<p><strong>Abstract</strong></p><p>Skanska Sweden has decided to split the organization that earlier handled both large and small projects into two different subsidiaries. A consequence of this is that all construction service handling will from now on be enforced under the name Skanska Direkt AB. The management of Skanska sees this as an opportunity to develop the organization and in the long term achieve higher earnings.   </p><p>The task which Skanska in connection with the reorganization wanted to be investigated was a proposal on how the organization of work with the insurance work in the future should look like.</p><p>The organization that is handled is from production manager to professional workers and includes damage handling that has been obtained from insurance companies in the southern and northern parts of Värmland. </p><p>The purpose with this work is to present a different kind of view to the problem with developing this branch of the company. The main target was to work out a proposal of an organizational plan for the damage handling in Skanska Direkt AB that is possible to apply, less sensitive for dismissals, results in higher earnings, obtains higher customer satisfaction and also a staff stab that develops their skills at their own.</p><p>The report and work progressed as following:</p><ol><li>Opening theory study of strategies to obtain the objectives set.</li><li>Restructuring of existing organization with theories as support.</li><li>Interviews with the actors involved to verify feasibility of the developed organization plan</li></ol><p> </p><p> Organization chart, the result of work means that some workers at each location shall be responsible for a small group of workers and work independently. They shall manage the process of invoicing and calculate costs at the same time as they work out on the workplace. In support of integration and development shall it be resource persons and development managers.</p><p>The conclusion of the work done was that the organization chart is feasible and that in the existing organization is gaps that this organizational structure may be a possible solution of.</p>

Abstract Skanska Sweden has decided to split the organization that earlier handled both large and small projects into two different subsidiaries. A consequence of this is that all construction service handling will from now on be enforced under the name Skanska Direkt AB. The management of Skanska sees this as an opportunity to develop the organization and in the long term achieve higher earnings.    The task which Skanska in connection with the reorganization wanted to be investigated was a proposal on how the organization of work with the insurance work in the future should look like. The organization that is handled is from production manager to professional workers and includes damage handling that has been obtained from insurance companies in the southern and northern parts of Värmland.  The purpose with this work is to present a different kind of view to the problem with developing this branch of the company. The main target was to work out a proposal of an organizational plan for the damage handling in Skanska Direkt AB that is possible to apply, less sensitive for dismissals, results in higher earnings, obtains higher customer satisfaction and also a staff stab that develops their skills at their own. The report and work progressed as following: Opening theory study of strategies to obtain the objectives set. Restructuring of existing organization with theories as support. Interviews with the actors involved to verify feasibility of the developed organization plan    Organization chart, the result of work means that some workers at each location shall be responsible for a small group of workers and work independently. They shall manage the process of invoicing and calculate costs at the same time as they work out on the workplace. In support of integration and development shall it be resource persons and development managers. The conclusion of the work done was that the organization chart is feasible and that in the existing organization is gaps that this organizational structure may be a possible solution of.

Dipart Entreprenad AB har ett affärsområde som är specialiserat på byggservice och det är verkligen något som de satsar på. Byggserviceverksamhet är något som många företag ute i den svenska byggbranschen håller på med, men i olika stor uträckning och med skillnad i kvalité på utfört arbete. Affärsområde är under ständig utveckling, detta för att både klara beställarnas men även samhällets förväntningar. I och med detta måste företaget förbättra och kartlägga det nuvarande arbetet med olika ramavtalskunder, för att vara mindre känslig för uppsägningar och ge högre kundnöjdhet. Denna rapport kommer hjälpa Dipart att hitta utvecklingsmöjligheter och se saker från en ny synvinkel, men även för att kunna uppfylla beställarnas förväntningar inom byggservice. Vilket i sin tur skall ge företaget chansen att följa med i utvecklingen men även ge en förutsättning för att ligga i framkant i branschen. Syftet med denna rapport är att upprätta en grund för processer speciellt för SigtunaHem, kolla samarbetet mellan entreprenörer och beställare samt lyfta fram svaga aktiviteter inom byggservice. Arbetsmetoden vi använt för att ta fram denna rapport är granskning av dokumentation. Såsom förfrågningsunderlag och diverse handlingar från olika beställare som använder sig av tjänsten byggservice av Dipart.  Det har även skett intervjuer med kunniga personer inom området, både inom Dipart och hos deras beställare men även utomstående aktörer har deltagit med deras kunskap.  Resultatet av detta arbete är en grund till en process för SigtunaHem och en lathund med frågor till beställaren som skall underlätta samlararbetet mellan parterna. Analysen av arbetet där vi diskuterar olika faktorer som påverkar Diparts byggservice, är ett resultat i sig själv av det som undersökts. Slutsatsen är att detta examensarbete ska vara en hjälp för företaget Dipart att uppnå högre kundnöjdhet samt så ska företaget vara mindre känslig för uppsägningar. / Dipart Entreprenad AB is a company that specializes in building services and it´s really something they are working hard with. Building Service is something that many companies, out there in the Swedish construction industry is doing, but in different large extent a difference in the quality of work performed. The construction business is under constant development, in order both to meet clients' but also the expectations of society. In doing so, the company needs to improve and identify the existing work with current clients , in order to be less vulnerable to layoffs and provide higher customer satisfaction. This report will help Dipart to find development opportunities and see things from a new point of view, but also to meet the client’s expectations in the building service. Which in turn will give the company the chance to keep up with developments but also give a condition for being at front of the industry. The purpose of this report is to establish a basis for processes specifically for Sigtunahem, check cooperation between contractors and clients as well as highlighting weak activities within building services. The work method we have used to develop this report is the examination of documentation. As specifications and various documents from different clients who use the building services of Dipart. There have also been interviews with knowledgeable individuals in the field, both within Dipart and with their clients but also external actors have participated with their knowledge. The result of this work is due to a process of SigtunaHem and a checklist of questions to the client to facilitate collects the work between the parties. The analysis of the work in which we discuss various factors that affect Diparts building services, is a result in itself of what is investigated. The conclusion is that this thesis will be a help to the company Dipart to achieve higher customer satisfaction and Dipart themselves will be less vulnerable to layoffs.