BS ISO 16355-1:2015

BSI Standards Publication

Application of statistical
and related methods to new
technology and product
development process
Part 1: General principles and perspectives
of Quality Function Deployment (QFD)
BS ISO 16355-1:2015 BRITISH STANDARD

National foreword
This British Standard is the UK implementation of ISO 16355-1:2015.
The UK participation in its preparation was entrusted to Technical
Committee MS/6, Methodologies for business process improvement
using statistical methods.
A list of organizations represented on this committee can be
obtained on request to its secretary.
This publication does not purport to include all the necessary
provisions of a contract. Users are responsible for its correct
application.
© The British Standards Institution 2015.
Published by BSI Standards Limited 2015
ISBN 978 0 580 80496 0
ICS 03.120.30
Compliance with a British Standard cannot confer immunity from
legal obligations.
This British Standard was published under the authority of the
Standards Policy and Strategy Committee on 31 December 2015.
Amendments/corrigenda issued since publication
Date Text affected
 BS ISO 16355-1:2015

INTERNATIONAL ISO
STANDARD 16355-1

First edition
2015-12-01

Application of statistical and related

methods to new technology and
product development process —
Part 1:
General principles and perspectives of
Quality Function Deployment (QFD)
Application des méthodes statistiques et des méthodes liées aux
nouvelles technologies et de développement de produit —
Partie 1: Principes généraux et perspectives de déploiement de la
fonction qualité (QFD)

Reference number
ISO 16355-1:2015(E)

© ISO 2015
BS ISO 16355-1:2015
ISO 16355-1:2015(E)


COPYRIGHT PROTECTED DOCUMENT

© ISO 2015, Published in Switzerland
All rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized otherwise in any form
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[email protected]
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Contents Page

Foreword......................................................................................................................................................................................................................................... vi
Introduction............................................................................................................................................................................................................................... vii
1 Scope.................................................................................................................................................................................................................................. 1
2 Normative references....................................................................................................................................................................................... 1
3 Terms and definitions...................................................................................................................................................................................... 1
4 Basic concepts of QFD....................................................................................................................................................................................... 3
4.1 Theory and principles of QFD..................................................................................................................................................... 3
4.2 QFD use of the word of function............................................................................................................................................... 3
4.3 Spirit of QFD............................................................................................................................................................................................... 3
4.4 Display of information....................................................................................................................................................................... 4
5 Integration of QFD and product development methods............................................................................................... 4
5.1 QFD support for product development methods....................................................................................................... 4
5.2 Flow of product development with QFD............................................................................................................................ 4
5.2.1 Organization of the QFD flow................................................................................................................................. 4
5.2.2 Flow chart of product development with QFD....................................................................................... 5
6 Types of QFD projects....................................................................................................................................................................................... 5
6.1 General............................................................................................................................................................................................................ 5
6.2 Applicable methods and tools..................................................................................................................................................... 6
7 QFD team membership................................................................................................................................................................................... 6
7.1 QFD uses cross-functional teams............................................................................................................................................. 6
7.2 Core team membership.................................................................................................................................................................... 6
7.3 Subject matter experts...................................................................................................................................................................... 6
7.4 QFD team leadership.......................................................................................................................................................................... 7
8 QFD voices.................................................................................................................................................................................................................... 7
8.1 Voice of business.................................................................................................................................................................................... 7
8.2 Voice of customer (VOC) or voice of stakeholder (VOS)....................................................................................... 8
8.2.1 Definition of customer or stakeholder........................................................................................................... 8
8.2.2 Applicable methods and tools............................................................................................................................... 8
8.2.3 Marketing perspective and engineering perspective........................................................................ 8
8.2.4 Applicable methods and tools............................................................................................................................... 8
8.2.5 Prioritize customers or stakeholders............................................................................................................. 8
8.2.6 Applicable methods and tools............................................................................................................................... 9
8.2.7 What is contained in the voice of customer (VOC) or voice of stakeholder (VOS)... 9
8.2.8 Sources of VOC and VOS.............................................................................................................................................. 9
8.2.9 Applicable methods and tools............................................................................................................................... 9
8.2.10 Translating VOC/VOS into customer needs............................................................................................ 10
8.2.11 Applicable methods and tools............................................................................................................................ 10
9 Structuring information sets.................................................................................................................................................................10
9.1 General......................................................................................................................................................................................................... 10
9.2 Applicable tools and methods.................................................................................................................................................. 10
10 Prioritization..........................................................................................................................................................................................................11
10.1 General......................................................................................................................................................................................................... 11
10.2 Applicable tools and methods.................................................................................................................................................. 11
11 Quantification........................................................................................................................................................................................................11
11.1 General......................................................................................................................................................................................................... 11
11.2 Applicable tools and methods.................................................................................................................................................. 11
12 Translation of one information set into another..............................................................................................................12
12.1 General......................................................................................................................................................................................................... 12
12.2 Applicable tools and methods.................................................................................................................................................. 12

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13 Transfer of prioritization and quantification from one information set into another.............12
13.1 Transfer of prioritization............................................................................................................................................................. 12
13.2 Applicable tools and methods.................................................................................................................................................. 13
13.3 Transfer of quantification............................................................................................................................................................ 13
13.4 Applicable tools and methods.................................................................................................................................................. 13
13.5 Transferring deployment sets by dimensions........................................................................................................... 13
13.5.1 General................................................................................................................................................................................... 13
13.5.2 Quality deployment..................................................................................................................................................... 14
13.5.3 Applicable tools and methods............................................................................................................................ 14
13.5.4 Technology deployment.......................................................................................................................................... 14
13.5.5 Applicable tools and methods............................................................................................................................ 15
13.5.6 Cost deployment............................................................................................................................................................ 15
13.5.7 Applicable tools and methods............................................................................................................................ 15
13.5.8 Reliability deployment............................................................................................................................................. 15
13.5.9 Applicable tools and methods............................................................................................................................ 15
13.5.10   Safety deployment..................................................................................................................................................... 16
13.5.11   Security deployment................................................................................................................................................ 16
13.5.12   Lifestyle and emotional quality deployment...................................................................................... 16
13.5.13   Applicable tools and methods......................................................................................................................... 16
13.6 Transferring deployment sets by levels.......................................................................................................................... 16
13.6.1 Function deployment................................................................................................................................................. 16
13.6.2 Applicable tools and methods............................................................................................................................ 16
13.6.3 Parts deployment.......................................................................................................................................................... 17
13.6.4 Applicable tools and methods............................................................................................................................ 17
13.6.5 Manufacturing and process deployments................................................................................................ 17
13.6.6 Applicable tools and methods............................................................................................................................ 17
13.6.7 Project work or task management................................................................................................................. 17
14 Solution concept engineering...............................................................................................................................................................17
14.1 General......................................................................................................................................................................................................... 17
14.2 Applicable tools and methods.................................................................................................................................................. 18
15 Design optimization........................................................................................................................................................................................18
15.1 Parameter design for robustness.......................................................................................................................................... 18
15.2 Tolerance design.................................................................................................................................................................................. 18
15.3 Applicable tools and methods.................................................................................................................................................. 18
16 Prototyping, testing, and validation...............................................................................................................................................18
16.1 General......................................................................................................................................................................................................... 18
16.2 Applicable tools and methods.................................................................................................................................................. 18
17 Build planning.......................................................................................................................................................................................................19
17.1 General......................................................................................................................................................................................................... 19
17.2 Applicable tools and methods.................................................................................................................................................. 19
18 Build start-up.........................................................................................................................................................................................................20
18.1 General......................................................................................................................................................................................................... 20
18.2 Applicable tools and methods.................................................................................................................................................. 20
19 Build................................................................................................................................................................................................................................ 20
19.1 General......................................................................................................................................................................................................... 20
19.2 Applicable tools and methods.................................................................................................................................................. 20
20 Packaging design, logistics, channel management, consumer information, and
operating instructions..................................................................................................................................................................................20
20.1 General......................................................................................................................................................................................................... 20
20.2 Applicable tools and methods.................................................................................................................................................. 21
20.3 Logistics...................................................................................................................................................................................................... 21
20.4 Marketing claims................................................................................................................................................................................. 21
21 Customer support..............................................................................................................................................................................................21
21.1 General......................................................................................................................................................................................................... 21

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21.2 Applicable tools and methods.................................................................................................................................................. 21

22 Customer satisfaction....................................................................................................................................................................................21
22.1 General......................................................................................................................................................................................................... 21
22.2 Applicable tools and methods.................................................................................................................................................. 21
23 Product end-of-life disposal, recycle, reuse, and other sustainability concerns.............................22
23.1 General......................................................................................................................................................................................................... 22
23.2 Applicable tools and methods.................................................................................................................................................. 22
24 Flow to next generation development..........................................................................................................................................22
24.1 General......................................................................................................................................................................................................... 22
24.2 Applicable tools and methods.................................................................................................................................................. 22
Annex A (informative) Examples of applicable methods and tools....................................................................................23
Annex B (informative) Concept relationships and their graphical representation...........................................66
Bibliography.............................................................................................................................................................................................................................. 67

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Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.
ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1.  In particular the different approval criteria needed for the
different types of ISO documents should be noted.  This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives). 
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights.  Details of
any patent rights identified during the development of the document will be in the Introduction and/or
on the ISO list of patent declarations received (see www.iso.org/patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation on the meaning of ISO specific terms and expressions related to conformity
assessment, as well as information about ISO’s adherence to the WTO principles in the Technical
Barriers to Trade (TBT) see the following URL:  Foreword - Supplementary information
The committee responsible for this document is ISO/TC 69, Applications of statistical methods,
Subcommittee SC 8, Application of statistical and related methodology for new technology and product
development.
ISO 16355 consists of the following parts, under the general title Application of statistical and related
methods to new technology and product development process:
— Part 1: General Principle and Perspective of QFD Method
The following parts are under preparation:
— Part 2: Acquisition of Non-quantitative VOC or VOS
— Part 3: Acquisition of Quantitative VOC or VOS
— Part 4: Analysis of Non-Quantitative and Quantitative VOC/VOS
— Part 5: Solution Strategy
— Part 6: Optimization — Robust parameter design
— Part 7: Optimization — Tolerance design and output to manufacturing
— Part 8: Guidelines for commercialization and life cycle

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Introduction
Quality function deployment (QFD) is a method to assure customer or stakeholder satisfaction and
value with new and existing products by designing in, from different levels and different perspectives,
the requirements that are most important to the customer or stakeholder. These requirements should
be well understood through the use of quantitative and non-quantitative tools and methods to improve
confidence of the design and development phases that they are working on the right things. In addition
to satisfaction with the product, QFD improves the process by which new products are developed.
Reported results of using QFD include improved customer satisfaction with products at time of launch,
improved cross-functional communication, systematic and traceable design decisions, efficient use of
resources, reduced rework, reduced time-to-market, lower life cycle cost, improved reputation of the
organization among its customers or stakeholders.
ISO 16355 demonstrates the dynamic nature of a customer-driven approach. Since its inception in 1966,
QFD has broadened and deepened its methods and tools to respond to the changing business conditions
of QFD users, their management, their customers, and their products. Those who have used older QFD
models will find these improvements make QFD easier and faster to use. The methods and tools shown
and referenced in the standard represent decades of improvements to QFD; the list is neither exhaustive
nor exclusive. Users should consider the applicable methods and tools as suggestions, not requirements.
ISO 16355 is descriptive and discusses current best practice but is not prescriptive by requiring specific
tools and methods. Rather, applicable tools and methods are included in the Annexes to guide users of
the standard.
ISO 16355‑1 references the other seven parts of the Standard, as follows:
— Part 2: Acquisition of Non-quantitative VOC or VOS includes sections 8.1 - 8.2.7;
— Part 3: Acquisition of Quantitative VOC or VOS includes sections 8.2.8 - 8.2.9;
— Part 4: Analysis of Non-Quantitative and Quantitative VOC/VOS includes sections 8.2.10 - 11;
— Part 5: Solution Strategy includes sections 12 - 14;
— Part 6: Optimization — Robust parameter design includes section 15.1;
— Part 7: Optimization — Tolerance design and output to manufacturing includes sections 15.2 - 15.3;
— Part 8: Guidelines for commercialization and life cycle includes sections 16 - 24.

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BS ISO 16355-1:2015
 BS ISO 16355-1:2015
INTERNATIONAL STANDARD ISO 16355-1:2015(E)

Application of statistical and related methods to new

technology and product development process —
Part 1:
General principles and perspectives of Quality Function
Deployment (QFD)

1 Scope
This part of ISO  16355 describes the quality function deployment (QFD) process, its purpose, users,
and tools. It is not a management system standard. It does not provide requirements or guidelines for
organizations to develop and systematically manage their policies, processes, and procedures in order
to achieve specific objectives.
Users of this part of ISO  16355 will include all organization functions necessary to assure customer
satisfaction, including business planning, marketing, sales, research and development (R&D),
engineering, information technology (IT), manufacturing, procurement, quality, production, service,
packaging and logistics, support, testing, regulatory, and other phases in hardware, software, service,
and system organizations.

2 Normative references
There are no normative references cited in this document.

3 Terms and definitions

For the purposes of this document, the following terms and definitions apply.
3.1
quality function deployment
QFD
managing of all organizational functions and activities to assure product quality
Note  1  to entry:  The organization is responsible for product quality and strives for it via defining, testing,
building, commercializing, and supporting the product.

Note 2 to entry: Literal definition is that the “quality function” is “deployed” to all other business functions and
departments who play a role in assuring quality and customer satisfaction.

3.2
voice of customer
VOC
communications from the customer
Note 1 to entry: The communications from the customer may be verbal, written, video, audio, animation, or other
form and may be descriptive, behavioural, or ethnographic.

Note 2 to entry: Customer is defined in ISO 9000:2015, 3.2.4.

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3.3
customer need
potential benefit to a customer
Note 1 to entry: The benefit to a customer from having their problem solved, their opportunity enabled, their
image (self or to others) enhanced, or being advanced to a more desirable state.

Note 2 to entry: The benefit is positively stated.

Note 3 to entry: The benefit describes a single issue.

Note 4 to entry: The benefit is independent of the product or features.

Note 5 to entry: A need may be explicit or latent.

Note 6 to entry: Customer is defined in ISO 9000:2015, 3.2.4.

3.4
functional requirement
characteristic that a product or service is specified to possess
Note 1 to entry: The characteristic could be an inherent performance of the product or an action that the product
shall be able to accomplish. The manner in which the product accomplishes the action should not include specific
mechanisms or internal procedures is not part of the functional requirement.

Note 2 to entry: Product is defined in ISO 9000:2015, 3.7.6.

Note 3 to entry: Service is defined in ISO 9000:2015, 3.7.7.

3.5
voice of stakeholder
VOS
communications from the stakeholder
Note 1 to entry: The communications from the stakeholder may be verbal, written, video, audio, animation, or
other form and may be descriptive, behavioral, or ethnographic.

Note 2 to entry: Stakeholder is defined in ISO 9000:2015, 3.2.3.

3.6
customer gemba
location where true information is found
Note 1 to entry: Gemba is a Japanese word meaning the place where the truth is discovered. In Six Sigma, this
usually refers to the shop floor where internal activities take place. In QFD for new product development, the
new product does not exist yet, so the gemba changes to where the customer’s activities or encounters take place.

Note 2 to entry: There may be no physical location, i.e. for eCommerce or some processes.

Note 3 to entry: Gemba visits help discover unknown requirements.

3.7
hoshin kanri
method for management and deployment of strategic organizational policy
Note 1 to entry: English translations include policy management, policy deployment, management by policy, and
strategy deployment.

