcinoma?
Authors: Gandour‐Edwards Regina , Lara Primo N. , Folkins Ann K. , LaSalle Janine M. , Beckett Laurel , Li Yueju , Meyers Frederick J. , DeVere‐White Ralph 
Published: October 2002

AbstractBACKGROUNDMuscle‐invasive urothelial carcinoma of the bladder is a highly lethal malignancy, particularly in the setting of locally advanced or metastatic disease. Prior reports of HER2/neu (c‐erbB‐2 or HER2) expression in bladder carcinoma have been mixed; therefore, its value in predicting metastasis or response to therapy has not been established in this tumor type. Thus, the authors evaluated a possible correlation between HER2 expression in patients with high‐grade, muscle‐invasive urothelial carcinoma of the bladder and outcome in patients who received paclitaxel‐based chemotherapy.METHODSArchival tumor tissues from patients with advanced urothelial carcinoma who were enrolled on two clinical trials of paclitaxel‐based chemotherapy regimens were analyzed for HER2/neu expression by immunohistochemistry (IHC). The authors correlated HER2 expression by IHC with clinical outcomes, such as response rate, progression free survival, and overall survival, using univariate analysis.RESULTSThirty‐nine tumor specimens were assessed for HER2 expression, most of which (70%) were collected from patients with metastatic disease. All were high‐grade urothelial carcinomas (transitional cell carcinomas, Grade 3). Strong HER2 expression (2+/3+) was seen in 28 patients (71%). Patients with responding disease had an HER2 expression rate of 78%, similar to the rate seen in patients with stable disease (75%). In contrast, patients with progressive disease had an HER2 expression rate of 50%, although this difference did not reach statistical significance. However, univariate analysis showed that increased HER2 expression predicted an improvement in progression free and overall survival. When HER2 status was used as a dichotomous variable, tumors with positive HER2 expression did not have any association with response or with progression free survival; however, positive HER2 status was associated significantly with a decreased risk of death (P = 0.03).CONCLUSIONSThis study of HER2 expression in bladder carcinoma focused on patients who were treated prospectively in a standardized fashion, unlike prior studies that have evaluated banked, archival specimens. The authors confirmed the findings of others that high‐grade, muscle‐invasive urothelial carcinoma of the bladder has a significant rate of HER2 expression (71%). However, contrary to other reports, the current study found that HER2 expression in the context of paclitaxel‐based chemotherapy decreased the risk of death significantly. Further research is warranted on the possible association of HER2 expression with chemosensitivitiy in urothelial carcinoma as well as the efficacy of HER2‐targeted therapies (such as trastuzumab) for patients with high‐grade, muscle‐invasive urothelial carcinoma of the bladder. Cancer 2002;95:1009–15. © 2002 American Cancer Society.DOI 10.1002/cncr.10808
Human antibody response to Toscana virus glycoproteins expressed by recombinant baculovirus
Authors: Di Bonito Paola , Bosco Simona , Mochi Stefania , Accardi Luisa , Ciufolini Maria G. , Nicoletti Loredana , Giorgi Colomba 
Published: October 2002

AbstractThe arthropod‐borne Toscana virus has been associated with acute neurological disease in humans. In this study, the viral envelope glycoproteins were expressed in soluble form in a baculovirus system. The recombinant sGN and sGC proteins were used as viral antigens in a Western blot assay to analyze the specific immune response in sera from patients with recognized virus‐associated aseptic meningitis. The anti‐glycoprotein and the anti‐nucleoprotein N IgG responses were compared by an immunoassay based on the recombinant proteins. In this system, all the sera showed a high reactivity to the N protein, but they differed in the response to the glycoproteins. J. Med. Virol. 68:615–619, 2002. © 2002 Wiley‐Liss, Inc.
Heuristic policies for inventory ordering problems with long and randomly varying lead times
Authors: Foote Bob , Kebriaei Naghi , Kumin Hillel 
Published: October 2002

AbstractIn most inventory models, lead time is an insignificant factor in inventory modeling and implementation. There are situations, however, in private industry and governmental procurement in which this is not the case. For example, orders for castings and forgings with a low order size may have lead times of from 12 to 36 months. The actual lead time is random and depends on economic factors that determine the load at the foundry.A model developed by Liberatore in 1977 [1] was the first approach to incorporate random lead time and yet had a feasible solution approach for a multi‐period problem. However, this approach requires significant development time for implementation on a digital computer by a technically skilled analyst.Our sensitivity analysis of this model indicates that a solution of the model for every specific case may not be necessary. In fact, some heuristic policies are revealed that offer a manager a finite set of alternatives to consider with some assurance that the policy selected will be close to optimum.Our conclusions are: 1) Consider 1,2 or 3 orders per year with the order sizes roughly equal. 2) The time of the first order should be approximately E (lead time) + 1.25σLT prior to the first demand point. 3) Large increases in σLT will not affect these policies.
A dynamic programming approach to work force scheduling with time‐dependent performance measures
Authors: Davis Samuel G. , Reutzel Edward T. 
Published: October 2002

