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    Decision making and New Zealand cutflower growers : a thesis presented in partial fulfilment of the requirements for the degree of Master of Applied Science at Massey University
    (Massey University, 2000) Catley, Jocelyn Louise
    This thesis reviews the literature on decision making and proposes two decision-making models: a generic model of primary production systems and a model of cutflower growers, and attempts to validate both. From the literature, twelve decision-making models from a range of sources (theoretical, empirical, primary and non-primary production systems) are reviewed from a soft systems perspective, and a new seven-phase generic model is developed. These seven phases are: Problem detection and prospecting; Problem definition; Acquisition of information; Consideration of alternatives; Making a choice; Implementation; and Checking and judgement. A survey of 26 cutflower growers endorses the generic model, and it is expanded to describe the steps used in decision-making by cutflower growers. Further analysis and validation of the cutflower decision-making model occurs by conducting a single case study on a sandersonia grower. The proposed generic model incorporates the best features of all the models reviewed, and it has a number of key differences from other models: • It shows the cyclic and iterative interrelationship of the components, • All the phases are highly dependent on a number of factors, including the goals, aspirations and preferences of the decision maker, and external factors, • A new dimension called 'Prospecting' has been added to 'Identify problem' as it can be an important trigger to start the decision making process, particularly in relation to new crop choices, • 'Judgement' is used during the checking process, and is strongly influenced by the way people learn. The process of learning is a synthesis of finding out and taking action much as the process of decision making is, • The new model reflects decisions made under all degrees of uncertainty and risk. It also describes the decisions made over a range of decision types, whether they are operational, tactical or strategic. Analysis of the case study revealed that further modifications were required to the newly proposed decision-making model of cutflower growers. These included restructuring the model so that 'Information' is a much more intrinsic part of the decision making process as it is involved in all phases of the decision-making process. The phases of 'Problem detection and prospecting' and 'Problem definition' were considered to be too similar to warrant two categories, therefore they were combined. The phases 'Consideration of alternatives' and 'Choice' have also been combined, not only because they are similar actions but also because of the higher iterative relationship the two have. Keywords: cutflowers, decision-making models, decision-making behaviour, information, primary production systems.
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    The definition of appropriate shopfloor performance measures using the theory of constraints philosophy and study of shopfloor performance measures application in New Zealand manufacturers : a thesis presented in partial fulfilment of the requirements for the degree of Master of Technology in Manufacturing and Industrial Technology at the Institute of Technology and Engineering, Massey University
    (Massey University, 1999) Wongsonegoro, V. T.
    Shopfloor performance measures have significant impact on the overall performance of a manufacturing organisation. Measures are used in many ways to support the decision making function across an organisation. Many research suggest that many shopfloor measures used by manufacturers were derived when producers dominated market (Srikanth et al, 1995; Goldratt, 1988, 1990; Stein, 1994; Kaplan et al, 1992). Cost control was the major factor in ensuring profitable operations (Srikanth et al, 1995). Today cost-based measures are no longer appropriate as other critical dimensions are needed to maintain manufacturing competitiveness (Goldratt, 1990). The market condition dictates such things as faster lead times, increased variety of quality products and cost effective purchasing. Increasing competition has also forced producers to be more proactive in seizing every sales opportunity available. Cost-based measures fails because they focus too much on local improvements and short term performance that do not necessarily translate into overall improvement (Goldratt, 1992). Today manufacturing competitiveness come in three key dimensions: product, price and responsiveness (Goldratt, 1986). Shorter lead times and due date performance assist to achieve manufacturing responsiveness. In turn, these key factors rely on good shopfloor performance assisted by shopfloor measures. Theory of Constraints synchronisation principles were looked at and analysed to explore how they could be used to derive working shopfloor measures. Synchronisation of activities is important to bring about the desired performance through synergy. The step by step approaches of the Five Focusing Steps and the synchronisation mechanism offered by the DBR scheduling could be used as the benchmark whereby shopfloor measures are derived. The TOC performance measurement, Throughput, Inventory and Operating Expense measures, should be the objectives of shopfloor measures achievements.