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4 Basic concepts of QFD

4.1 Theory and principles of QFD

Quality function deployment is an approach for ensuring quality throughout but not necessarily at each
stage of the product development process, starting with the initial product concept. In 1987, the co-founder
of QFD, Yoji Akao, defined comprehensive QFD as converting the “consumers’ demands into quality
characteristics and developing a design quality for the finished product by systematically deploying the
relationships between the demands and the characteristics, starting with the quality of each functional
component and extending the deployment to the quality of each part and process. The overall quality
of the product will be formed through this network of relationships.”[2] Since that time, QFD users have
extended QFD and its applicable methods and tools upstream in the product development process to
initial project strategy and downstream to the commercialization and even retirement of the product
from the market. The network of relationships becomes a framework for new product development. QFD
can be applied to products, services, and processes (hereafter referred to as products).
As a quality method, the aim is to assure that decisions regarding product development have a defined
and repeatable process, are based on factual information, have definable and measureable targets,
involve all relevant business departments, and focus first and best efforts where they matter most to
customers. QFD should begin upstream in the product development process in order to assure that
decisions are made in this way, as downstream rework can be costly in terms of money and delays.
The principles of QFD are as follows:
a) prioritize information to focus;
b) understand how to cause good quality;
c) listen to the voice of the customer;
d) observe the customer’s situation;
e) capture information from other sources;
f) improve internal communications through the transformation of information between
perspectives.

4.2 QFD use of the word of function

In modern organizations, the “quality function” shall collaborate and coordinate with other functions
(marketing, engineering, manufacturing, service support, information technology, and others involved
in product development) in order to assure customer satisfaction with the resulting product. Thus, the
quality function is deployed (hence, the term QFD) across critical business activities and ideally across
the entire organization.
NOTE The term function is used in multiple ways in QFD. The following are some of the common uses.

In the term quality function deployment, function refers to the organizational units, in this case,
the quality function that is often tasked with process control, improvement, inspection, and other
related activities.
In the term function deployment, function refers to product function, defined in value engineering and
function analysis as a verb (active) + noun (measurable) that describes what a product does but not how
it does it regardless of the level or perspective.

4.3 Spirit of QFD

A commitment among all critical departments to work together for the benefit of the customer or
stakeholder. A personal connection to the customer should be established.

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As a central principle, customer needs or requirements shall be known or acquired and understood
adequately by all relevant stakeholders. It shall be validated if product requirements meet the needs of
the customer or stakeholder.

4.4 Display of information

Visual display of information improves communications. Due to the various organizational functions
in the QFD team and the complexity of the information as it flows through the development and
commercialization process, visual displays of the information are helpful. This is especially true in
global organizations with many languages and cultures.

5 Integration of QFD and product development methods

5.1 QFD support for product development methods

Integration of QFD into new product development processes is both desirable and possible. Successful
integration has been accomplished with other product development methods such as Stage-Gate™1) and
product development support methods such as Design for Six Sigma, Design for Lean Sigma, and others.
This may be done at an enterprise level, business group level, project level, or technology level. This
integration should be guided by a QFD expert familiar with these methods.
NOTE 1 QFD is designed to link together the various phases of product development such as strategy,
portfolio, marketing, competitiveness, systems, voice of customer, requirements analysis, concept development,
optimization, change management, reliability, cost, safety, manufacturing, support, logistics, quality, and other
product development phases. This linking assures that priorities at each phase are supported by downstream
phases and decisions at each phase can be viewed for their impact on upstream phases. In this way, QFD improves
both the product and the process by which it is created.

NOTE 2 QFD can integrate tools and methods from different new product development processes. Conversely,
different new product development processes can utilize QFD tools and methods.

NOTE 3 The applicable tools lists are not exhaustive. They are meant to illustrate tools that have been
effectively used in QFD. Other tools might also be useful according to the project.

5.2 Flow of product development with QFD

5.2.1 Organization of the QFD flow

The flow of QFD methods and tools may vary according to the organization and project requirements.
Typically, they begin with broad concerns and through prioritization flow down to specifics. Figure 1
illustrates the organization of the clauses of this part of ISO 16355. Each box describes the general stage
in product development such as project, customers, and so forth. Within each box are specific steps
and their respective clause numbers such as “8.2.1 Identify customers” and so forth. Later in this part
of ISO 16355, each clause will describe the step and suggest applicable methods and tools that can be
used to accomplish the step. This helps align the voice of the business, voice of the customer, voice of the
engineer, and voice of the process.

1) Stage-Gate™is an example of a suitable product available commercially. This information is given for the
convenience of users of this document and does not constitute an endorsement by ISO of this product.

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5.2.2 Flow chart of product development with QFD

Figure 1 — Flow chart of product development with QFD

6 Types of QFD projects

6.1 General
QFD projects can encompass new developments, as well as generational improvements to existing
products.
a) QFD can be applied to both existing and new markets, as well as to both existing and new
technologies.
b) QFD projects can be driven by external sources such as market and customer demands, competitive
threats or opportunities, technology change, regulatory changes, and other external factors, as well
as internal sources such as cost reduction, manufacturing opportunities, new materials, knowledge
management, and other internal factors.
c) QFD projects can focus on hardware, service, software, software as a service, process, systems,
interface, or some combination. They can be either business-to-consumer (B2C) or business-to-
business (B2B). Big, complex projects may benefit from increased customer involvement. Methods
such as continuous QFD (see A.25) may be helpful.
d) QFD projects can be applied at any level: societal, environmental, end product, system, subsystem,
component, production, material, process, service process, support, or supplier. Projects may
progress upstream from micro detail to macro systems, downstream from macro to micro, or expand
outward from a midstream level. QFD projects may have defined launches or may be continuous.
e) QFD may be employed at any management level from business operations to strategic business
planning and control.
f) QFD projects may be used to document and preserve market and technical knowledge of the
organization.
The QFD tools and the sequence in which they are used should be adapted to the type of project.

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The QFD tools and sequence should be adapted to the management structure and culture and problems
of each organization to improve participation, integration, and long-term utilization of the method.
There is no “one way” to do QFD that fits all organizations.
QFD tools and sequence have evolved since the first studies in the 1960s in the automobile parts industry
that used simple diagrams and matrices to identify design elements and downstream manufacturing
details. When end-user products, non-manufactured products such as service and software, and business
processes began using QFD, additional tools were added to address human tasks, information, and other
complexities (see A.22). In more recent years, organizational resource constraints have led to a quicker
approach that addresses both complexity and speed (see A.23). It is consistent with quality methods in
general and with customer-driven methods like QFD in particular that the methods and tools should
evolve and adapt to the ever-changing business environment of its practitioners, in order for them to
remain viable and practicable. This evolution is demonstrated in the Bibliography of case studies.
NOTE QFD is not a method to design a product or process; it is an infrastructure to ensure the product or
process satisfies customers.

6.2 Applicable methods and tools

a) Systems engineering
b) Stage-Gate™2)
c) Design for Six Sigma phase activities
d) Design for Lean
e) Cross-functional management swim-lane charts
f) Knowledge management
g) Continuous QFD (see A.25)

7 QFD team membership

7.1 QFD uses cross-functional teams

The basic concept of QFD is to ensure quality throughout each stage of the product development process
while keeping the focus on customer satisfaction. Team membership should consist of a core team and
invited subject matter experts.

7.2 Core team membership

Core team members should represent business functions needed for the project. They should extend
end-to-end across the development and commercialization process to prevent information gaps from
diminishing customer satisfaction.

7.3 Subject matter experts

Subject matter experts whose speciality is required to develop and review requirements may be invited
as the project requirements flow down to different departments in the organization. Common experts
include marketing (consumer insights, consumer experience, statisticians, conjoint analysis, survey
design, and other marketing areas), engineering (electronics, components, value engineers, software,
materials, packaging, and other engineering areas), manufacturing (stamping, forming, equipment,
supply, industrial, and other manufacturing areas), quality (Six Sigma, statisticians, inspection, gage,

2) Stage-Gate™is an example of a suitable product available commercially. This information is given for the
convenience of users of this document and does not constitute an endorsement by ISO of this product.

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design of experiments, supplier quality, and other areas activities), services (technical writers, technical
support, phone centers, and other service areas), as well as other areas of expertise.

7.4 QFD team leadership

QFD team leaders or moderators should be trained in the QFD tools and methods in order to effectively
lead the QFD project. Additional tools, as identified in the appendices, may be useful. Basic team
facilitation and moderation skills are recommended.
The QFD team leader should take a position of being function-agnostic so as to remain neutral to any
business department or activity.

8 QFD voices

8.1 Voice of business

8.1.1 Since QFD is applied to projects, these projects have many goals or objectives for the organization.
Constraints may also exist. These goals may derive from development decisions and business strategy.

8.1.2 Business and project goals may include financial targets such as revenue, profit, and facility and
resource optimization, marketing targets such as market opportunity, market share, market growth, and
competitiveness, and others.

8.1.3 Constraints may include time/schedule, human resources and technical expertise, and
cost/investment.

QFD is a quality method, so the goals and constraints should include a metric and measurement method,
current performance level of the metric, desired performance level of the metric, timeframe in which to
achieve the desired performance level of the metric, and who will judge if the desired performance level
of the metric has been met within the timeframe.

8.1.4 Applicable methods and tools

a) Strategic planning methods

1) Hoshin kanri (policy management)
2) Porter five force analysis
3) Kotler’s market portfolio planning
4) Blue Ocean Strategy
5) New Lanchester strategy for sales and marketing
b) Balanced scorecard
c) Project prioritization and selection using the analytic hierarchy process (AHP)
d) Project goals table (see A.2)
e) Project goals prioritization with AHP (see A.3)
f) Heterarchy diagram

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8.1.5 Project scope

The project should also have a clearly defined scope in order to prevent scope drift and creep.
NOTE After market information is acquired, the scope can be adjusted to reflect new information regarding
demand and competition.

8.1.6 Applicable methods and tools

a) Scope boundary analysis (see A.4)

b) Process beginning/end table (see A.5)

8.2 Voice of customer (VOC) or voice of stakeholder (VOS)

8.2.1 Definition of customer or stakeholder

A product provides benefit to one or more customers. There may also be a chain of involved customers
or stakeholders including constituents (of a social service), end users and consumers, intermediate
users such as dealers, installers, operators, maintenance, and other users and internal customers such
as human resources, manufacturing, and other departments who reflect the underlying customer value
network of delivery of the product to the user. The relationships among these various customers should
be clarified. When many customers exist, they may be prioritized in order to focus resources first on
high-priority customers.

8.2.2 Applicable methods and tools

a) Value chain mapping

b) Analytic hierarchy process (AHP) (see A.13)
c) User personae
d) Stakeholder analysis

8.2.3 Marketing perspective and engineering perspective

For product development, customers or stakeholders should be defined from both a marketing
perspective (channel, region, size, and other related demographics) and an engineering perspective
(who, what, when, where, why, and how the product will be or could be used).
NOTE Product use modes might be important in studies for parameter design for robust products and
for reliability.

8.2.4 Applicable methods and tools

a) Customer value chain and network mapping

b) Market segmentation
c) Customer segments table (see A.6)
d) User personae

8.2.5 Prioritize customers or stakeholders

Customers or stakeholders should be prioritized and information acquisition should begin with high-
priority customers whose satisfaction is most critical to achieving the business and project goals.
Customer identification and prioritization should be based on statistical information.

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8.2.6 Applicable methods and tools

a) AHP (see A.13)
b) Project goals/customer segments matrix (see A.7)
c) Cluster analysis
d) Factor analysis
e) Stakeholder analysis

8.2.7 What is contained in the voice of customer (VOC) or voice of stakeholder (VOS)

VOC and VOS is raw, unprocessed information from the customer or stakeholder. It often includes
complaints, needs, functional requirements, performance specifications and targets, solutions,
components, materials, activities, information, and other customer or stakeholder statements. To be
most useful, these may be sorted, analysed, structured, quantified, and prioritized by key customers.

8.2.8 Sources of VOC and VOS

VOC and VOS may be acquired through the applicable methods and tools.
Voice of customer or stakeholder may be obtained through non-quantitative and quantitative methods
below. Surveys should be properly designed, tested, and evaluated.

8.2.9 Applicable methods and tools

a) Gemba visit checklist

b) Customer process model (see A.8)
c) Gemba visit table (see A.9)
d) Customer support and help systems
e) Focus groups
f) Social media
g) Questionnaires
h) Interviews
i) Customer satisfaction surveys
j) Lead user analysis
k) Warranty returns, complaints
l) Conference papers, reports, and studies
m) Sales call reports
n) Technical visits and maintenance records
o) Continuous QFD (A.25)
p) Design thinking
q) Big data analytics

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8.2.10 Translating VOC/VOS into customer needs

QFD project teams constrained by resources, budget, and time shall focus their efforts where they
matter most to the customer. The customer, not the QFD team, should determine these priorities
whenever possible. To get accurate priorities, VOC should be translated into an information set about
which the customer has greater domain knowledge – customer needs.
Customer needs are defined in QFD as being benefits the customer receives when their problems are
solved, their opportunities are enabled, or their image (self and to others) is enhanced, independent
of the specific product or solution. The purpose is to derive true customer needs identifying and
separating customer from possible solutions specified by the customer or the product development
team. Clear separation of needs and solutions leads to more flexibility and innovation in finding
appropriate solutions for all stakeholders.

8.2.11 Applicable methods and tools

a) Cause-and-effect diagram
b) Customer voice table (see A.10)
c) Focus groups
d) Continuous QFD (see A.25)

9 Structuring information sets

9.1 General
To obtain accurate, unbiased, and unambiguous prioritization and quantification and to reduce the
effort of both customers and team members to obtain, these information should be organized into a
logical structure. Structuring should be done by members of the group that “own” the information set
and have greater domain knowledge.
Customer needs should be structured by the customer.
Information set structuring should assure that information groups are mutually exclusive and
collectively exhaustive (MECE) to ensure no overlapping or missing elements. Overlapping or missing
elements can reduce the accuracy of later analyses such as prioritization.

9.2 Applicable tools and methods

a) Affinity diagram (see A.11)
b) Hierarchy diagram (see A.12)
c) Networks
d) Heterarchy diagram (network of elements sharing common elements in which each element shares
the same horizontal position of power and authority)
e) Mind maps
f) Key needs analysis

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10 Prioritization

10.1 General
In order to focus where maximum benefit to customers or stakeholders is provided with minimal effort
by the QFD team, prioritization of the information set should not be neglected.
Prioritization should be done by the group that “owns” the information.
Customer needs should be prioritized by the customer.
Priorities should be as accurate, unbiased, and unambiguous as possible as they may serve later QFD
activities related to cost and resource allocation. Thus, the mathematical limitations of different
numerical scales should not be ignored.
Ordinal ranking and rating scale numbers do not support +, –, ×, or / mathematical functions. Ratio
scale numbers (also referred to as absolute relative scale with meaningful ratios) should be used if
these mathematical functions are to be used later.

10.2 Applicable tools and methods

a) Analytic hierarchy process (AHP) (A.13)
b) Analytic network process (ANP)
c) Fuzzy AHP
d) Fuzzy ANP
e) Continuous QFD (A.25)

11 Quantification

11.1 General
Quantification of customer needs may include customer current and hoped-for satisfaction levels,
customer scoring of the magnitude of current product and benchmarking competitive alternatives, and
other factors that reflect customer value. Quantification of customer needs may also include minimum
acceptance levels (below which there is no real benefit) and maximum thresholds (beyond which there
is no additional benefit). Quantifications may be used as adjustments to recalculate customer needs
priorities to reflect market opportunities and competitive threats.
Quantification values should not neglect the limitations of different numerical scales. Ratio scale
numbers (also referred to as absolute relative scale with meaningful ratios) should be used if the
mathematical functions of +, –, ×, and / are to be used in the adjustment recalculations.

11.2 Applicable tools and methods

a) Focus groups
b) Interviews
c) Porter five force analysis
d) New Lanchester strategy for sales and marketing
e) Quality planning table (see A.14)
f) New Kano Model

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12 Translation of one information set into another

12.1 General
QFD flows information sets through the various development and commercialization functions of the
organization. These flows are called deployments and often require the language of one information
set to be transformed into another information set or a single information set broken down into more
details. This translation can be visually displayed to check for completeness and accuracy and can be
mathematically quantified for complex information sets.

