Getting The Contex Right: Using Simple SWOT Analysis to Address ISO 9001: 2015 Standard

Getting the Context RightSWOT

Welcome and Thanks for Attending

Copyright © 2015 Cavendish Scott, Inc. All Rights Reserved. www.CavendishScott.com 1


Colin Gray & Cavendish Scott

• Colin Gray– 30 years auditing, training and

consulting.– IRCA, EG, PECB Lead Auditor– IRCA Lead Auditor instructor

and training designer

• Cavendish Scott, Inc.– ISO 9001:2015 consulting packages– Training, auditing and gap analysis– 30+ Years Experience – Guaranteed Success– IRCA ISO 9001:2015 Lead Auditor and Transition Training

Getting the Context Right



ISO Requirement

• 4 Context of the organization• 4.1 Understanding the organization and its context• The organization shall determine external and internal issues that are relevant to its

purpose and its strategic direction and that affect its ability to achieve the intended result(s) of its quality management system.

• The organization shall monitor and review information about these external and internal issues.

• NOTE 1 Issues can include positive and negative factors or conditions for consideration.

• NOTE 2 Understanding the external context can be facilitated by considering issues arising from legal, technological, competitive, market, cultural, social and economic environments, whether international, national, regional or local.

• NOTE 3 Understanding the internal context can be facilitated by considering issues related to values, culture, knowledge and performance of the organization.


More Thoughts

• Where is the requirement for a procedure?• Where is the requirement for a record?• How will it be demonstrated/audited?• WARNING: Huge interrelationships with other

requirements.– Purpose and Strategic Direction– Risk and Opportunity– Planning, Objectives– Change Management– Communication, People, Awareness, Interested Parties

S.W.O.T



SWOT – This Presentation

• Strengths– Funny accent– Simple message

• Weaknesses– Competing with the “experts” on at the same time– Can be complicated and confusing

• Opportunities – Inform and educate – Get people to request me next year on their survey

• Threats– Confuse people with too much detail


Problems with that

• We had no idea what we were supposed to be doing.• We were not sure of the perspective from which we

were doing it.• Still not 100% as to what a “strength” is, etc. • Not sure what to leave in and out or the level of detail

we were doing it to.


Basics of SWOT


The Process For SWOT

• Determine, agree and document the categories or factors that will be used to break down the four elements.

• Conduct external research so that it is ready prior to the SWOT “meeting”• Define the Scope including the timeline or timelines to be used (1 year or 5

year horizon)• Define the People to be involved. • Clarify the purpose of the organization and the strategic direction• Ensure documented information about internal values, mission, goals, etc.• Discuss the and clarify the process for attendees.• Much of this can be completed in advance and provided to attendees before

the SWOT “meeting”• There will be documented tools

– Agenda, roles, charter, rules, minutes template, records template, approach, tools, steps, investigation and needed inputs, action items template

• ?


The Process for SWOT

• SWOT “meeting” – whiteboard, post-notes, etc.• SWOT or TOWS, • PESTLEE, STEEPLE, ISO, Values, Mission, Vision

[internal] • Bring research and other information• Use the tools• Generate records and outcomes• Agree Action


Final Thoughts

• Forwards or backwards - SWOT or TOWS• Categories or Factors to help identify issues• Prior research and clearly documented information• Defined process with tools• Formal Actions• Maintenance of the results• Ensure the answers cover the future 3-5 years• Colin Gray• [email protected]• www.cavendishscott.com

Leadership & Management

Getting The Contex Right: Using Simple SWOT Analysis to Address ISO 9001: 2015 Standard