"... In PAGE 13: ... Hence, it is important that sufficient domain knowledge and support is available, if required, when solving complex problems in the form of problem-solving teams, experts or senior operators and engineers. Table1 . Main characteristics of operational decision-making and underlying technological and industrial key variables Technology and industry characteristics Characteristics of the decision-making situation Implications and requirements for decision- making processes - High volume continuous process - Efficiency critical factor - Time critical - Substantial losses involved in default states - Fast decision-making - High working pressures - Immediate response critical - Simple operation rules - Clear areas of response and areas of responsibility required - Fast communication and information delivery - Complex process and default mechanisms - Large number of different default states - Complex problems - Frequent but unpredictable problems situations - Large knowledge base required - Several factors from different areas can contribute to a problem - Ad hoc decision-making - Solutions cannot be recorded in work instructions - Reliance on past experience - Team work and expert ... In PAGE 14: ... Moreover, fast communication and information delivery should be secured. In Table1 the main characteristics of and requirements for operational decision-making are summarised. 3.... In PAGE 53: ... In the problem description the problem is characterised with the questions quot;What is the problem? quot; and quot;What the problem could be, but is not? quot; in four dimensions, namely: identity, location, timing, and magnitude. Within each dimension, specifying questions are used to guide the process (see Table1 4). In the cause generation phase the key information is extracted by asking quot;What is distinctive? quot; in the quot;is quot; ... In PAGE 54: ...50 In this way the number of possible changes to be studied is reduced. The quot;is quot; and quot;is not quot; statements, distinctions, and changes constitute a problem analysis table ( Table1 4), which is then used to generate possible causes. The causes are generated by asking each of the items in the categories of distinctions and change quot;How could this distinction or change have produced the deviation described in the deviation statement? quot; To maintain objectivity and to reduce possible disagreement and conflict in problem explanation, all reasonable possible causes are listed.... In PAGE 113: ... Table1 . Interviews at the Changshu Paper Mill Changshu Subject Operation Director S, culture Production Manager S, culture Superintendent S, areas of responsibility Day Supervisor S, areas of responsibility 5 Shift Coordinators S 2 Machine Tenders S Quality Assurance Role of technical department in Superintendent reject decisions Zao Ben Lin Local Chinese practices Preventive Maintenance Role of maintenance in problem Superintendent situations in production Table 2.... In PAGE 115: ... APPENDIX 3 Table1 . Perceived importance in the case of colour deviations Information source Average All Average SC Average MT Difference Variance All Variance SC Variance MT Process computer 5,80 6,00 5,60 0,40 1,07 1,00 1,30 LAAVA 6,30 6,20 6,40 -0,20 0,46 0,70 0,30 Change of Shift 4,11 3,50 4,60 -1,10 3,61 4,33 3,30 Shift report 4,00 3,20 4,80 -1,60 2,67 1,70 2,70 Experience 6,00 5,20 6,80 -1,60 2,22 3,20 0,20 Superior 4,60 4,00 5,20 -1,20 1,82 1,50 1,70 Team 5,70 6,20 5,20 1,00 2,01 0,70 3,20 Maintenance 3,30 3,20 3,40 -0,20 1,57 2,20 1,30 Stock prep 4,30 4,60 4,00 0,60 4,23 3,30 6,00 Morning meeting (machine) 3,90 3,60 4,20 -0,60 1,66 1,30 2,20 Morning meeting (paper mill) 2,60 2,40 2,80 -0,40 2,04 2,30 2,20 Average 4,60 4,37 4,82 -0,45 2,12 2,02 2,22 Table 2.... ..."

"... In PAGE 13: ... Hence, it is important that sufficient domain knowledge and support is available, if required, when solving complex problems in the form of problem-solving teams, experts or senior operators and engineers. Table1 . Main characteristics of operational decision-making and underlying technological and industrial key variables Technology and industry characteristics Characteristics of the decision-making situation Implications and requirements for decision- making processes - High volume continuous process - Efficiency critical factor - Time critical - Substantial losses involved in default states - Fast decision-making - High working pressures - Immediate response critical - Simple operation rules - Clear areas of response and areas of responsibility required - Fast communication and information delivery - Complex process and default mechanisms - Large number of different default states - Complex problems - Frequent but unpredictable problems situations - Large knowledge base required - Several factors from different areas can contribute to a problem - Ad hoc decision-making - Solutions cannot be recorded in work instructions - Reliance on past experience - Team work and expert ... In PAGE 14: ... Moreover, fast communication and information delivery should be secured. In Table1 the main characteristics of and requirements for operational decision-making are summarised. 3.... In PAGE 53: ... In the problem description the problem is characterised with the questions quot;What is the problem? quot; and quot;What the problem could be, but is not? quot; in four dimensions, namely: identity, location, timing, and magnitude. Within each dimension, specifying questions are used to guide the process (see Table1 4). In the cause generation phase the key information is extracted by asking quot;What is distinctive? quot; in the quot;is quot; ... In PAGE 54: ...50 In this way the number of possible changes to be studied is reduced. The quot;is quot; and quot;is not quot; statements, distinctions, and changes constitute a problem analysis table ( Table1 4), which is then used to generate possible causes. The causes are generated by asking each of the items in the categories of distinctions and change quot;How could this distinction or change have produced the deviation described in the deviation statement? quot; To maintain objectivity and to reduce possible disagreement and conflict in problem explanation, all reasonable possible causes are listed.... In PAGE 113: ... Table1 . Interviews at the Changshu Paper Mill Changshu Subject Operation Director S, culture Production Manager S, culture Superintendent S, areas of responsibility Day Supervisor S, areas of responsibility 5 Shift Coordinators S 2 Machine Tenders S Quality Assurance Role of technical department in Superintendent reject decisions Zao Ben Lin Local Chinese practices Preventive Maintenance Role of maintenance in problem Superintendent situations in production Table 2.... In PAGE 114: ... APPENDIX 2 Table1 . Perceived importance in the case of colour deviations Information source Average All Average SC Average MT Difference (SC - MT) Variance All Variance SC Variance MT DCS, QCS, MCS 6,75 6,60 7,00 -0,40 0,21 0,30 0,00 PMIS 4,13 3,40 5,33 -1,93 5,27 6,30 2,33 Shift change meeting 4,88 5,20 4,33 0,87 1,84 1,70 2,33 Change of shift 4,75 4,80 4,67 0,13 3,36 5,20 1,33 Shift report 5,13 5,40 4,67 0,73 1,27 1,30 1,33 Past exp.... ..."