12.2 Applicable tools and methods

a) Maximum value table for critical needs (see A.15)
b) House of Quality and other L-matrices for comprehensive studies (see A.16)
c) Other tools in the new management and planning tool set (see A.21)

13 Transfer of prioritization and quantification from one information set into

another

13.1 Transfer of prioritization

Prioritizations and quantifications of one information set may be transferred into prioritizations and
quantifications of another information set. In a QFD L-matrix, prioritization is done with weights to
show the strength of relationship or contribution of the columns of the matrix to the rows of the matrix.
In the House of Quality matrix, weights quantify the relationship or contribution between customer
needs and functional requirements. Setting targets for the functional requirements can be improved by
examining their weighted contribution to customer needs.
QFD can use many types of matrices for transferring priorities and quantifications. The House of Quality
is one instance of an L-matrix. It is so named because the original Japanese labels had the word “quality”
in both axes (demanded quality in the rows and quality characteristics in the columns). Other matrices
include information related to functions, parts, technologies, failure modes, cost, and other dimensions
of the design and development process. It is recommended to refer to matrices by the information in the
“rows/columns” matrix. Thus, in this format, the House of Quality can be referred to as the customer
needs/functional requirements matrix. In addition to the L-matrix, QFD can use T-matrices, Y-matrices,
C-matrices, and others.
NOTE There are different approaches to quantifying weighted contributions or relationships. An approach
that is appropriate for the analysis can be used.

a) Classical QFD matrices using three levels of relationships described as weak (W), moderate (M),
strong (S) and assigned values of 1, 2, 4 or 1, 3, 5 or 1, 3, 9, respectively.
NOTE Strengths of this approach: familiarity, 1, 3, 9 addresses problem of transferred priorities being
too close in value. Weaknesses of this approach: with only three levels, QFD teams might struggle to agree on
the appropriate level, these are ordinal scales without fixed intervals so that resulting QFD math functions
have results that tell order but not relative importance.

b) Modern QFD matrices use five or nine levels of relationships described as weak (W), moderate (M),
strong (S), very strong (V), or extremely strong (X), as well as intervals such as weak-to-moderate
(W-M), and so forth. Assigned values can be adapted using the analytic hierarchy process but the
following are commonly used:
1) Five levels: W (0,069), M (0,135), S (0,267), V (0,518), X (1,00);
2) Nine levels: W (0,059), W-M (0,079), M (0,112), M-S (0,162), S (0,237), S-V (0,344), V (0,498), V-X
(0,712), X (1,000).

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NOTE Strengths of this approach: When the level of relationship requires a judgment, human short-
term memory capacity is best when there are 7  ±  2  (5  or  9)  levels. This allows first a judgment of high,
medium, low, and then within each category, another high, medium, low. This creates nine levels ranging
from high-high to low-low, giving QFD teams more relationship levels to select from, and thus improving
agreement. These ordinal judgments are transformed into absolute scale values with fixed intervals using
the AHP principle eigenvector so that resulting QFD math functions tell both order and relative importance.
Weaknesses of this approach: unfamiliar but has short learning curve, commercial QFD software might not
support assigning ratio scale values so QFD team may need to build own spreadsheet.

c) Nonlinear relationships may be used in cases where other scales are justified.
Display of relationships or contribution may include icons representing the various levels. Icons
should visually increase according to the strength of relationship or contribution they reflect, from
weak to extremely strong.
Classical QFD icons for 3 levels:

Modern QFD icons for 5 or 9 levels:

Setting targets for the functional requirements can be improved by examining their weighted
contribution to customer needs.
d) Unweighted matrices may also be used to manage knowledge and interactions of processes,
materials, facilities, or tasks.

13.2 Applicable tools and methods

a) Maximum value table (see A.15)
b) Customer needs/functional requirements (House of Quality), L- and other matrices (see A.16)
c) Analytic hierarchy process (AHP) (see A.13)

13.3 Transfer of quantification

Other quantifications can be transferred from the input information to the output information based
on priorities, number and strength of relationships, and technical challenge, technical advantage, New
Kano Model categories.
The input targets may be translated into output targets. In some matrices, the relationship between the
x and y can be determined through testing or given in scientific knowledge.

13.4 Applicable tools and methods

a) Design planning table (see A.17)

13.5 Transferring deployment sets by dimensions

13.5.1 General

Transfers of prioritization and quantification can be done in deployment sets organized into both
dimensions (displayed vertically in A.22) and levels (displayed horizontally). The layout of the
deployment will depend on the overall development process.

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13.5.2 Quality deployment

Quality deployment focuses on functional requirements and performance and their targets at the
product level, system level, subsystem level, component level, and process level. Deployments for
service and software products may be different. For example, iterative/incremental processes like
software development with scrum or other agile processes, the deployment layout may reflect an
explicit iterative/incremental structure.

13.5.3 Applicable tools and methods

a) Deployment flow diagram

b) Affinity diagram (see A.11)
c) Hierarchy diagram (see A.12)
d) Cause-and-effect diagram
e) Customer needs-to-functional requirements extraction (Customer voice table) (see A.10)
NOTE 1 4.1 mentions the historical term quality characteristics. The more general term functional
requirements is used to address non-manufacturing uses of QFD such as service, software, and business
processes.

NOTE 2 Some House of Quality software programs allow for directional indicators for functional
requirements. This can be misleading since most functional requirements will change direction depending
on the customer need it relates to.

EXAMPLE For the functional requirement of “size” for an umbrella, bigger is better for the customer
need “I stay dry in the rain.” However, smaller is better for the customer need “I can carry easily.”

f) House of Quality and other L-matrices (see A.16)

The functional requirements correlation matrix or roof of the House of Quality is enabling
technology dependent. That is, the positive and negative correlations will change depending on
the technology employed. It is recommended that this be used in technology deployment for each
specific technology, rather than in quality deployment where the functional requirements are still
technology agnostic.
NOTE Monte Carlo simulations have been run to improve House of Quality.

g) Parameter design for robust products

h) Analytic hierarchy process (see A.13)
i) Kansei engineering for emotional quality (see A.19)
j) Knowledge management

13.5.4 Technology deployment

Technology deployment focuses on discovery and quality assurance of new technologies at the product
level, system level, subsystem level, component level, and equipment/process level. This may include
invention, patents and intellectual property search, registrations, licensing, and other forms of
acquiring technology. Deployments for service and software may be different.
Insufficient technologies to fulfil customer needs may be referred to research and development
departments to begin development of future technologies.

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13.5.5 Applicable tools and methods

a) Functional requirements correlation matrix, often called the “roof” of the House of Quality
The functional requirements correlation matrix, or roof, is enabling technology dependent. That
is, the positive and negative correlations will change depending on the technology employed. It
is recommended that this be used in technology deployment rather than in quality deployment,
where the functional requirements are still technology agnostic.
b) Theory of inventive problem solving (TRIZ)
c) deBono’s lateral thinking
d) Reverse QFD (see A.20)
e) Reviewed dendrogram
f) Super Pugh concept selection with AHP (see A.18)
g) Conjoint analysis
h) New Kano model
i) Failure mode and effects analysis (FMEA) at the system, subsystem, module, component,
process levels

13.5.6 Cost deployment

Cost deployment focuses on target costing and other finite constraints such as schedule, resource, and
weight at the product, system, subsystem, module, component, and process levels. Deployments for
service and software may be different.

13.5.7 Applicable tools and methods

a) Value analysis
b) Value engineering
c) Fast diagrams
d) Parametric cost estimation
e) L-matrices with proportional distribution
f) Conjoint analysis

13.5.8 Reliability deployment

Reliability deployment focuses on product life and failure modes at the product, system, subsystem,
module, component, and process levels. Deployments for service and software may be different.

13.5.9 Applicable tools and methods

a) Fault tree analysis

b) Failure mode and effects analysis (FMEA)
c) Failure mode, effects and criticality analysis (FMECA)
d) Failure mode effects and diagnostic analysis (FMEDA)
e) Anticipatory failure determination

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f) Lifetime estimation
g) V-model of systems engineering
h) Functional requirements correlation matrix, often called the “roof” of the House of Quality
i) Process decision program chart (PDPC)

13.5.10   Safety deployment

Safety deployment focuses on user safety, production safety, materials safety, toxicology, hygiene and
sanitation, environmental safety and sustainability.

13.5.11   Security deployment

13.5.11.1 Organizational information

Security deployment of organizational information includes protection of intellectual property, trade

secrets, classified information, communications, and other unauthorized uses.

13.5.11.2 Personal information

Security deployment of personal information includes protection of identity, financial information,

health records, and related information, communications, and other unauthorized uses.

13.5.11.3 Systems

Security deployment of systems includes unauthorized use or access of a system, including but not
limited to, computer operating systems, device operating systems such as industrial equipment,
medical devices, automobiles, and others.

13.5.12   Lifestyle and emotional quality deployment

Lifestyle and emotional quality deployment, which focus on non-functional requirements such as
aesthetics, attraction.

13.5.13   Applicable tools and methods

a) Ergonomics and human factors

b) Kansei engineering

13.6 Transferring deployment sets by levels

13.6.1 Function deployment

Function deployment examines the relationships between function and quality, technology, cost, and
reliability. Function deployment may also be used to examine modularity of systems and subsystems.

13.6.2 Applicable tools and methods

a) Function analysis
b) Function tree
c) L-matrices
d) Kansei engineering (attractive function)

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e) Human factors analysis

f) Usability studies

13.6.3 Parts deployment

Parts deployment examines the relationships between component parts and quality, technology, cost,
and reliability. Deployments for service and software may be different. It may also refer to components.

13.6.4 Applicable tools and methods

a) Bill of materials
b) L-matrices

13.6.5 Manufacturing and process deployments

Manufacturing and process deployments examine the relationships between manufacturing,

production, or other build/implementation methods and equipment and quality, technology, cost, and
reliability. It may support agile, lean, and world class manufacturing activities. Deployments for service
and software may be different.

13.6.6 Applicable tools and methods

a) Design for X (DfX) studies (manufacturability, assembly, disassembly, safety, serviceability,

recyclability, and other product development dimensions)
b) Advanced product quality planning (APQP)
c) Make or buy analysis
d) Design for lean
e) Lean manufacturing
f) Theory of constraints
g) Flexible manufacturing
h) Specific Design for Six Sigma elements
i) Six Sigma
j) World class manufacturing

13.6.7 Project work or task management

Project work or task management concerns related to managing resources, skills, tools and testing,
cost, milestone and prototypes schedules, risks, changes to scope and schedule, and other areas of
project management.

14 Solution concept engineering

14.1 General
Based upon the priority and design target levels, both existing solutions and new technology concepts
may be explored. Helpful activities include innovation, invention, product generation strategic portfolio
analysis, concept hybridization, concept selection, feasibility studies, resource planning (project

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management), intellectual property (patent screen and patent of inventions), technology risk, robust
design, design optimization and parameter design.

14.2 Applicable tools and methods

a) TRIZ
b) deBono’s lateral thinking
c) Reviewed dendrogram
d) Super Pugh concept selection with AHP (see A.18)
e) Evolutionary 7 (e-7) QFD tools

15 Design optimization

15.1 Parameter design for robustness

Parameter design can be applied in product design stage to identify optimum nominal value of design
parameter based on assessment of robustness of its function. When products are robust, those products
cause minimal environmental and socio-economic losses (including loss to the manufacturer and users)
due to poor quality caused by functional variability throughout its usable lifetime from shipping to
final disposal.

15.2 Tolerance design

Part tolerance design may be important to quality and cost in the manufacturing process of complex
products. It may address issues related to equipment and tooling deterioration and manufacturing
conditions. It may also be useful to supplier quality assurance.

15.3 Applicable tools and methods

a) Design of experiments
b) Taguchi’s signal-to-noise ratio may be used as a measure of robustness and the procedures of
parameter design to design robust products utilizing this measure (see ISO 16336)
c) Multiple response surface optimization
d) Sensitivity analysis
e) Monte Carlo and other simulation methods
f) Evolutionary 7 (e-7) QFD tools

16 Prototyping, testing, and validation

16.1 General
High-priority characteristics, parameters, functions, and other design and development dimensions
should be tested for customer acceptance, human factors/usability, efficacy, regulatory compliance,
manufacturability, reliability, safety, and other factors. Deployments for service and software may
be different.

16.2 Applicable tools and methods

a) Test deployment

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b) Focus groups
c) Statistical methods such as factor analysis, conjoint analysis
d) New Kano model
e) Risk analysis
f) Usability studies
g) Design review
h) Component FMEA

17 Build planning

17.1 General
Build planning (manufacturing and pre-production planning, quality planning, pre-launch control
plan, service planning, software architecture, and other planning activities) should be linked to the
design plan (procurement, supply chain management, process flow charts, process validation, material
handling and storage, equipment and tooling, floor plan layout).
Equipment and facilities needed to build systems, subsystems, and components should be investigated
for critical performance, functionality, quality capabilities that meet or exceed their specifications,
process parameter optimization, process capability studies.
Make or buy decisions, as well as supplier qualification, production part approval plan (PPAP), and
supplier quality assurance may be done. Periodic critical component supplier assessment visits may
also be done. Deployment for service and software may be different.

17.2 Applicable tools and methods

a) Design of experiments
b) Tolerance design
c) Supplier and vendor selection using AHP
d) Supply chain management
e) Task deployment table
f) Parameter optimization
g) Internal and supplier process capability studies
h) Production part approval plan (PPAP)
i) Process FMEA
j) Design for Lean
k) Specific Design for Six Sigma elements
l) Design for X (DfX) studies, for manufacturability, assembly

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18 Build start-up

18.1 General
Build start-up (manufacturing, production, training, process planning, quality inspection, and other
activities) should be linked to the manufacturing plan.

18.2 Applicable tools and methods

a) Value stream mapping for lean processes
b) Production control plans
c) Control standards
d) Inspection standards
e) Quality control process charts
f) Risk assessment

19 Build

19.1 General
Quality checks during full production launch, service start-up, software detailed design, and other
activities may be made.

19.2 Applicable tools and methods

a) Process improvement
b) 5S (from Japanese words for workplace improvements meaning sort, straighten, shine,
standardize, and sustain)
c) Poka-yoke (mistake proofing)
d) Statistical process control
e) Kaizen
f) Design for Six Sigma phase activities, elements and tools
g) Six Sigma method to design, measure, analyse, improve, and control (DMAIC) and quality
improvement teams linked to design and build plans
h) 7 or 8 discipline charts (7-D, 8-D)

20 Packaging design, logistics, channel management, consumer information, and

operating instructions

20.1 General
Packaging engineers may be involved at the design phase to better protect customer safety for
food, pharmaceutical, medical, and similar products from damage, loss of sterility, insect and debris
infiltration, and other damages. Similarly, packaging engineers should be involved at the design phase
to better protect product integrity from damage and loss of usability during shipping and handling.
Packaging engineers should be involved with marketing and sales to assure attractiveness, legibility of

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legal and marketing language, retail-applied labelling, and shelf/point-of-purchase plan-o-gramming.

Similar considerations should be made to product usage, warnings and cautions, installation and
operating instructions, and other information.

20.2 Applicable tools and methods

a) Ergonomics and human factors

20.3 Logistics
Planners should be involved with packaging to better protect product during shipping, storage,
and handling, particularly for effects of temperature, humidity, expiry dates, and other relevant
factors. Other considerations may be packaging size to optimize transportation concerns for weight,
dimensions, material handling.

20.4 Marketing claims

Validation of marketing claims against requirements of regulatory agencies.

21 Customer support

21.1 General
Customer support (technical, sales, and other field activities) and service (including parts, service
training, and other support activities) may be made. Information related to design changes, new
features, consumables, setup, and other concerns that customers and users could encounter should be
created. Support databases, support staff, support levels (such as gold, silver, and bronze) should be
created in line with customer expectations and needs.

21.2 Applicable tools and methods

a) Ergonomics and human factors
b) Technical visits and maintenance records

22 Customer satisfaction

22.1 General
Customer feedback related to new features, new complaints or concerns, competitive offerings, and
other market information should be surveyed and fed back to improvement teams, as well as fed
forward to next generation design.

22.2 Applicable tools and methods

a) Customer satisfaction surveys
Sampling surveys should be done to periodically test market for shifts in customer priorities,
competitive alternatives, and responses to promotions.

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23 Product end-of-life disposal, recycle, reuse, and other sustainability concerns

23.1 General
Products may need to be disposed of in ways that comply with local regulations, as well as consumer
and public sentiment. This may include design-for-reuse, design-for-recycling. Concerns for safety,
environmental impact, long-term effects, and other considerations should be studies, especially in
terms of new parts, materials, and processes.

