Question 1 [12] Read the case study below and answer the question that follows: CASE STUDY FISCHER-CHEM - TEAMS Fischer-Chem embarked on a growth strategy to exploit the growing demand for hard and liquid wax in Europe. To achieve this a change in organisational culture was necessary. The executive team is very aware of the fact that a change in leadership style must drive such a large-scale transformation To meet the increasing demand for product in Europe, a point of departure was to substantially increase production volumes without further capital investment in new plants, technology and equipment. The first priority was to optimise current operating assets. The existing three plants were not fully used and generated loads of waste such as product spillage and consequent contamination, equipment down-time, and product re-work It was obvious that people across the organisation had to be involved. Past attempts involving only production staff did not succeed. The high-level structure of the organisation's functions is as follows: Production Engineering Maintenance Marketing Packing Logistics Quality HR Finance Safety Buying Contracts A small cross-functional team was assembled to analyse causes of weak production. These were their findings Marketing does not take production schedules into account when making delivery promises to customers. Production schedules change at short notice, leading to stoppages. Plant maintenance is very reactive. There was no preventative approach to equipment failures. Engineering tended to over-complicate operating processes without involving production, causing setting changes in the plant and consequent downtime. Production does not follow standard operating procedures, resulting in poor equipment reliability and conflict with maintenance. Changes in product grade are not communicated to the packaging section. This causes delays in processes because of erratic packaging switch-over Distribution uses incorrect logistical practices which contaminate products, creating re-work Quality control is only conducted at the end of the process. Off-spec product is identified too late. HR should be more actively involved in training supervisors, technicians and specialist artisans. Operators working shifts tend to be careless about safety. Several unacceptable injuries have caused immediate work stoppage. . . Procurement cycles are slow to provide critical spares for equipment maintenance, leading to production cutbacks. The commercial section is slow in contracting external service providers to perform specialist jobs on the production line. In two cases production waited a week for pipelines to be fixed. The response time of external service providers is generally problematic, as they are not paid by finance as per contractual terms. This analysis confirmed that plant capacity involved the whole organisation. The leadership team decided to form improvement teams to tackle the problems Source: Erasmus, B. Strydom, J. Rudansky - Kloppers, S. 2020. Introduction to Business Management. 9" Edition, Cape Town: Juta. Identify and explain the types of team that could be established and why