"... In PAGE 19: ... Problems with ash measurement or a total blackout of the process computer are facedoccur possibly a few times or once a year, even less frequently. Table2 . Selected situations Deviations in quality 1) Colour 2) Grammage (Changshu) 2) Sizing (Kymi) 3) Caliper profile (Changshu) 3) Moisture profile (Kymi) Machine breakdown and failures 4) Change of center roll doctor 5) Change of rod and rod bed in size press 6) Problems with process computer - Ash measurement not working - Inoperable process computer Consecutive web breaks 7) Four breaks in two hours or more, or break time more than two hours.... In PAGE 113: ...Table 1. Interviews at the Changshu Paper Mill Changshu Subject Operation Director S, culture Production Manager S, culture Superintendent S, areas of responsibility Day Supervisor S, areas of responsibility 5 Shift Coordinators S 2 Machine Tenders S Quality Assurance Role of technical department in Superintendent reject decisions Zao Ben Lin Local Chinese practices Preventive Maintenance Role of maintenance in problem Superintendent situations in production Table2 . Interviews at the Kymi Paper Mill Kymi Subject Production Manager S Superintendent S, areas of responsibility 2 Day Supervisor* S, areas of responsibility 4 Shift Coordinators S 3 Machine Tenders S Maintenance Manager Communication with maintenance * = During the thesis a new person was nominated to the post of Day Supervisor.... In PAGE 114: ... 5,88 5,60 6,33 -0,73 0,98 0,80 1,33 Superior 5,38 5,60 5,00 0,60 2,55 2,30 4,00 Team 5,75 5,80 5,67 0,13 1,07 1,20 1,33 Maintenance 5,13 5,00 5,33 -0,33 2,70 4,00 1,33 Stock prep. 6,25 6,20 6,33 -0,13 2,21 3,20 1,33 Morning meetings 3,50 3,60 3,33 0,27 2,86 4,30 1,33 TD 5,75 5,40 6,33 -0,93 2,50 3,30 1,33 Average 5,27 5,22 5,36 -0,14 2,24 2,83 1,61 Table2 . Perceived importance in the case of consecutive breaks Information source Average All Average SC Average MT Difference (SC - MT) Variance All Variance SC Variance MT DCS, QCS, MCS 6,50 6,60 6,33 0,27 0,86 0,80 1,33 PMIS 3,00 3,20 2,67 0,53 3,71 5,20 2,33 Shift change meeting 5,50 5,20 6,00 -0,80 2,57 2,70 3,00 Change of shift 5,38 5,00 6,00 -1,00 3,70 4,50 3,00 Shift report 5,75 5,60 6,00 -0,40 2,21 2,30 3,00 Past exp.... ..."

"... In PAGE 4: ... They contain a set of 30 newspaper ar- ticles from the Mainichi Shimbun, a daily newspaper. We set the importance score of each noun with its case marker to be in Table1 . We also set the impor- tance score of a word in the main clause to be 3, in the subordinate clauses to be 2 or 1, depending on the distance from the main clause, and the summary rates(the number of sentences extracted / the number of sentences in the article) to be 10%, 30%, and 50%.... ..."

"... In PAGE 12: ... Table 5 shows what constructs were found to be the most important and least important in each of the case studies, as well as where the construct ranked within least important and most important for each case study. lt; lt; lt; Insert Table5 about here gt; gt; gt; ... ..."

"... In PAGE 11: ... The number of ideas was significantly lower compared to the rye bread case. Table4 shows which ideas in each group session were collected on the summary chart based on votes given. If compared with the ideas of the rye bread case, there was more diversity in this case.... ..."

"... In PAGE 10: ... In the case of rye bread, participants wrote a total of 172 ideas, the majority of which related to the entire production chain. Table3 reveals, which ideas in each group session were collected on the summary chart based on votes given. What was interesting is that irrespective of the theme of the group session, similar CSR dimensions were highlighted.... ..."