23.2 Applicable tools and methods

a) Design of experiments
b) Taguchi methods

24 Flow to next generation development

24.1 General
Customer satisfaction surveys confirm that product met design and marketing intent. Changes in
market priorities, new technologies, new market opportunities (industry, geography, segments) should
be explored for next generation. This may include QFD models for customer-driven, technology-driven,
cost-driven, manufacturing-driven, regulatory-driven, and other drivers. It may include hardware,
software, service, interface, or any combination thereof.

24.2 Applicable tools and methods

a) Cross-functional management swim-lane charts
b) Customer satisfaction surveys

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Annex A
(informative)

Examples of applicable methods and tools

NOTE 1 Details of how these methods and tools are integrated and applied within QFD are explained in the
cited books and papers. The examples below are from QFD application case study papers presented at conferences
and in journals to illustrate how the methods and tools can be used in QFD.

NOTE 2 QFD can integrate with methods and tools from many product development methods. The methods
and tools in this Annex and in the Bibliography are not an exhaustive list. Some references are instructional and
some show how they integrate with other methods and tools in QFD.

A.1 QFD Tools Matrix

This table indicates which methods and tools have been used in QFD applications and research. Related
books and documents with detailed explanations are cited in the Bibliography at the end. This table
can be used to look up methods and tools which are arranged in alphabetical order in the rows to see
if there is a relationship (as indicated by O) with the QFD steps and section numbers in this part of
ISO 16355. The table can also be used to look up each QFD step and clause number and determine which
methods and tools can help in that activity.

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Table A.1 — QFD Tools Matrix

24
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and
related
6 7 8.1 8.2.1 8.2.5 8.2.7 8.2.10 10 11 13. 13. 13. 13. 13. 13. 13. 14 15 16 17 20 21 22 23

tools and
Type QFD Voice Iden­ Prior­ Voice Cus­ Prior­ Quan­ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu­ De­ Proto­ Build Pack­ Cus- Cus- Prod­

Methods
BS ISO 16355-1:2015

of team of tity itize of tom­er itize tify Qual­ Tech­ Cost Relia­ Func­ Parts Manu­ tion sign typing plan­ aging, tom- tom- uct

(see bibli­
QFD busi­ cus- cus- cus- needs cus- cus­ ity nol­ogy de­ploy­ bility tion de­ploy­ factur­ con­ opti­ test­ ning infor­ er er life

ography
ISO 16355-1:2015(E)

pro­ ness tom- tom- tom- tom­er tom­er de­ploy­ de­ploy­ ment de­ploy­ de­ploy­ ment ing cept miza­ ing, mation, sup­ satis­ cycle

for refer-
ject ers ers er needs needs ment ment ment ment de­ploy­ engi- tion vali­ logis­ port fac­

ences)
ment neer- dation tics tion
ing
5S (Refer-
O O
ence [88])
7- and 8-D
charts
O
(Reference
[22])
7 manage-
ment and


planning
tools
O O O O
(A.21) (Ref-
erences
[81], [84],
and [7])
7 product
planning
tools
(Reference
[35])
Advanced
product
quality
planning O
(APQP)
(Reference
[5])
a Stage-Gate™ is an example of a suitable product available commercially. This information is given for the convenience of users of this document and does not constitute an
endorsement by ISO of this product.

© ISO 2015 – All rights reserved

 Table A.1 (continued)
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and
related
6 7 8.1 8.2.1 8.2.5 8.2.7 8.2.10 10 11 13. 13. 13. 13. 13. 13. 13. 14 15 16 17 20 21 22 23

tools and
Type QFD Voice Iden­ Prior­ Voice Cus­ Prior­ Quan­ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu­ De­ Proto­ Build Pack­ Cus- Cus- Prod­

Methods
of team of tity itize of tom­er itize tify Qual­ Tech­ Cost Relia­ Func­ Parts Manu­ tion sign typing plan­ aging, tom- tom- uct

(see bibli­
QFD busi­ cus- cus- cus- needs cus- cus­ ity nol­ogy de­ploy­ bility tion de­ploy­ factur­ con­ opti­ test­ ning infor­ er er life

ography
pro­ ness tom- tom- tom- tom­er tom­er de­ploy­ de­ploy­ ment de­ploy­ de­ploy­ ment ing cept miza­ ing, mation, sup­ satis­ cycle

for refer-

© ISO 2015 – All rights reserved

ject ers ers er needs needs ment ment ment ment de­ploy­ engi- tion vali­ logis­ port fac­

ences)
ment neer- dation tics tion
ing
Affinity
diagram
(A.11)
O O
(Referenc-
es [81] and
[84])
Analytic
hierarchy
process


(AHP)
(A.13) O O O O O O
(Referenc-
es [100],
[102],
[103], and
[39])
Analytic
network
process
(ANP) (Ref- O
erences
[101] and
[57])
Anticipa-
tory failure
determina-
O
tion (Refer-
ences [55]
and [56])
Balanced
scorecard
O
(Reference
[47])
BS ISO 16355-1:2015
ISO 16355-1:2015(E)

25


a Stage-Gate™ is an example of a suitable product available commercially. This information is given for the convenience of users of this document and does not constitute an
endorsement by ISO of this product.
 
Table A.1 (continued)

26
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and
related
6 7 8.1 8.2.1 8.2.5 8.2.7 8.2.10 10 11 13. 13. 13. 13. 13. 13. 13. 14 15 16 17 20 21 22 23

tools and
Type QFD Voice Iden­ Prior­ Voice Cus­ Prior­ Quan­ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu­ De­ Proto­ Build Pack­ Cus- Cus- Prod­

Methods
BS ISO 16355-1:2015

of team of tity itize of tom­er itize tify Qual­ Tech­ Cost Relia­ Func­ Parts Manu­ tion sign typing plan­ aging, tom- tom- uct

(see bibli­
QFD busi­ cus- cus- cus- needs cus- cus­ ity nol­ogy de­ploy­ bility tion de­ploy­ factur­ con­ opti­ test­ ning infor­ er er life

ography
ISO 16355-1:2015(E)

pro­ ness tom- tom- tom- tom­er tom­er de­ploy­ de­ploy­ ment de­ploy­ de­ploy­ ment ing cept miza­ ing, mation, sup­ satis­ cycle

for refer-
ject ers ers er needs needs ment ment ment ment de­ploy­ engi- tion vali­ logis­ port fac­

ences)
ment neer- dation tics tion
ing
Bill of
materials
O
(Reference
[95])
Blitz QFD®
(A.23) (Ref-
erences O O O O O O O O O O O O O O O
[123] and
[76])


Blue Ocean
Strategy
O O
(Reference
[60])
Cause-
and-effect
diagram
O O
(Referenc-
es [82] and
[70])
Cluster
analysis
O O
(Reference
[37])
Component
(part)
FMEA (Ref- O
erences [2]
and [111])
a Stage-Gate™ is an example of a suitable product available commercially. This information is given for the convenience of users of this document and does not constitute an
endorsement by ISO of this product.

© ISO 2015 – All rights reserved

 Table A.1 (continued)
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and
related
6 7 8.1 8.2.1 8.2.5 8.2.7 8.2.10 10 11 13. 13. 13. 13. 13. 13. 13. 14 15 16 17 20 21 22 23

tools and
Type QFD Voice Iden­ Prior­ Voice Cus­ Prior­ Quan­ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu­ De­ Proto­ Build Pack­ Cus- Cus- Prod­

Methods
of team of tity itize of tom­er itize tify Qual­ Tech­ Cost Relia­ Func­ Parts Manu­ tion sign typing plan­ aging, tom- tom- uct

(see bibli­
QFD busi­ cus- cus- cus- needs cus- cus­ ity nol­ogy de­ploy­ bility tion de­ploy­ factur­ con­ opti­ test­ ning infor­ er er life

ography
pro­ ness tom- tom- tom- tom­er tom­er de­ploy­ de­ploy­ ment de­ploy­ de­ploy­ ment ing cept miza­ ing, mation, sup­ satis­ cycle

for refer-

© ISO 2015 – All rights reserved

ject ers ers er needs needs ment ment ment ment de­ploy­ engi- tion vali­ logis­ port fac­

ences)
ment neer- dation tics tion
ing
Conjoint
analysis
(Referenc- O O O
es [34] and
[86])
Continuous
QFD (A.25)
(Referenc- O O O O O
es [42] and


[41])
Control
standards
(Referenc- O O
es [2] and
[91])
Cross-func-
tional man-
agement
Swim-lane O O O
charts
(Reference
[82])
Customer
process
model (A.8)
O O
(Referenc-
es [9] and
[31])
a Stage-Gate™ is an example of a suitable product available commercially. This information is given for the convenience of users of this document and does not constitute an
endorsement by ISO of this product.
BS ISO 16355-1:2015
ISO 16355-1:2015(E)

27

 
Table A.1 (continued)

28
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and
related
6 7 8.1 8.2.1 8.2.5 8.2.7 8.2.10 10 11 13. 13. 13. 13. 13. 13. 13. 14 15 16 17 20 21 22 23

tools and
Type QFD Voice Iden­ Prior­ Voice Cus­ Prior­ Quan­ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu­ De­ Proto­ Build Pack­ Cus- Cus- Prod­

Methods
BS ISO 16355-1:2015

of team of tity itize of tom­er itize tify Qual­ Tech­ Cost Relia­ Func­ Parts Manu­ tion sign typing plan­ aging, tom- tom- uct

(see bibli­
QFD busi­ cus- cus- cus- needs cus- cus­ ity nol­ogy de­ploy­ bility tion de­ploy­ factur­ con­ opti­ test­ ning infor­ er er life

ography
ISO 16355-1:2015(E)

pro­ ness tom- tom- tom- tom­er tom­er de­ploy­ de­ploy­ ment de­ploy­ de­ploy­ ment ing cept miza­ ing, mation, sup­ satis­ cycle

for refer-
ject ers ers er needs needs ment ment ment ment de­ploy­ engi- tion vali­ logis­ port fac­

ences)
ment neer- dation tics tion
ing
Customer
satisfaction
surveys O O O O
(Reference
[53])
Customer
segments
table (A.6) O O
(Reference


[31])
Customer
support
and help
O O O O
systems
(Reference
[77])
Customer
voice table
(A.10) O O
(Reference
[38])
De Bono’s
lateral
thinking O O
(Reference
[18])
a Stage-Gate™ is an example of a suitable product available commercially. This information is given for the convenience of users of this document and does not constitute an
endorsement by ISO of this product.

© ISO 2015 – All rights reserved

 Table A.1 (continued)
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and
related
6 7 8.1 8.2.1 8.2.5 8.2.7 8.2.10 10 11 13. 13. 13. 13. 13. 13. 13. 14 15 16 17 20 21 22 23

tools and
Type QFD Voice Iden­ Prior­ Voice Cus­ Prior­ Quan­ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu­ De­ Proto­ Build Pack­ Cus- Cus- Prod­

Methods
of team of tity itize of tom­er itize tify Qual­ Tech­ Cost Relia­ Func­ Parts Manu­ tion sign typing plan­ aging, tom- tom- uct

(see bibli­
QFD busi­ cus- cus- cus- needs cus- cus­ ity nol­ogy de­ploy­ bility tion de­ploy­ factur­ con­ opti­ test­ ning infor­ er er life

ography
pro­ ness tom- tom- tom- tom­er tom­er de­ploy­ de­ploy­ ment de­ploy­ de­ploy­ ment ing cept miza­ ing, mation, sup­ satis­ cycle

for refer-

© ISO 2015 – All rights reserved

ject ers ers er needs needs ment ment ment ment de­ploy­ engi- tion vali­ logis­ port fac­

ences)
ment neer- dation tics tion
ing
Deploy-
ment flow
diagram
(A.22, A.23,
O O
A.24) (Ref-
erences [2],
[43], [123],
and [76])
Design


FMEA and
analogous
versions
for safety, O O O
security
(Referenc-
es [2], [82],
and [111])
Design
for lean
O O O O O
(Reference
[76])
Design for
Six Sigma
(Referenc-
O O O O O O O
es [46],
[16], [125],
[113])
Design
planning
table (A.17) O O O O
(Reference
[51])
a Stage-Gate™ is an example of a suitable product available commercially. This information is given for the convenience of users of this document and does not constitute an
BS ISO 16355-1:2015

endorsement by ISO of this product.

ISO 16355-1:2015(E)

29

 
Table A.1 (continued)

30
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and
related
6 7 8.1 8.2.1 8.2.5 8.2.7 8.2.10 10 11 13. 13. 13. 13. 13. 13. 13. 14 15 16 17 20 21 22 23

tools and
Type QFD Voice Iden­ Prior­ Voice Cus­ Prior­ Quan­ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu­ De­ Proto­ Build Pack­ Cus- Cus- Prod­

Methods
BS ISO 16355-1:2015

of team of tity itize of tom­er itize tify Qual­ Tech­ Cost Relia­ Func­ Parts Manu­ tion sign typing plan­ aging, tom- tom- uct

(see bibli­
QFD busi­ cus- cus- cus- needs cus- cus­ ity nol­ogy de­ploy­ bility tion de­ploy­ factur­ con­ opti­ test­ ning infor­ er er life

ography
ISO 16355-1:2015(E)

pro­ ness tom- tom- tom- tom­er tom­er de­ploy­ de­ploy­ ment de­ploy­ de­ploy­ ment ing cept miza­ ing, mation, sup­ satis­ cycle

for refer-
ject ers ers er needs needs ment ment ment ment de­ploy­ engi- tion vali­ logis­ port fac­

ences)
ment neer- dation tics tion
ing
Design for
X (DfX)
studies O O
(Reference
[63])
Design of
exper-
iments
O O O
(Referenc-


es [89] and
[93])
Design
review
O
(Reference
[2])
Design
thinking
O O O
(Reference
[104])
Evolution-
ary 7 (e-7)
QFD tools O O
(Reference
[83])
Ergonom-
ics and
human
O O O O O O
factors
(Reference
[59])
a Stage-Gate™ is an example of a suitable product available commercially. This information is given for the convenience of users of this document and does not constitute an
endorsement by ISO of this product.

