independent transition to new standard version iso 9001:2015 · independent transition to new...
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Independent transition to new
standard version
ISO 9001:2015
Tel.: +7 727 356 45 10
TRAINING OF SPECIALISTS DEMANDED AROUND THE WORLD!
www.cert-academy.org; www.certin.org; www.cert-int.com; www.iso-mnagement.com
RIAD Ibragimov Chief editor of MANAGEMENT
magazine,
Moscow, RF
International development Director of CERT Group (SK/GB)
(Slovakia, Russia, Belorussia, Kazakhstan, Kyrgyzstan, Uzbekistan, etc.)
Chief auditor of TUV International Certification (Germany)
Leading auditor of IRCA (EMS, QMS, OH&S, Great Britain)
Leading auditor (EMS, QMS, OH&S, Great Britain)
IRCA course trainer (QMS, EMS, OH&S)
ISO 9001:2015 and requirements
for the “context” being the basis of
strategic management.
What is “context”?
ISO 9000:2015
- It is a combination of internal and external factors that can
have an effect on an organization’s approach to setting and
achieving its objectives.
Strategic management model
Mission
Vision
Values
Strategic
principles
Execution Plans
adjustment
and control
Organizational
evaluation POLICIES
Strategic
objectives(Ambiti
ons)
Strategies, Objectives,
Tasks and Plans
Deep analysis
(context)
PORTER’S 5 FORCES
Techniques for analyzing industries and developing business
strategies,
Michael Porter,
Harvard, 1979.
PORTER’S 5 FORCES
1. Rivalry among the existing players;
2. Bargaining power of buyers;
3. Bargaining power of suppliers;
4. Threat of substitute products or services occurring;
5. Threat of new competitors occurring at the market.
PORTER’S 5 FORCES
1. Rivalry among the existing players
Indicators: 1. Industry development trend
2. Differences between products
3. Brand significance
4. Investment expenses
5. Degree of market shares stability
6. Advantages of access to information 7. Inhomogeneous competitors
8. Strategic interests of the company
9. Barriers to market exit
10. Excess capacities trend
11. Fixed expenses
12. …
PORTER’S 5 FORCES
2. Bargaining power of buyers
Indicators: 1. Client’s demand rate
2. Prices sensitivity
3. Price/Total sales amount
4. Substitute products
5. Differences between products
6. Brand
7. Incentives for decision makers 8. Expenses for suppliers change vs. expenses for search of new customer
9. Awareness level
10. Possibility of backward integration
11. Robustness (endurance level)
12. Impact on quality and performance
13. Client’s profit
14. Reduction in the number of clients in case of reduction of production by the firm
PORTER’S 5 FORCES
3. Bargaining power of suppliers
Indicators: 1. Replacement of supplied products
2. Supply change expenses
3. Importance of ordered volume for suppliers 4. Importance of supplies in total sales of the industry
5. Danger of forward and backward integration (capability of the company to compete with companies
producing similar products)
6. Differentiation of supplied products
7. …
PORTER’S 5 FORCES
4. Threat of substitute products or services occurring
Indicators: 1. Buyers prefer substitute products
2. Investment expenses are justified
3. …
4. …
5. …
6. …
7. …
8. …
9. …
10. …
PORTER’S 5 FORCES
5. Threat of new competitors occurring at the market
Indicators: 1. Specificity of firm’s products
2. Brand recognition
3. High investment costs (significant capital is required in order to enter the
market)
4. Access to distribution system
5. Significant cost advantages
Level of firm’s personnel training
Access to required resources
Design of specific products
6. Political situation in the country
7. Expected response measures
4. Threat of new competitors occurrence at the market
Indicators:
1. Specificity of firm’s products
2. Brand recognition
3. High investment costs (significant capital is required in order to
enter the market)
4. Access to distribution system
5. Significant cost advantages
5.1 Level of firm’s personnel training
5.2 Access to required resources
5.3 Design of specific products
6. Political situation in the country
7. Expected response measures
Threat of new entrants at the market
3. Bargaining power of suppliers
Ba
rga
inin
g p
ow
er of su
pp
liers
1. Rivalry among the existing players
Ba
rga
inin
g p
ow
er of b
uyers
2. Bargaining power of buyers
Indicators:
1. Replacement of supplied products
2. Supply change expenses
3. Importance of ordered volume for suppliers
4. Importance of supplies in total sales of the
industry
5. Danger of forward and backward integration
(capability of the company to compete with
companies producing similar products)
6. Differentiation of supplied products
Indicators:
1. Industry development trend
2. Excess capacities trend
3. Differences between products
4. Storage-related fixed costs
5. Brand significance
6. Investment expenses
7. Degree of market shares stability
8. Advantages of access to information
9. Inhomogeneous competitors
10. Strategic interests of the company
11. Barriers to market exit
Indicators:
1. Client’s demand rate
2. Price sensitivity
3. Price/Total sales volume
4. Substitute products
5. Differences between products
6. Brand
7. Incentives for decision makers
8. Suppliers change expenses vs. expenses for search
of new customer
9. Awareness level
10. Possibility of backward integration
11. Robustness (endurance level)
12. Impact on quality and performance
13. Client’s profit
14. Reduction in number of clients in case of
reduction of production by the firm
New products and substitutes
Threat of substitute products or services
Indicators:
1. Investment expenses are justified
2. Buyers prefer substitute products
ISO 9001:2015 and Practical Analysis of
“Context” and Strategy Construction
SWOT?
