Q
QAMTY
Hi everybody
At addressing the risk and opportunities according to 6.1, three doubts arised.
Hope you can share some comments.
The swot outputs: weakness, strength, opportunities and threats.
Once we have done the SWOT , well, we have the results.
And at applying 6.1, we need to consider 4.1 and 4.2
1- I think I can take as risk, the threats and weaknesses, and for opportunities I pull the opportunities, and for strength, what can I do?
Until here I complied with 6.1, I considered both clauses.
But I have more interesting data to analyze
2- What kind of actions I can take from the outputs, by making strategies and action plans, I can make improvement projects, would that the strategic direction ISO require?
On the other way, suppose, In SWOT , is detected as a weakness, poor inspection product, and the top management has a strategy to eliminate this weakness, but in the production process, the engineer (owner of the process) also detected as a risk, the poor inspection product (same issue but at lower level).
3-Could the engineer say that this risk was considered by the top management?
Or risk detected in SWOT have to be considered as risks in other level (strategic), and would need other kind of treatment?
and the risk in the operation, is at lower level and needs other different treatment?
Please explain.
Thanks
At addressing the risk and opportunities according to 6.1, three doubts arised.
Hope you can share some comments.
The swot outputs: weakness, strength, opportunities and threats.
Once we have done the SWOT , well, we have the results.
And at applying 6.1, we need to consider 4.1 and 4.2
1- I think I can take as risk, the threats and weaknesses, and for opportunities I pull the opportunities, and for strength, what can I do?
Until here I complied with 6.1, I considered both clauses.
But I have more interesting data to analyze
2- What kind of actions I can take from the outputs, by making strategies and action plans, I can make improvement projects, would that the strategic direction ISO require?
On the other way, suppose, In SWOT , is detected as a weakness, poor inspection product, and the top management has a strategy to eliminate this weakness, but in the production process, the engineer (owner of the process) also detected as a risk, the poor inspection product (same issue but at lower level).
3-Could the engineer say that this risk was considered by the top management?
Or risk detected in SWOT have to be considered as risks in other level (strategic), and would need other kind of treatment?
and the risk in the operation, is at lower level and needs other different treatment?
Please explain.
Thanks