© ISO 2015 – All rights reserved

 Table A.1 (continued)
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and
related
6 7 8.1 8.2.1 8.2.5 8.2.7 8.2.10 10 11 13. 13. 13. 13. 13. 13. 13. 14 15 16 17 20 21 22 23

tools and
Type QFD Voice Iden­ Prior­ Voice Cus­ Prior­ Quan­ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu­ De­ Proto­ Build Pack­ Cus- Cus- Prod­

Methods
of team of tity itize of tom­er itize tify Qual­ Tech­ Cost Relia­ Func­ Parts Manu­ tion sign typing plan­ aging, tom- tom- uct

(see bibli­
QFD busi­ cus- cus- cus- needs cus- cus­ ity nol­ogy de­ploy­ bility tion de­ploy­ factur­ con­ opti­ test­ ning infor­ er er life

ography
pro­ ness tom- tom- tom- tom­er tom­er de­ploy­ de­ploy­ ment de­ploy­ de­ploy­ ment ing cept miza­ ing, mation, sup­ satis­ cycle

for refer-

© ISO 2015 – All rights reserved

ject ers ers er needs needs ment ment ment ment de­ploy­ engi- tion vali­ logis­ port fac­

ences)
ment neer- dation tics tion
ing
Factor
analysis
O O
(Reference
[37])
Failure
mode and
effects
analysis O O O
(FMEA) (Ref-


erences [2]
and [111])
Failure
mode
effects and
diagnostic
O O O O
analysis
(FMEDA)
(Reference
[11])
Failure
mode,
effects and
criticality
O O
analysis
(FMECA)
(Reference
[106])
FAST
diagrams
O
(Reference
[107])
a Stage-Gate™ is an example of a suitable product available commercially. This information is given for the convenience of users of this document and does not constitute an
endorsement by ISO of this product.
BS ISO 16355-1:2015
ISO 16355-1:2015(E)

31

 
Table A.1 (continued)

32
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and
related
6 7 8.1 8.2.1 8.2.5 8.2.7 8.2.10 10 11 13. 13. 13. 13. 13. 13. 13. 14 15 16 17 20 21 22 23

tools and
Type QFD Voice Iden­ Prior­ Voice Cus­ Prior­ Quan­ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu­ De­ Proto­ Build Pack­ Cus- Cus- Prod­

Methods
BS ISO 16355-1:2015

of team of tity itize of tom­er itize tify Qual­ Tech­ Cost Relia­ Func­ Parts Manu­ tion sign typing plan­ aging, tom- tom- uct

(see bibli­
QFD busi­ cus- cus- cus- needs cus- cus­ ity nol­ogy de­ploy­ bility tion de­ploy­ factur­ con­ opti­ test­ ning infor­ er er life

ography
ISO 16355-1:2015(E)

pro­ ness tom- tom- tom- tom­er tom­er de­ploy­ de­ploy­ ment de­ploy­ de­ploy­ ment ing cept miza­ ing, mation, sup­ satis­ cycle

for refer-
ject ers ers er needs needs ment ment ment ment de­ploy­ engi- tion vali­ logis­ port fac­

ences)
ment neer- dation tics tion
ing
Fault tree
analysis
O O O
(Reference
[2])
Flexible
manu-
facturing O O
(Reference
[121])


Focus
groups
O O O O
(Reference
[23])
Function
analysis
(Refer-
O
ences [2],
[107], and
[108])
Function
tree (Refer- O
ence [70])
Functional
require-
ments
correlation
matrix,
O O O
“roof” of
the House
of Quality
(Reference
[14])
a Stage-Gate™ is an example of a suitable product available commercially. This information is given for the convenience of users of this document and does not constitute an

© ISO 2015 – All rights reserved

endorsement by ISO of this product.
 Table A.1 (continued)
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and
related
6 7 8.1 8.2.1 8.2.5 8.2.7 8.2.10 10 11 13. 13. 13. 13. 13. 13. 13. 14 15 16 17 20 21 22 23

tools and
Type QFD Voice Iden­ Prior­ Voice Cus­ Prior­ Quan­ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu­ De­ Proto­ Build Pack­ Cus- Cus- Prod­

Methods
of team of tity itize of tom­er itize tify Qual­ Tech­ Cost Relia­ Func­ Parts Manu­ tion sign typing plan­ aging, tom- tom- uct

(see bibli­
QFD busi­ cus- cus- cus- needs cus- cus­ ity nol­ogy de­ploy­ bility tion de­ploy­ factur­ con­ opti­ test­ ning infor­ er er life

ography
pro­ ness tom- tom- tom- tom­er tom­er de­ploy­ de­ploy­ ment de­ploy­ de­ploy­ ment ing cept miza­ ing, mation, sup­ satis­ cycle

for refer-

© ISO 2015 – All rights reserved

ject ers ers er needs needs ment ment ment ment de­ploy­ engi- tion vali­ logis­ port fac­

ences)
ment neer- dation tics tion
ing
Fuzzy AHP
(Reference O
[65])
Fuzzy ANP
(Reference O
[52])
Gemba visit
checklist
O O
(Reference


[79])
Gemba visit
table (A.9)
O
(Reference
[45])
Heterarchy
diagram
O O
(Reference
[27])
Hierarchy
diagram
(A.12) (Ref-
O O
erences
[75], [84],
and [81])
Hoshin
kanri (pol-
icy man-
agement) O O O
(Referenc-
es [3], [62],
and [117])
a Stage-Gate™ is an example of a suitable product available commercially. This information is given for the convenience of users of this document and does not constitute an
BS ISO 16355-1:2015
ISO 16355-1:2015(E)

33


endorsement by ISO of this product.

 
Table A.1 (continued)

34
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and
related
6 7 8.1 8.2.1 8.2.5 8.2.7 8.2.10 10 11 13. 13. 13. 13. 13. 13. 13. 14 15 16 17 20 21 22 23

tools and
Type QFD Voice Iden­ Prior­ Voice Cus­ Prior­ Quan­ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu­ De­ Proto­ Build Pack­ Cus- Cus- Prod­

Methods
BS ISO 16355-1:2015

of team of tity itize of tom­er itize tify Qual­ Tech­ Cost Relia­ Func­ Parts Manu­ tion sign typing plan­ aging, tom- tom- uct

(see bibli­
QFD busi­ cus- cus- cus- needs cus- cus­ ity nol­ogy de­ploy­ bility tion de­ploy­ factur­ con­ opti­ test­ ning infor­ er er life

ography
ISO 16355-1:2015(E)

pro­ ness tom- tom- tom- tom­er tom­er de­ploy­ de­ploy­ ment de­ploy­ de­ploy­ ment ing cept miza­ ing, mation, sup­ satis­ cycle

for refer-
ject ers ers er needs needs ment ment ment ment de­ploy­ engi- tion vali­ logis­ port fac­

ences)
ment neer- dation tics tion
ing
House of
Quality
and other
L-matrices
(A.16)
O O O O O O
(Referenc-
es [61], [2],
[70], [84],
[75], and
[81])


Inspection
standards
O
(Reference
[2])
Interviews
(Referenc-
O O O
es [87] and
[96])
Kaizen
(Reference O
[49])
(New)
Kano model
(Referenc- O O O O O
es [54] and
[97])
a Stage-Gate™ is an example of a suitable product available commercially. This information is given for the convenience of users of this document and does not constitute an
endorsement by ISO of this product.

© ISO 2015 – All rights reserved

 Table A.1 (continued)
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and
related
6 7 8.1 8.2.1 8.2.5 8.2.7 8.2.10 10 11 13. 13. 13. 13. 13. 13. 13. 14 15 16 17 20 21 22 23

tools and
Type QFD Voice Iden­ Prior­ Voice Cus­ Prior­ Quan­ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu­ De­ Proto­ Build Pack­ Cus- Cus- Prod­

Methods
of team of tity itize of tom­er itize tify Qual­ Tech­ Cost Relia­ Func­ Parts Manu­ tion sign typing plan­ aging, tom- tom- uct

(see bibli­
QFD busi­ cus- cus- cus- needs cus- cus­ ity nol­ogy de­ploy­ bility tion de­ploy­ factur­ con­ opti­ test­ ning infor­ er er life

ography
pro­ ness tom- tom- tom- tom­er tom­er de­ploy­ de­ploy­ ment de­ploy­ de­ploy­ ment ing cept miza­ ing, mation, sup­ satis­ cycle

for refer-

© ISO 2015 – All rights reserved

ject ers ers er needs needs ment ment ment ment de­ploy­ engi- tion vali­ logis­ port fac­

ences)
ment neer- dation tics tion
ing
Kansei
engineer-
ing for
emotional
quality O O O O
(A.19)
(Referenc-
es [32] and
[116])


Key needs
analysis
O
(Reference
[38])
Knowledge
man-
agement O
(Reference
[4])
Kotler’s
market
portfolio
O
planning
(Reference
[64])
Lead user
analysis
O
(Reference
[110])
Lean man-
ufacturing
O
(Reference
[17])
a Stage-Gate™ is an example of a suitable product available commercially. This information is given for the convenience of users of this document and does not constitute an
BS ISO 16355-1:2015
ISO 16355-1:2015(E)

35


endorsement by ISO of this product.

 
Table A.1 (continued)

36
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and
related
6 7 8.1 8.2.1 8.2.5 8.2.7 8.2.10 10 11 13. 13. 13. 13. 13. 13. 13. 14 15 16 17 20 21 22 23

tools and
Type QFD Voice Iden­ Prior­ Voice Cus­ Prior­ Quan­ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu­ De­ Proto­ Build Pack­ Cus- Cus- Prod­

Methods
BS ISO 16355-1:2015

of team of tity itize of tom­er itize tify Qual­ Tech­ Cost Relia­ Func­ Parts Manu­ tion sign typing plan­ aging, tom- tom- uct

(see bibli­
QFD busi­ cus- cus- cus- needs cus- cus­ ity nol­ogy de­ploy­ bility tion de­ploy­ factur­ con­ opti­ test­ ning infor­ er er life

ography
ISO 16355-1:2015(E)

pro­ ness tom- tom- tom- tom­er tom­er de­ploy­ de­ploy­ ment de­ploy­ de­ploy­ ment ing cept miza­ ing, mation, sup­ satis­ cycle

for refer-
ject ers ers er needs needs ment ment ment ment de­ploy­ engi- tion vali­ logis­ port fac­

ences)
ment neer- dation tics tion
ing
Lifetime
estimation
O O
(Reference
[66])
L-matrices
(Referenc-
O O O
es [81] and
[84])
Make/buy


analysis
O O
(Reference
[25])
Market seg-
mentation
(Referenc-
O O O O O O O
es [64],
[115], and
[97])
Maximum
value table
for critical
needs
O
(A.15) (Ref-
erences
[123], [38],
and [31])
Mind maps
(Reference O
[69])
a Stage-Gate™ is an example of a suitable product available commercially. This information is given for the convenience of users of this document and does not constitute an
endorsement by ISO of this product.

© ISO 2015 – All rights reserved

 Table A.1 (continued)
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and
related
6 7 8.1 8.2.1 8.2.5 8.2.7 8.2.10 10 11 13. 13. 13. 13. 13. 13. 13. 14 15 16 17 20 21 22 23

tools and
Type QFD Voice Iden­ Prior­ Voice Cus­ Prior­ Quan­ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu­ De­ Proto­ Build Pack­ Cus- Cus- Prod­

Methods
of team of tity itize of tom­er itize tify Qual­ Tech­ Cost Relia­ Func­ Parts Manu­ tion sign typing plan­ aging, tom- tom- uct

(see bibli­
QFD busi­ cus- cus- cus- needs cus- cus­ ity nol­ogy de­ploy­ bility tion de­ploy­ factur­ con­ opti­ test­ ning infor­ er er life

ography
pro­ ness tom- tom- tom- tom­er tom­er de­ploy­ de­ploy­ ment de­ploy­ de­ploy­ ment ing cept miza­ ing, mation, sup­ satis­ cycle

for refer-

© ISO 2015 – All rights reserved

ject ers ers er needs needs ment ment ment ment de­ploy­ engi- tion vali­ logis­ port fac­

ences)
ment neer- dation tics tion
ing
Monte
Carlo
simulations O O
(Reference
[58])
Multiple
response
surface op-
O
timization


(Reference
[80])
Networks
(Reference O
[57])
New
Lanchester
strategy for
sales and
O O
marketing
(Referenc-
es [120]
and [105])
Parameter
design
for robust
products O
(Reference
[13] and
[50])
a Stage-Gate™ is an example of a suitable product available commercially. This information is given for the convenience of users of this document and does not constitute an
endorsement by ISO of this product.
BS ISO 16355-1:2015
ISO 16355-1:2015(E)

37

 
Table A.1 (continued)

38
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and
related
6 7 8.1 8.2.1 8.2.5 8.2.7 8.2.10 10 11 13. 13. 13. 13. 13. 13. 13. 14 15 16 17 20 21 22 23

tools and
Type QFD Voice Iden­ Prior­ Voice Cus­ Prior­ Quan­ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu­ De­ Proto­ Build Pack­ Cus- Cus- Prod­

Methods
BS ISO 16355-1:2015

of team of tity itize of tom­er itize tify Qual­ Tech­ Cost Relia­ Func­ Parts Manu­ tion sign typing plan­ aging, tom- tom- uct

(see bibli­
QFD busi­ cus- cus- cus- needs cus- cus­ ity nol­ogy de­ploy­ bility tion de­ploy­ factur­ con­ opti­ test­ ning infor­ er er life

ography
ISO 16355-1:2015(E)

pro­ ness tom- tom- tom- tom­er tom­er de­ploy­ de­ploy­ ment de­ploy­ de­ploy­ ment ing cept miza­ ing, mation, sup­ satis­ cycle

for refer-
ject ers ers er needs needs ment ment ment ment de­ploy­ engi- tion vali­ logis­ port fac­

ences)
ment neer- dation tics tion
ing
Parameter
optimiza-
tion (Ref- O O
erence [13]
and [50])
Paramet-
ric cost
estimation O
(Reference


[19])
Poka-yoke
(Reference O
[109])
Porter
five force
analysis O O
(Reference
[40])
Process
Beginning/
End table
O O
(A.5)
(Reference
[12])
Process
capability
studies for
inter-
O
nal and
suppliers
(Reference
[20])

© ISO 2015 – All rights reserved

a Stage-Gate™ is an example of a suitable product available commercially. This information is given for the convenience of users of this document and does not constitute an
endorsement by ISO of this product.
 Table A.1 (continued)
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and
related
6 7 8.1 8.2.1 8.2.5 8.2.7 8.2.10 10 11 13. 13. 13. 13. 13. 13. 13. 14 15 16 17 20 21 22 23

tools and
Type QFD Voice Iden­ Prior­ Voice Cus­ Prior­ Quan­ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu­ De­ Proto­ Build Pack­ Cus- Cus- Prod­

Methods
of team of tity itize of tom­er itize tify Qual­ Tech­ Cost Relia­ Func­ Parts Manu­ tion sign typing plan­ aging, tom- tom- uct

(see bibli­
QFD busi­ cus- cus- cus- needs cus- cus­ ity nol­ogy de­ploy­ bility tion de­ploy­ factur­ con­ opti­ test­ ning infor­ er er life

ography
pro­ ness tom- tom- tom- tom­er tom­er de­ploy­ de­ploy­ ment de­ploy­ de­ploy­ ment ing cept miza­ ing, mation, sup­ satis­ cycle

for refer-

© ISO 2015 – All rights reserved

ject ers ers er needs needs ment ment ment ment de­ploy­ engi- tion vali­ logis­ port fac­

ences)
ment neer- dation tics tion
ing
Process
decision
program
chart
O
(PDPC)
(Referenc-
es [81] and
[84])
Process


FMEA (Ref-
O O O O
erences [2]
and [111])
Process im-
provement
(Referenc-
O
es [122],
[29], and
[48])
Production
control
plans (Ref- O
erences [2]
and [29])
Production
part ap-
proval plan
O
(PPAP)
(Reference
[6])
a Stage-Gate™ is an example of a suitable product available commercially. This information is given for the convenience of users of this document and does not constitute an
endorsement by ISO of this product.
BS ISO 16355-1:2015
ISO 16355-1:2015(E)

39

 
Table A.1 (continued)

40
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and
related
6 7 8.1 8.2.1 8.2.5 8.2.7 8.2.10 10 11 13. 13. 13. 13. 13. 13. 13. 14 15 16 17 20 21 22 23

tools and
Type QFD Voice Iden­ Prior­ Voice Cus­ Prior­ Quan­ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu­ De­ Proto­ Build Pack­ Cus- Cus- Prod­

Methods
BS ISO 16355-1:2015

of team of tity itize of tom­er itize tify Qual­ Tech­ Cost Relia­ Func­ Parts Manu­ tion sign typing plan­ aging, tom- tom- uct

(see bibli­
QFD busi­ cus- cus- cus- needs cus- cus­ ity nol­ogy de­ploy­ bility tion de­ploy­ factur­ con­ opti­ test­ ning infor­ er er life

ography
ISO 16355-1:2015(E)

pro­ ness tom- tom- tom- tom­er tom­er de­ploy­ de­ploy­ ment de­ploy­ de­ploy­ ment ing cept miza­ ing, mation, sup­ satis­ cycle

for refer-
ject ers ers er needs needs ment ment ment ment de­ploy­ engi- tion vali­ logis­ port fac­

ences)
ment neer- dation tics tion
ing
Project
goals
table (A.2) O
(Reference
[51])
Project
goals/
customer
segments
O O O


matrix
(A.7)
(Reference
[96])
(Super)
Pugh
concept
selection
with AHP O O
(A.18) (Ref-
erences
[92], [126],
and [61])
Quality
control
process
charts O O
(Referenc-
es [2] and
[82])
a Stage-Gate™ is an example of a suitable product available commercially. This information is given for the convenience of users of this document and does not constitute an
endorsement by ISO of this product.