AbstractAn implicit enumeration algorithm is defined to obtain solutions to the commercial bank check processing encoder scheduling problem. The specific application is of particular interest because a significant factor in determining optimality is the float costs associated with checks which are unprocessed and unavailable for presentation at check clearing deadlines, thereby making the timing of the activity of crucial importance. A one day time horizon is employed to reflect those situations where banks have the scheduling flexibility afforded by part‐time and/or temporary help in additon to a complement of full‐time operators. Comparisons are made with other suggested approaches to daily encoder scheduling. Results indicate that dynamic programming can be an attractive methodology to attack this complex problem.
Operations change interactions in a service environment: Attitudes, behaviors, and profitability
Authors: Adam Everett E. 
Published: October 2002

AbstractAn attitudinal and behavioral change program was developed and implemented in a service operations function. Changes were (1) stabilizing operations management (reducing turnover) and (2) improving attitudes and behaviors of employees with strong union affiliations in a common carrier trucking terminal when compared to similar employees in a control terminal undergoing no planned change. Management turnover was reduced. Other results from the eighteen‐month longitudinal study indicated that employee attitudes in both groups remained negative toward work, management, and the company throughout the study period. Behaviors relating to attitudes — particularly turnover, absenteeism, and accident rates—improved at the experimental terminal, even though expressed attitudes remained negative. Operating efficiencies and profitability improved at the experimental terminal. It was found that these employees, pick‐up and delivery drivers, retain positive attitudes toward customers and customers the same toward them, in spite of the drivers' negative attitudes toward the company. The operative service employee appeared to discriminate between attitudes toward the company and the customer; the drivers' negative attiudes toward most everything (except the customer) not affecting the customer's perceptions of the driver or the company.
Priority dispatching with operation due dates in a job shop
Authors: Kanet John J. , Hayya Jack C. 
Published: October 2002

AbstractThis paper investigates the effects on job shop performance of setting and attempting to enforce operation due dates for jobs. It does so by comparing via simulation the performance of priority dispatching rules when employed to enforce operation due dates versus job due dates. The results indicate that operation due dates improve every conventional measure of job shop performance.
Some observations on the advantages and implementation issues of just‐in‐time production systems
Authors: Schonberger Richard J. 
Published: October 2002

AbstractU.S. industry has been bombarded with prescriptions for catching up with the Japanese. Surprisingly absent from many lists of these prescriptions is the Japanese just‐in‐time (JIT) production system. The JIT approaches are simple and generally require little use of computers, and they appear to provide far tighter controls on inventory than are attainable via U.S. computer‐based approaches. More importantly, Japanese JIT tends to promote major improvements in quality and productivity, as well as increased worker responsibility and commitment. JIT applications and benefits apply not only to the shop floor but also to the distribution and the purchasing ends of the business.In the article, JIT is contrasted with MRP, and the JIT production system is explained with reference to a graphical cause‐effect model. The necessity, under the JIT system, of revising traditional assumptions with regard to cycle stock and buffer inventories is explained. The author's views on how JIT affects plant configurations are presented, along with personal observations on how one Japanese subsidiary in the U.S. has been reconfiguring its plant in the process of adopting a JIT production system.
Quality circles and production/operations management: Concerns and caveats
Authors: Blair John D. , Ramsing Kenneth D. 
Published: October 2002

AbstractThere has been a growing interest by American production and manufacturing organizations in the concepts and techniques being used by Japanese managers. In particular, quality circles have been found to be valuable in some companies and have thus been seen by many as being the answer to the declining productivity in companies in the United States. However, there is considerable concern by these authors that an indiscriminate acceptance of the quality circle concept may result in a series of problems for many organizations attempting its use.Although quality circles did not appear in the United States until implemented by Lockheed Missile and Space Company in 1974, their growth has been extremely rapid. It was estimated in 1980 by I.A.Q.C., that the number had grown to over 3,000 circles in U.S. companies. This widespread interest in quality circles comes, in part, from the almost deceptively simple concept of organizational intervention with the primary objective to increase productivity and quality of the production/ manufacturing sector through direct employee participation. Within this context, QCs appear to succeed in tapping into several dimensions of organizational behavior which are potentially related to improved organizational functioning: individual motivation, group process, and managerial decision‐making.However, a number of questions do exist about the use of quality circles in the production of goods and services in this nation. Some of these concerns are described under the headings of: Cultural Considerations; White Collar Effectiveness; Motivational Forces; Effectiveness of Quality Circles; Introduction of Quality Circles; and Quality Circle Longevity.This paper presents some implications and caveats for the use of quality circles as a basis for improving quality and productivity:

