The clinicopathologic and immunohistochemical finding of 10 cases of nasal non-Hodgkin's lymphoma (NHL) and 23 cases of Waldeyer's ring NHL were studied. Immunohistochemically, nasal NHL expressed T-cell markers exclusively, whereas the NHL of Waldeyer's ring were of both T-cell (56.5%) and B-cell lineages (43.5%). Angioinvasiveness by tumor cells was exclusively noted in the T-lineage lymphomas. Epithelial hyperplasia, epitheliotropism by tumor cells, and extensive invasion of adjacent normal tissue were more prominent in T-cell lymphomas than in B-cell lymphomas. T-lineage lymphomas showed distant extranodal spread pattern involving the skin, soft tissue, stomach, spleen, and the liver, whereas B-lineage lymphomas tended to localize in the lymph nodes. The survival rate of Nasal NHL was similar to that of Waldeyer's ring NHL. Although not statistically significant because of small sample numbers, immunophenotype, histologic groups of monomorphic lymphoma, and stage had prognostic importance. In general, T-lineage lymphomas presented with a higher stage than B-lineage lymphomas (p < 0.05)-and overall survival was poor. Stage I disease showed a much more favorable prognosis than stage II disease. Monomorphic lymphomas had a shorter survival than polymorphic reticulosis (PR) or lymphomas with features of PR. This result in conjunction with the morphologic transition between them suggested that monomorphic lymphoma may represent the most advanced stage in the spectrum of PR, lymphoma with features of PR, and monomorphic lymphoma.
This research introduces KPS (Korea Production System), which is a type of manufacturing innovation methodology. The KPS has been developed by KPC (Korea Productivity Center), which is a special corporation with the objective of industrial productivity improvement. In this paper, we show theoretical validity of the KPS, in which there are 6 principles (People Involvement, Field Standardization, Continuous Innovation, Flexibility of Production, Commercialization of production Information) and thirty core activities based on the above 6 principles, and the KPS has a list of 140 assessment items for evaluations of the above core activities. In addition, we summarize some differentiations between the KPS and other manufacturing innovation methodologies. During the past three years, the KPS has been used in productivity innovation partnership program between major companies and SMEs (small and mediums-sized enterprises) in Korea. In this program, the KPS has been applied in production lines of various SMEs, which are almost cooperative firms of global and major companies such as Samsung elec., POSCO, LG elec. and so on. To show the effectiveness of the KPS, we introduce outcomes of some real implementation cases in the production lines of SMEs, finally.
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