© ISO 2015 – All rights reserved

 Table A.1 (continued)
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and
related
6 7 8.1 8.2.1 8.2.5 8.2.7 8.2.10 10 11 13. 13. 13. 13. 13. 13. 13. 14 15 16 17 20 21 22 23

tools and
Type QFD Voice Iden­ Prior­ Voice Cus­ Prior­ Quan­ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu­ De­ Proto­ Build Pack­ Cus- Cus- Prod­

Methods
of team of tity itize of tom­er itize tify Qual­ Tech­ Cost Relia­ Func­ Parts Manu­ tion sign typing plan­ aging, tom- tom- uct

(see bibli­
QFD busi­ cus- cus- cus- needs cus- cus­ ity nol­ogy de­ploy­ bility tion de­ploy­ factur­ con­ opti­ test­ ning infor­ er er life

ography
pro­ ness tom- tom- tom- tom­er tom­er de­ploy­ de­ploy­ ment de­ploy­ de­ploy­ ment ing cept miza­ ing, mation, sup­ satis­ cycle

for refer-

© ISO 2015 – All rights reserved

ject ers ers er needs needs ment ment ment ment de­ploy­ engi- tion vali­ logis­ port fac­

ences)
ment neer- dation tics tion
ing
Quality
planning
table (A.14)
O
(Referenc-
es [2] and
[51])
Question-
naires
(Referenc- O O O O O O O


es [35] and
[77])
Reliability
deployment
(Referenc- O O
es [61] and
[2])
Reverse
QFD (A.20)
(Referenc-
O O
es [44],
[53], and
[78])
Risk
analysis
(Referenc- O O O O O
es [24] and
[55])
Risk
assessment
O O O O O
(Reference
[16])
a Stage-Gate™ is an example of a suitable product available commercially. This information is given for the convenience of users of this document and does not constitute an
endorsement by ISO of this product.
BS ISO 16355-1:2015
ISO 16355-1:2015(E)

41

 
Table A.1 (continued)

42
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and
related
6 7 8.1 8.2.1 8.2.5 8.2.7 8.2.10 10 11 13. 13. 13. 13. 13. 13. 13. 14 15 16 17 20 21 22 23

tools and
Type QFD Voice Iden­ Prior­ Voice Cus­ Prior­ Quan­ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu­ De­ Proto­ Build Pack­ Cus- Cus- Prod­

Methods
BS ISO 16355-1:2015

of team of tity itize of tom­er itize tify Qual­ Tech­ Cost Relia­ Func­ Parts Manu­ tion sign typing plan­ aging, tom- tom- uct

(see bibli­
QFD busi­ cus- cus- cus- needs cus- cus­ ity nol­ogy de­ploy­ bility tion de­ploy­ factur­ con­ opti­ test­ ning infor­ er er life

ography
ISO 16355-1:2015(E)

pro­ ness tom- tom- tom- tom­er tom­er de­ploy­ de­ploy­ ment de­ploy­ de­ploy­ ment ing cept miza­ ing, mation, sup­ satis­ cycle

for refer-
ject ers ers er needs needs ment ment ment ment de­ploy­ engi- tion vali­ logis­ port fac­

ences)
ment neer- dation tics tion
ing
Sales call
reports
(Referenc- O O O
es [68] and
[82])
Scope
boundary
analysis
O O
(A.4)


(Reference
[112])
Sensitivity
analysis
O O
(Reference
[16])
Six Sigma
and DMAIC
(Referenc- O O
es [8] and
[96])
Social
media
O O
(Reference
[77])
Stage-
Gate™a)
(Referenc- O O
es [74] and
[15])
a Stage-Gate™ is an example of a suitable product available commercially. This information is given for the convenience of users of this document and does not constitute an
endorsement by ISO of this product.

© ISO 2015 – All rights reserved

 Table A.1 (continued)
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and
related
6 7 8.1 8.2.1 8.2.5 8.2.7 8.2.10 10 11 13. 13. 13. 13. 13. 13. 13. 14 15 16 17 20 21 22 23

tools and
Type QFD Voice Iden­ Prior­ Voice Cus­ Prior­ Quan­ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu­ De­ Proto­ Build Pack­ Cus- Cus- Prod­

Methods
of team of tity itize of tom­er itize tify Qual­ Tech­ Cost Relia­ Func­ Parts Manu­ tion sign typing plan­ aging, tom- tom- uct

(see bibli­
QFD busi­ cus- cus- cus- needs cus- cus­ ity nol­ogy de­ploy­ bility tion de­ploy­ factur­ con­ opti­ test­ ning infor­ er er life

ography
pro­ ness tom- tom- tom- tom­er tom­er de­ploy­ de­ploy­ ment de­ploy­ de­ploy­ ment ing cept miza­ ing, mation, sup­ satis­ cycle

for refer-

© ISO 2015 – All rights reserved

ject ers ers er needs needs ment ment ment ment de­ploy­ engi- tion vali­ logis­ port fac­

ences)
ment neer- dation tics tion
ing
Stakehold-
er analysis
(Referenc- O O
es [90] and
[112])
Statistical
process
control
O O O O O
(Referenc-


es [1] and
[118])
Supply
chain man-
agement O O O O O O
(Reference
[33])
Systems
engineer-
ing (Refer- O
ences [71]
and [30])
Taguchi
methods
(Referenc- O O O
es [89] and
[93])
Task
deploy-
ment table
O
(Referenc-
es [67] and
[72])
a Stage-Gate™ is an example of a suitable product available commercially. This information is given for the convenience of users of this document and does not constitute an
BS ISO 16355-1:2015
ISO 16355-1:2015(E)

43


endorsement by ISO of this product.

 
Table A.1 (continued)

44
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and
related
6 7 8.1 8.2.1 8.2.5 8.2.7 8.2.10 10 11 13. 13. 13. 13. 13. 13. 13. 14 15 16 17 20 21 22 23

tools and
Type QFD Voice Iden­ Prior­ Voice Cus­ Prior­ Quan­ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu­ De­ Proto­ Build Pack­ Cus- Cus- Prod­

Methods
BS ISO 16355-1:2015

of team of tity itize of tom­er itize tify Qual­ Tech­ Cost Relia­ Func­ Parts Manu­ tion sign typing plan­ aging, tom- tom- uct

(see bibli­
QFD busi­ cus- cus- cus- needs cus- cus­ ity nol­ogy de­ploy­ bility tion de­ploy­ factur­ con­ opti­ test­ ning infor­ er er life

ography
ISO 16355-1:2015(E)

pro­ ness tom- tom- tom- tom­er tom­er de­ploy­ de­ploy­ ment de­ploy­ de­ploy­ ment ing cept miza­ ing, mation, sup­ satis­ cycle

for refer-
ject ers ers er needs needs ment ment ment ment de­ploy­ engi- tion vali­ logis­ port fac­

ences)
ment neer- dation tics tion
ing
Technical
visits and
mainte-
nance
O O
Records
(Referenc-
es [36] and
[26])
Test de-


ployment
(Referenc- O
es [24] and
[119])
Theory of
constraints
(Referenc- O
es [124]
and [94])
Tolerance
design
O O O
(Reference
[8])
TRIZ (Ref-
erences
O O O
[14] and
[114])
Usability
studies
O O
(Reference
[85])
a Stage-Gate™ is an example of a suitable product available commercially. This information is given for the convenience of users of this document and does not constitute an
endorsement by ISO of this product.

© ISO 2015 – All rights reserved

 Table A.1 (continued)
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and
related
6 7 8.1 8.2.1 8.2.5 8.2.7 8.2.10 10 11 13. 13. 13. 13. 13. 13. 13. 14 15 16 17 20 21 22 23

tools and
Type QFD Voice Iden­ Prior­ Voice Cus­ Prior­ Quan­ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu­ De­ Proto­ Build Pack­ Cus- Cus- Prod­

Methods
of team of tity itize of tom­er itize tify Qual­ Tech­ Cost Relia­ Func­ Parts Manu­ tion sign typing plan­ aging, tom- tom- uct

(see bibli­
QFD busi­ cus- cus- cus- needs cus- cus­ ity nol­ogy de­ploy­ bility tion de­ploy­ factur­ con­ opti­ test­ ning infor­ er er life

ography
pro­ ness tom- tom- tom- tom­er tom­er de­ploy­ de­ploy­ ment de­ploy­ de­ploy­ ment ing cept miza­ ing, mation, sup­ satis­ cycle

for refer-

© ISO 2015 – All rights reserved

ject ers ers er needs needs ment ment ment ment de­ploy­ engi- tion vali­ logis­ port fac­

ences)
ment neer- dation tics tion
ing
User
personae
O O
(Reference
[104])
Value
analysis
(Referenc-
O
es [2],[82],
[107], and


[21])
Value chain
mapping
O O O
(Reference
[99])
Value en-
gineering
(Referenc-
O O
es [2], [82],
[107], and
[21])
Value
stream
mapping
for lean
O
processes
(Referenc-
es [98] and
[31])
V-Model
of systems
engineer- O
ing (Refer-
ence [28])
BS ISO 16355-1:2015
ISO 16355-1:2015(E)

45


a Stage-Gate™ is an example of a suitable product available commercially. This information is given for the convenience of users of this document and does not constitute an
endorsement by ISO of this product.
 
Table A.1 (continued)

46
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and
related
6 7 8.1 8.2.1 8.2.5 8.2.7 8.2.10 10 11 13. 13. 13. 13. 13. 13. 13. 14 15 16 17 20 21 22 23

tools and
Type QFD Voice Iden­ Prior­ Voice Cus­ Prior­ Quan­ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu­ De­ Proto­ Build Pack­ Cus- Cus- Prod­

Methods
BS ISO 16355-1:2015

of team of tity itize of tom­er itize tify Qual­ Tech­ Cost Relia­ Func­ Parts Manu­ tion sign typing plan­ aging, tom- tom- uct

(see bibli­
QFD busi­ cus- cus- cus- needs cus- cus­ ity nol­ogy de­ploy­ bility tion de­ploy­ factur­ con­ opti­ test­ ning infor­ er er life

ography
ISO 16355-1:2015(E)

pro­ ness tom- tom- tom- tom­er tom­er de­ploy­ de­ploy­ ment de­ploy­ de­ploy­ ment ing cept miza­ ing, mation, sup­ satis­ cycle

for refer-
ject ers ers er needs needs ment ment ment ment de­ploy­ engi- tion vali­ logis­ port fac­

ences)
ment neer- dation tics tion
ing
Warranty
returns,
complaints O O O O
(Reference
[83])
World class
manu-
facturing O
(Reference


[10])
a Stage-Gate™ is an example of a suitable product available commercially. This information is given for the convenience of users of this document and does not constitute an
endorsement by ISO of this product.

© ISO 2015 – All rights reserved

 BS ISO 16355-1:2015
ISO 16355-1:2015(E)


A.2 Project goals table

Table A.2 — Project goals table

Goal statement Description

Flexible design Capable of being used on a variety of vehicle platforms/Low design risk.
Low BOM price Cost reduced from current sensor. Cost not to be passed on to other areas of the
system.
Technology leadership Low error performance.
Low customer risk No loss in performance due to component variation or all-out failure, “adequate
redundancy”. No “Surprises” at SOP/Launch.

The project goals table helps the QFD team establish consensus about the project deliverables to the
business. See Table A.2 and Reference [51].
EXAMPLE In the example, the first goal is flexible design and the benefit to the business is that it can be used
on multiple vehicle platforms and lowers the design risk. This is done by the QFD team in conjunction with the
project owner, typically a product manager. Often, these goal statements can be found in the project charter or
similar document.

A.3 Project goals prioritization with AHP

Table A.3 — Project goals prioritization with AHP

  CS AS LL PI WR Raw % of
  score total
Customer satisfaction (CS) 1 5 10 5 10 31,0 40,5 %
Associate satisfaction (AS) 0,2 1 5 5 10 21,2 27,7 %
Landlord satisfaction (LL) 0,1 0,2 1 0,2 5 6,5 8,5 %
Profit improvement (PI) 0,2 0,2 5 1 10 16,4 21,4 %
Win and retain contracts (WR) 0,1 0,1 0,2 0,1 1 1,5 2,0 %
 
Totals 1,60 6,50 21,20 11,30 36,00 76,60 100,0 %

See Table A.3 and Reference [67]. When there are many project goals or when there is no consensus on
which are driving the project, the goals may be prioritized using the analytic hierarchy process (AHP).
AHP presents each goal in a pairwise comparison, the row compared to the column, by asking the
evaluators (team and product manager), which is more important and by how much, based on a verbal
scale. The verbal scale is
— extremely more important, represented by a 9 or 10,
— very important, represented by a 7,
— strongly more important, represented by a 5,
— moderately more important, represented by a 3, and
— equally important, represented by a 1.

© ISO 2015 – All rights reserved  47

BS ISO 16355-1:2015
ISO 16355-1:2015(E)


When the row is more important, the integer is entered into the cell. When the column is more
important, the fraction is entered.
EXAMPLE In this example for airport breakfast service, the upper left cell compares customer satisfaction
(CS) to itself so a 1 is entered, meaning, they are equally important. The diagonal of the AHP decision matrix will
always be 1s. The next cell to the right compares customer satisfaction (CS) to associate satisfaction (AS) and
the QFD team has agreed that CS is strongly more important than AS, so they enter the integer 5. In the cell to
the lower left, we see the same pair CS vs AS but now, CS is in the column, so the reciprocal 0,2 is entered in that
cell. Generally, the cells to the lower left are reciprocals of the cells in the upper right, so they do not need to be
queried twice. Thus, only the upper right pairs are queried. When there are four items, as in this example, that
means only six pairs are queried.

Next, the scores are summed for each column and normalized (not shown). The normalized values are
summed across and normalized again (called raw score in the example) and averaged to produce the %
of total. The results are relative priorities of the project goals.

A.4 Scope boundary analysis

Out Of Scope
Security Compliance Testing -
Existing Systems

Dependency On Project
New Business Intelligence Analytics Global Services 'Multi National' Sales
Programme (IoC Feb 2010) Campaign (Q2 2010)

In/Out of Scope

In-Scope
PG - Increased Return on Cost of PG - Improved Customer
Sales Experience of Brand
CRM Actively Supports More Previous dealings with all Lines
Information Cleansing Pro‰itable Sales Campaigns of Business made available. Business Change & Transformation Plans
Eliminate complaints for Generation of Training Needs Creation of Business Case &
Integration Information irrelevant Sales Material Analysis for Phase 1 Business Bene‰its Pack for each LOB
Dual Operation of Systems During Creation & Delivery of Training Creation Bus. Change & Comms.
Transition Integration Processes & Information Pack for New Systems Plan/ LOB
Establish Standard CRM Processes Delivery of Train the Trainer Address National Business
across LoBs Regression Testing programme for New Systems Standards/ Cultural Factors
Rationalisation of CRM Information
across multi- LOB estate Pilot Study

In/Out of Scope
Dependency For The Project
Management of Integrated Customer Upgrade to customer quote & order
Data Set system (June 2009 IOC)

Figure A.1 — Scope boundary analysis

See Figure A.1 and Reference [112]. The QFD team and product manager can clearly define the scope
of the project in order to prevent scope creep (expansion of the scope) or scope drift (changing
project goals). The scope boundaries can be displayed as what is in-scope, out-of-scope, not sure. Also,
dependencies can indicate related concerns or tasks.
EXAMPLE In the example for customer management software, goals such as improved customer experience
with brand in scope, while information cleansing, is out-of-scope.

48  © ISO 2015 – All rights reserved

 BS ISO 16355-1:2015
ISO 16355-1:2015(E)


A.5 Process beginning/end table

Table A.4 — Process beginning/end table

Customers and Special re-

Begin Process End stakeholders quirements
Enter individual department reception Consistently Discharged Patients and fami- None
make patients from depart- ly of lab, oncology,
feel like indi- ment at door and DI
viduals

See Table A.4 and Reference [12]. Another tool for reaching consensus on project limits for service and
process QFDs is this process beginning and end table.
EXAMPLE In this example, the hospital clinic will begin their investigation from the point where a patient
enters the clinic until they are discharged out the clinic door. Additionally, other stakeholders interested in the
performance of the process are identified so that results are limited to their experiences.