A diagnosis of the organization to ensure that an organizational development intervention is appropriate.
A realistic expectation of what QCs can do and how quickly.
Quality circles should not be introduced into organizations under extreme stress.
QCs should not be forced into an organization.
Program costs must be considered.
Management should not expect completely perfect results but that there will be failures and some circles will not have a long life.This article attempts to provide an objective analysis of the quality circle concept as a method for improving productivity and quality. The concept of quality circles is sound with real successes evident. It is necessary for a company attempting to use quality circles to have a strong degree of commitment by management to respond to the involvement of their employees.
Scheduling independent jobs on nonuniform, unequal processors
Authors: Bernardo John J. , Lin Kun‐Si 
Published: October 2002

AbstractThe problem of scheduling n independent jobs on a single processor to minimize the total tardiness of the assignment has attracted much attention. Solution algorithms, both exact and approximate, have been reported, but no polynomial time exact algorithm has yet been found, nor has the problem been proven NP‐complete.In this paper we consider the more general case of scheduling n independent jobs on m unequal processors to minimize total tardiness. Since this problem is more complex than the corresponding single‐processor problem, no polynomial‐time algorithm is in sight. For problems of this nature, approximate algorithms may be more valuable than exact algorithms in terms of applications. A heuristic algorithm is developed to solve the multiple‐processor problem. Computational experiments show that the heuristic algorithm is efficient, fast, and easy to implement.
Assemble‐to‐order manufacturing: Implications for materials management
Authors: Wemmerlöv Urban 
Published: October 2002

AbstractA company's manufacturing is often characterized as either make‐to‐stock (MTS), make‐to‐order (MTO), or assemble‐to‐order (ATO). This classification relates to the degree of interaction between the technological core and the market, with MTS involving the least amount of interaction and MTO the highest degree of contact. ATO represents a hybrid manufacturing strategy for which parts and subassemblies are made according to forecasts while the final assembly of the products is delayed until customer orders have been received. It is evident that each manufacturing philosophy has strategic as well as operational implications.This paper focuses on ATO manufacturing and, in particular, on the design and operation of the manufacturing planning and control system. The relative differences between MTO, ATO, and MTS strategies, and the reasons why a company may decide to be an ATO manufacturer, are discussed first. Several problem areas, which must be addressed by a company that chooses this form of manufacturing, are then identified. It is found that the ATO philosophy requires special system design considerations, particularly in the areas of master scheduling, bills of material structuring, order entry/order promising, final assembly scheduling, and buffering against demand uncertainty. Examples of important issues discussed are the selection of appropriate master schedule units and the associated consequences for the structuring of the bills of material; the choice of efficient procedures for reliable order booking using the combined information from forecasts, confirmed orders, and the master schedule; the relationship between the final assembly schedule and the master schedule; and various techniques that can be used to counter the effects of forecast errors related to the demand for customer options.Following the discussion of all the issues raised above and the presentation of some common solutions, actual industry applications taken from several companies are used to illustrate various aspects of ATO manufacturing. These case illustrations complement the other material since many of them were chosen to reflect alternative procedural approaches to some ATO‐related problems. Finally, areas for future research into the design and operation of ATO manufacturing systems are suggested. It is particularly noted that few normative models for systems design exist in this area.
An efficient implementation of the Wagner‐Whitin algorithm for dynamic lot‐sizing
Authors: Evans James R 
Published: October 2002

AbstractWe consider an N‐period planning horizon with known demands Dt ordering cost At, procurement cost, Ct and holding cost Ht in period t. The dynamic lot‐sizing problem is one of scheduling procurement Qt in each period in order to meet demand and minimize cost.The Wagner‐Whitin algorithm for dynamic lot sizing has often been misunderstood as requiring inordinate computational time and storage requirements. We present an efficient computer implementation of the algorithm which requires low core storage, thus enabling it to be potentially useful on microcomputers.The recursive computations can be stated as follows:
urn:x-wiley:02726963:joom229:equation:joom229-math-0001where Mjk is the cost incurred by procuring in period j for all periods j through k, and Fk is the minimal cost for periods 1 through k. Our implementation relies on the following observations regarding these computations:
urn:x-wiley:02726963:joom229:equation:joom229-math-0002Using this recursive relationship, the number of computations can be greatly reduced. Specifically, additions and multiplications are required. This is insensitive to the data.A FORTRAN implementation on an Amdahl 470 yielded computation times (in 10−3 seconds) of T = −.249 + .0239N + .00446N2. Problems with N = 500 were solved in under two seconds.
Comparison of exact and approximate methods of solving the uncapacitated plant location problem
Authors: Thizy Jean‐Michel , van Wassenhove Luk N. , Khumawala Basheer M. 
Published: October 2002

