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RISS 인기검색어
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- 저자 : Setijono, (검색결과 5 건)
- 무료
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- 유료
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The Added-Value Metric - A Complementary Performance Measure for Six Sigma and Lean Production
Setijono, Djoko,Dahlgaard, Jens J. The Korean Society for Quality Management 2007 The Asian Journal on Quality Vol.8 No.1
The Six Sigma and Lean Production methodologies suggest that creating value for customers is the objective of a production process or an organisation. In the production context, "added value" dominates the discussion about the creation of value to customers. However, "added value" is often only defined conceptually or discussed at a strategic level, and the link between added value and customer value has not yet been well conceptualised. Therefore, the purpose of the paper is to develop a methodology to measure added value in order to complement the existing performance measures in Six Sigma and Lean Production by conceptualising the link between customer value and added value. The conceptual link "confirms" that quality, time, and costs are the elements of added value, which are transformed into a metric to express customer value. The implementation of the metric recommends the adoption of Lean (Six) Sigma and Lean Accounting (Activity Based Costing), which thus implies that "leanness" is an important "feature" of added value.
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Selecting Improvement Projects that Add Value to Customers
Setijono, Djoko,Dahlgaard, Jens J. The Korean Society for Quality Management 2007 The Asian Journal on Quality Vol.8 No.1
This paper presents a methodology to nominate and select improvement projects that are perceived as adding value to customers (both internal and external). The structure of the methodology can be explained in three "stages." First, the methodology suggests a new way of categorizing improvement opportunities, i.e. reactive-proactive, to "upgrade" the little Q-big Q categorisation. Then, it develops a roadmap that links performance indicators and improvement projects for both reactive and proactive improvements. Finally, it suggests an algorithm to select the improvement project, where the assessment of to what extent the nominated improvement projects add value to customers relies on the comparison between Overall Perceived Benefits (OPB) and Overall Perceived Efforts (OPE). The improvement project perceived as having the largest impact on adding value to customers receives the highest priority.
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miR-218 and miR-129 regulate breast cancer progression by targeting Lamins
Setijono, Stephanie Rebecca,Park, Mikyung,Kim, Goeun,Kim, Yongjo,Cho, Kae Won,Song, Su Jung Elsevier 2018 Biochemical and biophysical research communication Vol.496 No.3
<P><B>Abstract</B></P> <P>Breast cancer is the most frequently diagnosed life-threatening cancer in women. Triple-negative breast cancer (TNBC) has an aggressive clinical behavior, but the treatment of TNBC remains challenging. MicroRNAs (miRNAs) have emerged as a potential target for the diagnosis, therapy and prognosis of breast cancer. However, the precise role of miRNAs and their targets in breast cancer remain to be elucidated. Here we show that miR-218 is downregulated and miR-129 is upregulated in TNBC samples and their expressions confer prognosis to patients. Gain-of-function and loss-of-function analysis reveals that miR-218 has a tumor suppressive activity, while miR-129 acts as an oncomir in breast cancer. Notably, miR-218 and miR-129 directly target Lamin B1 and Lamin A, respectively, which are also found to be deregulated in human breast tumors. Finally, we demonstrate Lamins as the major factors in reliable miR-218 and miR-129 functions for breast cancer progression. Our findings uncover a new miRNA-mediated regulatory network for different Lamins and provide a potential therapeutic target for breast cancer.</P> <P><B>Highlights</B></P> <P> <UL> <LI> miR-218 is downregulated and miR-129 is upregulated in breast cancer. </LI> <LI> miR-218 inhibits and miR-129 promotes breast cancer proliferation and migration. </LI> <LI> Lamins are identified as a novel target of miR-218 and miR-129. </LI> <LI> miR-218 and miR-129 play their biological functions by Lamins in breast cancer. </LI> </UL> </P>
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Selecting Improvement Projects that Add Value to Customers
( Djoko Setijono ),( Jens J. Dahlgaard ) 한국품질경영학회 2007 The Asian Journal on Quality Vol.8 No.1
This paper presents a methodology to nominate and select improvement projects that are perceived as adding value to customers (both internal and external). The structure of the methodology can be explained in three “stages.” First, the methodology suggests a new way of categorizing improvement opportunities, i.e. reactive-proactive, to “upgrade” the little Q - big Q categorisation. Then, it develops a roadmap that links performance indicators and improvement projects for both reactive and proactive improvements. Finally, it suggests an algorithm to select the improvement project, where the assessment of to what extent the nominated improvement projects add value to customers relies on the comparison between Overall Perceived Benefits (OPB) and Overall Perceived Efforts (OPE). The improvement project perceived as having the largest impact on adding value to customers receives the highest priority.
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The Added-Value Metric -A Complementary Performance Measure for Six Sigma and Lean Production
( Djoko Setijono ),( Jens J. Dahlgaard ) 한국품질경영학회 2007 The Asian Journal on Quality Vol.8 No.1
The Six Sigma and Lean Production methodologies suggest that creating value for customers is the objective of a production process or an organisation. In the production context, “added value” dominates the discussion about the creation of value to customers. However, “added value” is often only defined conceptually or discussed at a strategic level, and the link between added value and customer value has not yet been well conceptualised. Therefore, the purpose of the paper is to develop a methodology to measure added value in order to complement the existing performance measures in Six Sigma and Lean Production by conceptualising the link between customer value and added value. The conceptual link “confirms” that quality, time, and costs are the elements of added value, which are transformed into a metric to express customer value. The implementation of the metric recommends the adoption of Lean (Six) Sigma and Lean Accounting (Activity Based Costing), which thus implies that “leanness” is an important “feature” of added value.
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