A.6 Customer segments table

Table A.5 — Customer segments table

Customer Segment Who What mor- What is Where When Why How
uses bidity or process used
process condition for
Paediatric patient Pt and spinabifida improve CMH main daytime visiting develop new
family interaction campus ambulatory physicians do tools to better
between clinic not have suf- evaluate treat-
visiting phy- ficient time ment options
sicians to interact
Visiting physicians mild traumat- Share med- Improve com-
ic brain injury ical records munication be-
from urban tween physician
to rural facil- and patient
ity members
Nursing Staff and Ac- muscle and Improve com-
cess Representatives nerve munication
among provid-
ers

See Table A.5 and Reference [31]. The customer segments table is used to clarify which customers
and applications are most interesting for the QFD team to investigate first. Each customer segment is
detailed in terms of who is using the product, service, process, application, and other characteristics,
what is the product used for, where is it used, when is it used, why it is used, and how it is used (5W1H).
Additional columns may be added according to the project. The 5W1H may also be used to specify the
details of a customer visit to see certain activities or events.
EXAMPLE In this example of a paediatric clinic, the patient and family suffering from spinabifida are the
subject of a new software application to improve the interactions between all the medical specialists treating the
child for different maladies. These doctors come to the main medical campus at Children’s Mercy Hospital (CMH)
during the normal daytime clinic hours. The different doctors do not have sufficient time to confer about the
patient and various treatment options. This situation is a key target for the QFD team to improve.

© ISO 2015 – All rights reserved  49

BS ISO 16355-1:2015
ISO 16355-1:2015(E)


A.7 Project goals/Customer segments matrix

Table A.6 — Project goals/Customer segments matrix

Customer segments
Objectives Objective weights
1 2 3 4 5 6 7
Tech reuse 0,041  ○ ○  Δ  Δ
Quality 0,127 Δ ○  ○ ○ Δ 

Profit 0,131 Δ Δ  Δ  Δ 

Time 2 market 0,154  ○ ○  Δ  Δ

Brand 0,254 Δ ○ Δ ○ ○ Δ Δ
Market share 0,302 Δ ○ ○ ○  Δ 

 Segment weights % 9 8 16 13 21 9 24
Δ = weak relationship of 1; ○ = moderate relationship of 3;  = strong relationship of 9

See Table A.6 and Reference [96].When there are many customers to consider, it may be useful to
prioritize them in order to assure that the most important customers are visited first. The prioritized
project goals become the prioritization criteria and weights (called objectives in this example).
EXAMPLE In this mobile device example, seven customer segments are judged for their usefulness to
achieving the goals. These judgments are weighted and cross-tabulated with the objective weights to yield
segment weights. In this example, segments 5 and 7 are very useful to study in depth in order to achieve the most
important objective of market share with 0,302 % or 30,2 % of the project goals. That drives these segments to
be weighted at 21 % and 24 %, respectively. We could use these weights to allocate customer visit budgets (21 %
of budget to visit customers in segment 5 and 24 % of budget to visit customers in segment 7).

A.8 Annotated customer process model

Customer Work order Fetch material Set up 1 pre turning Drilling Set up 2 FM Gauging FE
process

Customer Operator decides Material (st 52-3v) is No particular Hard to get rid of Drilling is made Chips from turning Automatic and

concerns cutting data, getting more uneven problem when chips perpendicular to may jam in the grip manual gauging,
knowledge about in quality than before. making the †irst set- the axis and cause losening of automatic gauging
thread turning Chinese origin. Both up. workpiece leading to gets sometimes
limited, machine ductile and abrasive stop and damage to jammed by chips
settings used on the same time! piece and machine.

Figure A.2 — Annotated customer process model

See Figure A.2 and Reference [9]. The annotate customer model may be used to identify key steps or
tasks that the customer does in their work or life. Annotations may include customer statements about
likes and dislikes with each step, as well as areas to be investigated further.
EXAMPLE In this example of a machining process, process failure modes (FM) and failure effect (FE) have
also been noted. This helps the QFD team see how a failure mode can be prevented or the effect mitigated.

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A.9 Gemba visit table

Table A.7 — Gemba visit table

Interviewee:   John Doe   Interviewer(s):   Ted Hopwood
Contact info:   [email protected]   Date and Time: 30-Sep-03
  Place:   Historic Office - Bowling Green
 
Interviewee Characteristics (*memorable):
 
Environment:   Discussion of sub-division owner feedback from community meeting.
 
Process Observations Verbatims Documents Notes Clarified Items
Step           (with metrics)
Berms are 2’ Adequate sound barriers (reduce
road noise so it does not disturb
sleep)
Adequate visual separation from
road (cannot see into adjacent
    homes)
Old pine trees “Country” view from lawn and
will be relo- windows maintained (degree
cated of “surrounded by woods” un-
changed)
No unwanted views of activities
on Lover’s Lane (degree of “sur-
    rounded by woods” unchanged)
Sub-division Ease of entry into sub-division
entrances will (can identify where to turn in
be eliminated time)
Easy to identify sub-division
(sub-division name visible in
time to turn)
Exclusivity of sub-division main-
tained (design consistent with
    home architectures)

See Table A.7 and Reference [45]. More detail about customer process steps can be captured with
observation of the customer “at work” in their gemba. The top portion of the table captures some of the
details of the visit including when and where. Additional descriptions of environmental context may
be noted. In the lower half of the table, key process steps, observational and verbatim data, as well as
documents and team notes may be captured. The output of the table is to clarify and simplify complex
data into single issue statements and measurements. This will improve the accuracy of prioritization
later in the QFD because customers will be scoring discrete statements instead of compound statements.
EXAMPLE In this example on road construction, customer requests for two-foot berms are clarified as
adequate sound barrier and visual separation from the road.

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A.10  Customer voice table

characteristics commun-
problems customer needs functions reliability technology information
& capabilities ications
"Attract and
I can hire best new
retain key
college graduates
employees"
I can attract best
employees from
competitors
"Health
My employees Employees
Publish plans are
know exactly what do not feel
coverage easy to

Figure A.3 — Customer voice table

See Figure A.3 and Reference [38]. The voice of the customer or stakeholder may include product
requirements that should be translated into customer needs in order to explain why the customer
wants them. This is important to understanding the benefit to the customer, which is key to the
customer accepting the new product. It will also improve prioritization since the customer is more
knowledgeable about their needs than our product features and can more accurately assess what is
most important to them.
A customer need in QFD is the benefit to the customer of their problem solved, their opportunity
enabled, or their image enhanced, independent of the product.
EXAMPLE In this health insurance example, the voice of customer is health plans are easy to understand.
Understandability is a characteristic of the health plan and therefore a product requirement. In the analysis, the
QFD team determined that this was related to a failure mode of employees feeling cheated when their company
plan did not cover what they thought was covered according to the published documents that explained their
insurance coverage. This leads to the customer need that employees know exactly what they are entitled to. This
would also help the company hire the best new college graduates who were attracted to good health insurance.

A.11  Affinity diagram of customer needs

Figure A.4 — Affinity diagram of customer needs

See Figure A.4 and Reference [38]. When there are many customer needs, an affinity diagram may be
used to manage them. The affinity diagram allows customers to group their needs in a way that makes
sense to them. This helps find unspoken needs later in the hierarchy diagram that is used to analyse the
affinity diagram. The customer needs affinity diagram is built using the KJ™ method developed by the
Japanese anthropologist Kawakita Jiro (hence, the name KJ) following these steps:
a) write each customer need on a separate card;

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b) have customers silently group the cards where they make most sense;
c) label each group of cards with a description of their common theme.
EXAMPLE In this health insurance example, the customer is the company employer offering health insurance
plans to its employees. One group of customer needs such as “My employees appreciate the benefits I provide
them” and “Keep my employees and their families healthy” are grouped with the label “Employee Satisfaction”.

A.12  Hierarchy diagram of customer needs

Figure A.5 — Hierarchy diagram of customer needs

See Figure A.5 and Reference [75]. The customer needs hierarchy diagram is used to address any
structural issues with the customer needs affinity diagram. This is important for finding unspoken or
missing customer needs, as well as improving the accuracy and efficiency of the prioritization process.
a) Rotate the affinity diagram counterclockwise 90°. This makes the following steps easier.
b) Starting from the left (called the primary level), confirm that the customer needs labels have the
same level of abstraction.
c) Then determine if there are any missing needs at that level of abstraction that could be added.
d) Repeat at each level to the right for the secondary and tertiary levels.
EXAMPLE In the example from the QFD study to develop the ISO 16355 standard, there were three primary
items of subject matter expert, good communicator, and helps progress the documents. To the secondary items
under good communicator, responds to communications completely was added.

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A.13  Customer needs prioritization with analytic hierarchy process

Public is safe Property is

regardless of safe regardless Property is
natural or Public is safe of natural or safe from
man-made from attack on man-made attack on
Public safety disasters. reactors. disasters. reactors. normalized columns sum row avg
Public is safe regardless of natural or
1 5 5 7 0,648 0,765 0,536 0,438 2,387 0,597
man-made disasters.
Public is safe from attack on reactors. 1/5 1 3 5 0,130 0,153 0,321 0,313 0,917 0,229
Property is safe regardless of natural
1/5 1/3 1 3 0,130 0,051 0,107 0,188 0,475 0,119
or man-made disasters.
Property is safe from attack on reactors. 1/7 1/5 1/3 1 0,093 0,031 0,036 0,063 0,221 0,055
Totals 1,543 6,533 9,333 16,000 1,000 1,000 1,000 1,000 4,000 1,000

Figure A.6 — Customer needs prioritization with analytic hierarchy process

See Figure A.6 and Reference [117]. QFD asks the question “Are all customer needs equally important
or are some more important than others?” If we just hand the customer a list of needs, they are likely
to dismiss the question with “They are all important.” This is not helpful to a product realization
team that shall focus its limited resources. Classical QFD uses a five-point ordinal scale similar to a
Likert scale so that customers can rate their needs. Ordinal scales do not have defined intervals and
contain sufficient information only for modal counts or median calculation. Without defined intervals,
other QFD mathematical operations such as addition, multiplication, division, and averaging have no
meaning. Ratio scale priorities do permit these operations. Modern QFD uses the analytic hierarchy
process (AHP) to derive ratio scale priorities by having customers choose between pairs of needs and
determine which of the pairs is more important and by how much. Customers are encouraged to rate
using a verbal scale (equally important, moderately more important, strongly more important, very
strongly more important, and extremely more important) which then substitutes numbers (1, 3, 5, 7,
9, respectively) in a decision matrix. The eigenvector of the decision matrix closely approximates the
relative priorities of the customer needs. AHP can also report when judgment inconsistency (a > b, b > c,
c > a) is greater than the 10 % acceptable level. Responses from multiple customers can be averaged
using the geometric mean, which is then entered into cells of the decision matrix. AHP can be applied to
the customer needs hierarchy.
EXAMPLE In the example for corporate governance of a power utility, public is safe regardless of natural
or man-made disasters is determined by the customer to be very strongly more important than property is safe
from attack on reactors as indicated by the number 5 where the two needs intersect in the decision matrix. The
eigenvector is then calculated by taking the row average of the normalized columns. The results show that for
these four customer needs, public is safe regardless of natural or man-made disasters has a ratio scale relative
importance of 59,7 %. Values displayed in the table are rounded to three decimal places.

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A.14  Quality planning table (unweighted)

Customer evaluation
Customer evaluation
of current product

Positioning plan
Re-normalized

improvement
of Competitor

Competitive

Sales point
priority
Key Customer Needs Need Competitive Improvement Claim

24 hrs after 24 hrs after 4 hrs after

I want to know what ish is the
0,519 arrived at arrived at arrived at ++ major
freshest available port port port

3 days from 3 days from same day

I want to know what are
0,213 when ish when ish when ish + none
seasonal specialties appear appear appear

I know where the ish was see on

0,088 no no + none
caught map

resembles resembles see actual

Figure A.7 — Quality planning table (unweighted)

The quality planning table is used to capture customer perception of current and competitive product
alternatives, propose an improvement target, and select potential selling points for later promotion.
In classical QFD, these were scored with ordinal ratings but modern QFD can also accommodate more
detailed information. Other types of information may be added. Since the effort to acquire competitive
preferences may be great, it is recommended to begin with the highest priority customer needs. The
quality planning may be weighted to adjust the customer need priorities. Ordinal ratings do not have
defined intervals and so other QFD mathematical operations such as addition, multiplication, division,
and averaging have no meaning.
NOTE Sometimes called the right-side room of the House of Quality, this table can also be used alone.

EXAMPLE In this example from a smart phone project, “I want to know what fish is the freshest available”
had a high priority of 0,519. The current service and the competitive service can display this information after
24 h of arrival at port. The hoped-for level of service is planned at 4 h after arrival at port. This would give a
competitive improvement of ++ or much better than the current alternatives. The sales and marketing members
of the QFD team believe this could be a major selling point for the upgraded service.

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A.15  Maximum value table

Figure A.8 — Maximum value table

See Figure A.8 and Reference [38]. The maximum value table is a tool in modern QFD to quickly
transform high priority customer needs into product features and assure their quality throughout the
product realization process. The advantage of this table is that it can include inputs from every business
activity necessary to design, develop, produce, commercialize, support, and even retire a product. Its
efficiency is that it does this only for the highest priority customer needs as determined by the AHP.
That is why accurate prioritization is important.
NOTE The columns of the table can be customized for each project.

In this health insurance example, the highest priority customer need is “My employees appreciate the
benefits I provide to them.” To fulfil this need and assure that downstream service activities perform
sufficiently, the following shall take place:
a) the contract should show savings to employee of using insurance;
b) the provider network (doctors and hospitals) should show their Blue Cross network is superior to
care offered by competing provider networks;
c) to communicate this, the sales broker or representative should explain exactly how the claims
mechanism works;
d) the system should collect user feedback to assure it works as promised;
e) the system level design should report employee savings and comparisons to street (uninsured) fees.

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A.16  Customer needs/functional requirements matrix (House of Quality) and

other L-Matrices

Figure A.9 — Customer needs/functional requirements matrix (House of Quality) and other

L-Matrices

See Figure A.9 and Reference [75]. The customer needs/functional requirements matrix transforms the
customer needs into functional requirements and customer need weights into functional requirement
weights. The customer needs come from the hierarchy diagram and the weights from the AHP.
Functional requirements describe what the product shall be or do without describing how it is to be
done; they come from the members of the QFD team. Each need is then examined to determine if the
functional requirement has a relationship, and if so, how strong is that relationship. The relationship
strength can be expressed with icons or numbers.
NOTE 1 Modern QFD uses five or nine levels of relationships and ratio scale numbers. The priority of the
customer need is multiplied by the relationship strength 1 (0,069), 3 (0,135), 5 (0,267), 7 (0,518), 9 (1,00), cell by
cell and then summed column by column and normalized to calculate the functional requirement weight at the
bottom. Values displayed in the table are rounded to three decimal places.

NOTE 2 Evaluating all customer needs throughout the entire product development process may require
multiple L-matrices.

EXAMPLE In this example from the ISO 16355 development project, the customer need of standard helps my
products get certified can be met strong-to-very-strongly by defensibility of the standard.

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A.17  Design planning table

Functional

Visibility of options

# Topping varieties
# Product varieties

# Heating options
requirements

FR1 FR2 FR3 FR4

Customer Priority 29,7% 38,2% 22,8% 9,3%

10%
performance

current
information

2 3 0
evaluation
technical

display
competitor 5% menu 2 2 1
60% am
target 6 5 1
display
Relative to
Judgment Better Better Better Equal
Competition
Technical
Judgment None Minor Minor Major
Challenge
Technical
Judgment None Major Minor None
Advantage

Figure A.10 — Design planning table

The design planning table is used to capture technical performance of current and competitive
product alternatives, set an improvement target, and optionally determine the technical challenge
and advantage of achieving the target. Since the effort to benchmark competitive performance may
be great, it is recommended to begin with the highest priority functional requirements. The design
planning may be weighted to adjust the functional requirement priorities. Ordinal ratings do not have
defined intervals and so other QFD mathematical operations such as addition, multiplication, division,
and averaging have no meaning.
NOTE Sometimes called the basement of the House of Quality, this table can also be used alone.

EXAMPLE In the example for airport breakfast service, the number of product varieties (the highest
priority functional requirement) is only two items and the competitor offers only two as well. A target of six
items is determined by the QFD team to be sufficient to be better than the competition, has only minor technical
challenge, and offers a major technical advantage. A New Kano Model survey returns results that this would be a
desired level of quality.