AbstractThis study was prompted by a recently published article in this journal on facility location by D. R. Sule. We show that the claim made by Sule of a novel and extremely simple algorithm yielding optimum solutions is not true. Otherwise, the algorithm would represent a breakthrough in decision‐making for which a number of notoriously hard problems could be efficiently recast as location problems and easily solved.In addition, several variants of common location problems addressed by Sule are reviewed. In the last twenty years, many methods of accurately solving these problems have been proposed. In spite of their increased sophistication and efficiency, none of them claims to be a panacea. Therefore, researchers have concurrently developed a battery of fast but approximate solution techniques. Sule's method was essentially proposed by Kuehn and Hamburger in 1963, and has been adapted many times since.We exhibit several examples (including the one employed by Sule) in which Sule's algorithms lead to nonoptimal solutions. We present computational results on problems of size even greater than those utilized by Sule, and show that a method devised by Erlenkotter is both faster and yields better results.In a cost‐benefit analysis of exact and approximate methods, we conclude that planning consists of generating an array of corporate scenarios, submitting them to the “optimizing black box,” and evaluating their respective merits. Therefore, much is to be gained by eliminating the vagaries of the black box—that is, by using an exact method—even if the data collection and the model representation introduce sizable inaccuracies. Ironically, large problems (those that typically require most attention) cannot be solved exactly in acceptable computational times. Pending the imminent design of a new generation of exact algorithms, the best heuristics are those that guarantee a certain degree of accuracy of their solutions.
Getting from “just‐in‐case” to “just‐in‐time”: Insights from a simple model
Authors: Suri Rajan , De Treville Suzanne 
Published: October 2002

AbstractMany factory managers are hesitant about implementing a just‐in‐time system due to concern about the dip in productivity that occurs. Here, a simple analytic model is used to study the trade‐off between disruption and learning/improvement on a production line. While simple, the model is shown to capture many of the effects of just‐in‐time mentioned in the literature.Using insights from the model, an attempt is made to identify those factors to which successful implementation of just‐in‐time is most sensitive.
Production scheduling with capacity‐constrained transportation activities
Authors: Truscott William G. 
Published: October 2002

AbstractThis article presents a model for scheduling activities that are required to manufacture a product batch in a multistage process. The activities include setups, operations, and load movements between operations. In this model, setups may or may not require a unit from the preceding operation; each operation must be performed continuously on the batch once it has started, and capacity constraints apply to transportation activities. Within this context, two productivity‐related objectives are sought. The primary objective is to minimize the total production time for the batch; the secondary is to minimize the number of load movements.Considering the capacity constraints, a maximum number of units per load is specified for each “vehicle” and one vehicle is dedicated to each transportation activity. The simplicity of the vehicle restriction facilitates the examination of scheduling interactions among activities, and the results of the research into this model may serve as a foundation for treating more general representations of capacity constraints.The model is used to investigate the scheduling implications of capacity‐constrained load movements. It brings into focus interactions between these movements and the other activities in the process. After each operation, units must be grouped and moved in the fewest loads that permit the succeeding operation to begin as soon as possible, while observing setup and continuity requirements for this operation. Further, the departure times of loads depend on the availability of units and the vehicle. The formation of loads that must conform with the vehicle's capacity limit affects the times at which the loads are ready for movement, while the scheduling of previous movements from the operation affects the times at which the vehicle is available.A procedure is developed for scheduling activities that have this complex set of interactions. Computational requirements on test problems indicate that practical‐sized applications can be handled with this procedure. These applications would be designed to assist in making production planning decisions by experimenting with factors such as vehicle capacity limits and sequencing of operations to determine their effect on production time requirements and numbers of load movements.The article develops a branch‐and‐bound routine to solve subproblems of scheduling transportation activities. The efficiency of this routine that results from exploiting the specific structure of the subproblems is critical for the success of the overall procedure. While the subproblems can be solved as zero‐one mixed‐integer programs, this approach is too computationally burdensome for all but the smallest of problems.