At the Industrial Park company, they assigned the industrial engineer Allan Fuentes to the electronic assembly department in order to improve some methods since the company was operating with 15% less profit in that area. As soon as Allan evaluated the assembly operation, he realized that with one device they could cut 40% of their current workforce and could regain the profit margin they were currently losing. Allan took the time to analyze the situation and concluded that it was best to discuss it with the director of engineers. At the meeting, Allan presented the analysis he had done to the director and showed him the device he had designed. His boss very happy gave him permission to try it. The next day Allan went to the assembly line and asked Ral, the operator, to test the device. At the end of the day, Ral's production exceeded the normal production average by 40%. Allan presented the results to his boss, who told him to test the device with another employee. The next day Allan selected Mara for the test, but Ral had already explained to the employee that in her test with the device their production had increased by 40% and that maybe they were doing that to fire them. Maria, worried about her partner's approach, began to use the device, but was uncomfortable with the situation. At the end of the day their production showed only a 5% increase over normal production.

1. Summarize the case

2. What would be the main problem and the secondary ones?

3. Highlight the importance of diagnosis and its relationship with organizational development in the context of the case studied.