Hugg, Rubb & Stubb AB deals with div. services such as felling trees between houses (where it is important that the felled tree ends up exactly where you intended!), stump milling and clearing of sly.
The company has increased volumes in recent years and things have gone well for them, even though the increase has tempted the 20-strong organization. They have not really been able to maintain the same quality and delivery precision as before.
The organization has a number of key people with special skills in various areas. Stina, for example, has always kept a close eye on every single order and customer, but with the volumes they run now, she has had to work over a lot and starts to lose track, mistakes creep in every now and then. CEO Sten is worried about her situation but has realized that she does not want anyone else coming in and 'messing with it'.
Sten understands that he needs outside help to cope with the increase in a good way and the first thing he does is to get help from a good consultant - You are a good consultant.
Your mission is to help them get some structure, that's what Sten says: We need to have a little more structure here so that people do not go into the wall.
Your first thought is that Sten is really asking for quality development, your second thought is that you have to understand what they are really doing. After a while, you realize that they themselves do not have full control of what they are actually doing. Hugg, Rubb & Stubb AB is a classic functional organization with a few key people who have full control of theirs, while just no one else knows what the others are actually doing.
1. (5p)
You have stated that they have no further overall picture of what they do. So you start by trying to find out what main processes and support processes are in the business. Processes exist even if they are not identified.
Present the main and support processes Hugg, Rubb & Stubb as described above currently have. (Do not address any sub-processes.)
Justify why they are main processes and support processes respectively. _______________________________________________________________________________
Once you have gained some insight into what processes exist and how they interact, or should collaborate, you have come to the conclusion that the organization has a lot to work with.
Orders come in different ways; partly the customer can order additional jobs directly from those who are out on a job, partly the customers call in to Stina. Some customers call directly to other people in the organization and it is usually forwarded to Stina, but not all the time and not always in sufficient time. Orders are noted on notes or otherwise call alt. text messages Stina out orders to those who will do the job.

From time to time, the customer wants to order extra services from those who are out doing the job, and if there is time, they meet the customer and perform the extra job immediately. It is not always the case that these extra jobs are reported to Stina or for that matter to Erik on finance who invoices.

2 (6p)
You have stated that in the first place the company needs to make a sensible flow for the business and start together with Stina and Affe (tree felling / stump milling) and Katrin (clearing) by drawing up the current flow from order to invoicing for the business.
a) Current flow of the drawing business (rutormedordiochpilar).
b) Highlight the weak points and motives for why they are weak. (Sonothing about how they should do instead, just how it is now.) _______________________________________________________________________
After you highlight the weak points and go through them with Sten, he gets something chased in his eyes and starts mumbling about lost profitability. Then he gives you the task of sketching out a proposal where the weak points are removed or secured up.

3 (8p)
You go ahead and do rotor case analyzes on the weak points that you have identified and then think about the importance of distinguishing between individual views and systems views.
a) Select one of the weak points in 2 b) and perform and report a rotor case analysis with individual view for this point.
b) What consequences can the individual view in a rotor case analysis have for the quality work?
(c) Carry out and report also a rotor case analysis with a system view for the same point as in a).
d) What consequences can the system have in the root cause analysis for the quality work?
______________________________________________________________________
After starting an improvement project, your work at Hugg, Rubb & Stubb is over for this time and you have other assignments to take on. But you encourage Sten to train, train, train ... Sten and you are heard from time to time and he tells a little how it goes. The process focus on the company has given the employees a better overall picture and the improvement work is rolling on so slowly.
Barely two years after you left the company, they are now up to almost 50 employees and they are growing ... and they have trained ... Sten has worked with another consultant who helped the company until a certification audit that is run next month.

4 (7p)
There are some divided opinions at the company about how good it is with auditors to go in and look at the business. Some are a little worried about the audit and find it almost unpleasant while others look forward to it instead.
a) Explain what the different settings above before the audit may be due to.
b) Explain the purpose of a certification audit and who carries it out.
c) Explain what the purpose of an internal audit is and who / who carries it out.
_______________________________________________________________________________
They passed the certification audit with an emergency call and continue to work on improvements to their processes. For example, they have created an electronic order form that they have used for a few months. The form has worked well sometimes and less well sometimes, now Greta on sale wants to know which things are usually not filled out.
Greta & co have three different types of parameters that they have monitored. X1 = order date not filled in,
X2 = service type not filled in and
X3 = place not filled
Every day for six weeks, they have picked numbers from each parameter and made a common Xbar and R diagram for the three parameters.

x-bar diagram

R-diagram

5 (7p)
a) In an Xbar diagram, the curve consists of a number of points. Explain the origin of point 16 on the curve in an Xbar chart.
b) The curve on an R-diagram also consists of a number of points. Explain the origin of point no. 22 on the curve in an R-diagram?
c) Draw the relationship it needs to be between control limits and tolerance limits for the process to be able to deliver. Motivate your answer.
d) Does the Greta & co: sXbar diagram show any trendfor parameter X3 (space filled in)? Motivate your answer.