Förbättringsarbete och avvikelsehantering för ökad tjänstekvalitet hos SCA Skog AB Jämtlands skogsförvaltning

University essay from SLU/Dept. of Forest Resource Management

Abstract: On a highly competitive market, quality is an important aspect to take into account, both in terms of goods and services. The Swedish timber market is very competitive and to achieve long-term success focus on the customer, in this case private forest owners, is a prerequisite. SCA Skog AB Jämtlands forest management administration is dependent on the acquisition of timber from private forest owners to fulfil their mission to the supply of SCA's paper and sawmills in Sweden with raw material. To be able to develop the cooperation with private forest owners, the administration investigates their quality management by measuring the customer satisfaction index (CSI). The purpose of the study was to identify a practical and systematic method to handle deviations and suggestions for improvements to achieve a higher customer satisfaction. Data were gathered from the administration to describe and analyse the present work processes and quality management of timber acquisition. The data consisted of written regulations and instructions as well as descriptions of work processes as described by the personnel of the administration. A work shop was arranged to discuss and analyse the root causes for the deficiencies in quality management with personnel of the administration. A benchmarking study was made at a company that had been awarded "Utmärkelsen Svensk Kvalitet" on several occasions. The results show that the use of existing reporting system for improvement and deviations (FARt) must be increased to use its strength of gathering all deviations and suggestions of improvements in one place. The management commitment in a Total Quality Management (TQM) organisation can not be overemphasised and the recommendation is to reserve specific time for leaders to work with improvements. By dividing improvements into different categories it will be easier to prioritize. Cross-functional teams should be formed for analyzing and solving complex problems and reduce the risk of sub optimalization. Plan-Do-Check-Act (PDCA) as a tool is recommended for solving problems and should be linked to FARt to ensure an exchange of experience and knowledge feedback.

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