SWOT analysis
is a method of strategic planning, which involves identifying of factors of internal
and external environment of an organization and their splitting into four
categories:
Strengths
Weaknesses
Opportunities
Threats
SWOT analysis
is made in the form of matrix:
Positive impact Negative impact
Internal
environment S strengths
W weaknesses
External
environment O opportunities
T threats
SWOT analysis
Positive impact Negative impact
Internal
environment
Internal strengths (S):
Well-displayed competence
Sufficient financial sources
High competitiveness
Good understanding of customers
Recognized market leader
Clearly defined strategy
Low production cost
Own unique technology
Proved reliable management
Reliable products distribution network
Proper research and development level
Efficient advertisement
Competent, trainable personnel
Reliable smooth-running equipment
Internal weaknesses (W):
Loss of competence
Inaccessibility of finances
Low competitiveness
Lack of customer analysis
Weak market participant
Absence of clear strategy
High product price
Obsolete technology
Loss of management flexibility
Weak products distribution network
Low level or absence of research and
development
Weak products promotion policy
Inactive personnel who does not want to learn
Equipment that often breaks out
External
environment
External opportunities (O):
Providing services to new customers
Even (forecastable) inflation rate
Stable external political situation
Expansion of goods range
Lack of aggressive competitors
Favorable shift of currency exchange rates
Liberalization of legislative requirements
Free currency market
Sufficient amount of raw and other materials
Availability of alternative suppliers
External threats (T):
Weakening of market growth
Abrupt inflation jump
Political risks
Increase of substitute products
Aggressive competition
Unfavorable shift of currency exchange rates
Flactuation of weak currency exchange rate
Tougthening of legislative requirements to
produced products
Limmited conversion in some of CIS countries
Strongly pronounces dependence from some
suppliers
Strengths. Positive impact of internal
environment
Weaknesses. Negative impact of
internal environment
Competent personnel familiarized
with powerful system of indexes
(KPI)
Strong strategic management system
We have specific and unique
products – IRCA, MANAGEMENT
magazine
Internal organizational sales practice
of CERT Group is not fully effective
in CIS
No experience of holding webinars
Weak activity at tender websites
Opportunities. Positive opportunities
in external environment
Threats. Threats of external
environment to achieving objectives
Everyone needs ISO 9001:2015
training
Relevance of ISO 22000 due to RF’s
needs for food products
Clients may reconsider suppliers in
order to reduce expenses
Russia – more than 100% inflation,
sanctions, drop of energy sources
prices
High cost of courses and certifications
when engaging employees from CIS
and Europe due to travel costs and
linking of services with $/E
Clients reduce expenses
QMS model based on processes showing links between ISO 9001:2015
sections
Quality management system (4)
Plan Do
Check Act
Leadership
(5)
Improvement
(10)
Performance
evaluation
(9)
Planning
(6)
Support and
operation
(7,8)
Organization
and its context
(4)
Customers’
requirements
Needs and
expectations of
corresponding
interested parties
(4)
Products and
services
QMS
results
Customers’
satisfaction
“Context of an organization”
is a basis for strategic management
Independent transition to new
standard version
ISO 9001:2015
Tel.: +7 727 356 45 10
TRAINING OF SPECIALISTS DEMANDED AROUND THE WORLD!
www.cert-academy.org; www.certin.org; www.cert-int.com; www.iso-mnagement.com