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A.18  Super Pugh concept selection with AHP

TC1 Slender

TC3 Pump

TC4 Head
TC2 Solar
criteria % wt.

power output
15 8 9 12 Σ count or estimate
(>15 watts)
53,9% 34,1 18,2 20,5 27,3 Σ local priorities (%)
18,4 9,8 11,0 14,7 Σ global priorities (%)
100 90 230 110
weight (<70 grams) 28,2% 28,9 32,2 12,6 26,3
8,2 9,1 3,6 7,4
↓ ↓↓↓↓ ↓↓↓ ↓
risk of delay 9,3% 41,6 5,6 11,1 41,6
3,9 0,5 1,0 3,9

acceptance by market 8,6% 64,3 20,8 10,1 4,8

5,5 1,8 0,9 0,4

Figure A.11 — Super Pugh concept selection with AHP

Selecting or prioritizing alternatives is a common step in new product realization. One instance of this
is technology selection. The super Pugh method is a combination of Stuart Pugh’s concept selection
and AHP. Pugh originated his approach to help graduate students develop strong technical concepts
to improve competitiveness. Pugh’s approach displayed concept strengths and weaknesses against a
datum in performance of unweighted technical criteria, allowing hybridization of concepts to achieve a
stronger one. AHP strengthens this process by allowing weighting of the criteria and evaluating concept
strengths and weaknesses with ratio scale counts or judgments.
EXAMPLE In the concept selection matrix of flashlights (torches), four prioritized (using AHP) selection
criteria types are power output (ratio count where bigger is better), weight (ratio count where smaller is better),
risk of project delay (absolute judgment), and acceptance by market (relative judgment). Each light is evaluated
against each criterion and the score is normalized. For example, the slender light has a power output of 15 W, the
solar 8 W, and so forth. The normalized scores are 34,1 % and 18,2 % respectively and are called local priorities.
These scores are then multiplied by the criteria weights (53,9 % × 34,1 % = 18,4 %) and (53,9 % × 18,2 % = 9,8 %),
respectively. These are called global priorities. Global priorities are summed by column (18,4 % + 8,2 % + 3,9 %
+ 5,5 % = 35,9 %) which indicates the relative strength of that technical concept. Values displayed in the table are
rounded to one decimal place.

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A.19  Kansei engineering for emotional quality

Customer Solution
beneit
Clariied items # customer scene product
need/image
Fast (I have one hour for lunch, and I walk 1 Lunch time in London's central I want to have fun with my Good deal.
10 min from ofice) business district on a warm, sunny friends. Fragrant food.
Easily available Monday. Mostly ofice workers in I want something convenient. Mild spices.
Good deal business or casual clothes, younger I enjoy the fragrance. Light meal.
Fragrant ones are single. Warm sunny day, in I want to feel refreshed
Mild upstairs a la carte menu dining. Those afterwards.
With work team in a hurry enjoying downstairs Buffet I like to be adventurous.
Break from the usunal (6GBP), those with more time I want to spend my time the way I
Light (business lunch, colleague birthday want.
Authentic party) in upstairs a la carte menu
I'm in control.
Special moments dining. Most having soft drinks as it is
Authentic.
Romantic too early in week for alcohol at lunch -
Romantic.
Monday (irst day of week).
Special moments.
A break from the ordinary.

Figure A.12 — Kansei engineering for emotional quality

See Figure A.12 and Reference [116]. Many products succeed as much on their emotional quality as
their functional quality. Kansei engineering was developed by Michio Nagamachi in Japan to further
explore the power of the sensory characteristics of a product.
EXAMPLE In this Singha beer example, customer narrations (VOC) were clarified and then translated into
image- and sensory-related needs. These were later employed to develop a marketing campaign.

A.20  Reverse QFD

characteristic commun-
customer needs functions reliability technology information
s& ications
member
I need help with
accountability health club
appropriate
for their membership
physical activity.
physical activity
member
I need help with diabetic nutrition
accountability
appropriate education
for their
nutrition. (Josylin)
nutrition
I need to know diabetes patient self-
incent patient
the progress of progress reporting
A1C reduction
my condition. reportability AIC

th

Figure A.13 — Reverse QFD

See Figure A.13 and Reference [44]. While many QFD projects are customer-driven, there are projects
that are technology-driven, regulatory driven, cost-driven, or driven by other imperatives. These

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projects may find reverse QFD helpful. Reverse QFD begins with the driver of the change and works in
reverse to discover the effects on customer needs.
EXAMPLE In this health insurance project, technology solutions were offered by employees and reverse QFD
was used to discover if the needs the solutions could address had a high priority. For example, offering health
club memberships would have the characteristic of making members accountable for their own physical activity
which could address the customer need of “I need help with appropriate physical activity.” If this need was highly
prioritized by customers, then the insurance company would offer it.

A.21  New 7 management and planning tools

Figure A.14 — New 7 management and planning tools

Due to the subjective and verbal nature of customer needs, a qualitative tool set was assembled by
QFD cofounder Shigeru Mizuno and Yoshinobu Nayatani to help manage the data. These tools are used
extensively throughout the QFD process to acquire, sort, analyse, prioritize, and transfer qualitative
information. Modern QFD has added additional tools such as AHP and failure mode and effects
analysis (FMEA).

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A.22  Comprehensive QFD deployment flow diagram

Figure A.15 — Comprehensive QFD deployment flow diagram

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See Figure A.15 and Reference [2]. As QFD applications grew to include complex products such as ships,
the need for better linkages between design dimensions grew. Yoji Akao, cofounder of QFD, assembled
various matrices into a series of deployments that linked the various matrices and tables both vertically
and horizontally according to their purpose. Vertical deployments include quality, technology, cost, and
reliability. Horizontal deployments include function, concepts, parts, manufacturing and production.
The House of Quality is the upper left matrix and the popular four-phase model used by auto parts
suppliers in the 1980s add three additional matrices in the lower left and bottom. Additional matrices
may be created as needed.

A.23  Modern Blitz QFD®3) flow diagram

Figure A.16 — Modern Blitz QFD® flow diagram

See Figure A.16 and Reference [76]. Increasing constraints on product development resources have
reduced time and budget for many QFD projects in modern companies. The QFD Institute (USA)
developed a faster, more focused approach to accommodate such projects. The basic concept is to focus
on the critical few customer needs first and with best effort. A clear understanding of key customers
and their key needs improves this process and applicable voice of customer acquisition and analysis
tools are included in phases 1-5 above.
Phase 6 is used to formulate a product or solution strategy to the critical few customer needs and
to deploy the solution throughout the design, development, build, commercialization, support, and
retirement phases. Essentially, this covers all the deployments in the comprehensive QFD model but only
for a few customer needs, and so matrices are usually unnecessary, unless greater detail is required.
This model can be used for physical product, chemical and processed products, service, software, and
internal business processes.

3) Blitz QFD® is an example of a suitable product available commercially. This information is given for the
convenience of users of this document and does not constitute an endorsement by ISO of this product.

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A.24  German QFD institute best practice flow diagram

Figure A.17 — German QFD institute best practice flow diagram

See Figure A.17 and Reference [43]. This model represents the best practices of the QFD Institute –
Deutschland. It includes voice of customer analysis, innovation, cost, and reliability studies.

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A.25  Continuous QFD model

Figure A.18 — Continuous QFD model

See Figure A.18 and Reference [41]. A QFD project is always a joint team effort of the customers’, as well as
the developers’ side. QFD always aims at improving communication by establishing cross-departmental,
interdisciplinary teams within the company and with the customers. Furthermore, the lack of experience
and clarity in customer requirements (CR), as well as product characteristics (PC), calls for an even
closer and increased collaboration of all involved stakeholders (primarily indicated by the demand for a
larger number of meetings and a simultaneous collection of requirements and solutions).

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Annex B
(informative)

Concept relationships and their graphical representation

In terminology work, the relationships between concepts are based on a hierarchical formation that
is helpful in identifying the nature of the relationship between one concept and another within a
concept system.
QFD (3.1 )

Stakeholder
Customer (ISO 9000:, 3.2.3)
(ISO 9000:, 3.2.5)

Product
(ISO 9000:, 3.7.6)
Service
(ISO 9000:, 3.7.7)

Voice of Customer Voice of

customer (3.2) need (3.3) Functional stakeholder (3.5)
requirements (3.4)

Figure B.1 — Concepts of the customer and stakeholder and related concepts

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[14] Clarke D.W. (1996) “Enhancing the Value of the Correlation Matrix through Utilization of the
Theory of Inventive Problem Solving, TRIZ.” Transactions of the 2nd International & 8th North
American Symposium on QFD. QFD Institute ISBN 1-889477-08-7
[15] Cooper R.G. Winning at New Products: Creating Value through Innovation. Basic Books, Fourth
Edition, 2011
[16] Creveling C.M., Slutsky J.L., Antis D. Design for Six Sigma in Technology and Product
Development. Pearson Education, 2003
[17] Cruz-Ruíz J.S., Tamayo-Enríquez F., González-Bosch V. (2003) “QFD application for tackling
Internal Customer Needs as a base for building a Lean Manufacturing System.” Transactions of the
9th International and 15th North American Symposium on QFD. QFD Institute ISBN 1-889477-15-X

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[18] De Bono E. Serious Creativity: Using the Power of Lateral Thinking to Create New Ideas .
Harperbusiness. 1993, ISBN-13 pp. 978–0887306358
[19] Dean E.B. (1995) “Parametric Cost Deployment.” Transactions of the 7th Symposium on QFD. QFD
Institute ISBN 1-889477-07-9
[20] Dika R.J., & Begley R.L. (1991) “Concept Development through Teamwork - Working for Quality,
Cost, Weight and Investment.” Transactions of the 3rd Symposium on QFD. QFD Institute ISBN
1-889477-03-6
[21] Dimsey J., & Mazur G. (2002) “QFD to Direct Value Engineering in the Design of a Braking
System.” Transactions of the 14th Symposium on QFD. QFD Institute ISBN 1-889477-14-1
[22] Duffy G. Modular Kaizen: Continuous and Breakthrough Improvement. ASQ Quality Press, 2013
[23] Eddy B., Dave S., Mazur G. (2003) ” The Next Generation Explosive Ordnance Disposal (EOD)
Robotic Controlled Vehicle: Using QFD to Define the Operational Analysis.” Transactions of the
9th International and 15th North American Symposium on QFD. QFD Institute ISBN 1-889477-15-X
[24] Ferguson I. (1996.) “QFD and Product and Process Reliability.” Transactions of the 2nd
International & 8th North American Symposium on QFD. QFD Institute ISBN 1-889477-08-7
[25] Fine C.H., & Whitney D.E. Is the Make-Buy Decision a Core Competency? MIT Center for
Technology, Policy, and Industrial Development, 1996
[26] Frankos D., & Mazur G. (2014) “Proposed Systematic Priority Deployment Method of Strategic
Initiatives.” Transactions of the 26th Symposium on QFD. QFD Institute. ISBN 1-889477-26-5
[27] Garbi G.P., & Loureiro G. (2013) “Business-Product-Service Portfolio Management.” Proceedings
of the 20th ISPE International Conference on Concurrent Engineering. ISBN13: 9781614993018
[28] Gaubinger Kurt, Rabl Michael, Swan Scott, Werani Thomas (2014) Innovation and Product
Management: A Holistic and Practical Approach to Uncertainty Reduction. Springer ISBN13:
9783642543760
[29] Graetz M. (1996) “Beyond the First Chart: QFD for Process Improvement.” Transactions of the
2nd International & 8th North American Symposium on QFD. QFD Institute ISBN 1-889477-08-7
[30] Grenn M.W., Sarkani S., Mazzuchi T. (2011) “Systems Engineering (SE) and Quality Function
Deployment (QFD): A SE Perspective on Opportunities for Complementary Application in the
Development of Complex Systems.” Transactions of the 23rd Symposium on QFD. QFD Institute
ISBN 1-889477-23-0
[31] Grimm J., Denavs D., Mazur G. (2011) “Using QFD to Design a Multi-Disciplinary Clinic.”
Transactions of the 23rd Symposium on QFD. QFD Institute ISBN 1-889477-23-0
[32] Guerin J. (2004) “Kansei Engineering for Commercial Airplane Interior Architecture.”
Transactions of the 16th Symposium on QFD. QFD Institute ISBN 1-889477-16-8
[33] Guerrero E., & Stagney D. (2003) “QFD, MATE-CON and 3DCE - A Truly Collaborative Product
Development Process.” Transactions of the 9th International and 15th North American Symposium
on QFD. QFD Institute ISBN 1-889477-15-X
[34] Gustafsson A., Ekdahl F., Bergman B. (1996a) “Conjoint Analysis - A Useful Tool in the Design
Process.” Transactions of the 2nd International & 8th North American Symposium on QFD. QFD
Institute ISBN 1-889477-08-7
[35] Gustafsson A., Miller J., Rich D. (1996b) “7 Product Planning Tools.” Tutorials of the 2nd
International & 8th North American Symposium on QFD. QFD Institute. ISBN1-889477-76-1
[36] Hearon H., & Mazur G. (2002) “Improving Technical Support to Make Commodity Products
More Competitive.” Transactions of the 14th Symposium on QFD. QFD Institute ISBN 1-889477-14-1

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[37] Hayes B.E. (2008) Measuring Customer Satisfaction and Loyalty, Third Edition: Survey Design,
Use, and Statistical Analysis Methods. ASQ Quality Press ISBN-13: 978-0873897433
[38] Hepler C., & Mazur G. (2006) “Finding Customer Delights Using QFD.” Transactions of the 18th
Symposium on QFD. QFD Institute ISBN 1-889477-18-4
[39] Hepler C., & Mazur G. (2007) “The Analytic Hierarchy Process: Methodologies and Application
with Customers and Management at Blue Cross Blue Shield of Florida.” Transactions of the 19th
Symposium on QFD. QFD Institute. ISBN 1-889477-19-2
[40] Hepler C., & Mazur G. (2008) “Predicting Future Health Insurance Scenarios using Quality
Function Deployment (QFD) and Analytic Hierarchy Process (AHP)” Transactions of the 20th
Symposium on QFD. QFD Institute ISBN 1-889477-20-6
[41] Herzwurm G., Pietsch W., Schockert S., Tauterat T. (2013) “QFD for Cloud Computing.”
Transactions of the International Symposium - ‘13 Tokyo
[42] Herzwurm G., & Schockert S. (2000) “Continuous QFD - Employing QFD in Case of Fuzzy
Development Tasks.” Transactions of the 12th Symposium on QFD. QFD Institute. ISBN1-889477-
12-5
[43] Herzwurm, Georg., and Schockert, Sixten. (2006) “What are the Best Practices of QFD?”
Proceedings of the 12th International Symposium on QFD, Tokyo 2006 http://www.bwi.uni-
stuttgart.de/fileadmin/abt9/Publikationen_Herzwurm4/24-03_bestpractice.pdf
[44] Hines K., & Mazur G. (2007) “Using QFD to Involve Employees in the Corporate Innovation
Process.” Transactions of the 19th Symposium on QFD. pp. 137-149 QFD Institute. ISBN
1-889477-19-2
[45] Hopwood Theodore, & Mazur Glenn (2008) “The Potential of Quality Function Deployment
(QFD) as a Tool for Context-Sensitive Solutions.” Transportation Research Record: Journal of the
Transportation Research Board
[46] Huber C., & Mazur G. (2002) “QFD and Design for Six Sigma.” Transactions of the 14th Symposium
on QFD. QFD Institute ISBN 1-889477-14-1
[47] Hunt R.A. (1998) “Strategy, QFD and the Balanced Scorecard.” Transactions of the 10th
Symposium on QFD. QFD Institute. ISBN1-889477-10-9
[48] Ikiz A.K., & Ozdagoglu G. (2008) “Customer-driven Process Improvement in a Shipowner
Company: Modern QFD Approach.” Transactions of the 20th Symposium on QFD. QFD Institute
ISBN 1-889477-20-6
[49] Imai M. Kaizen: The Key to Japan’s Competitive Success. Random House, 1986
[50] ISO 16336. (2014) “Applications of statistical and related methods to new technology and product
development process — Robust parameter design (RPD)” International Standards Organization
[51] Johnson C.M., & Mazur G. (2008) “Value Based Product Development - Using QFD and AHP to
Identify, Prioritize, and Align Key Customer Needs and Business Goals.” Transactions of the 20th
Symposium on QFD. QFD Institute ISBN 1-889477-20-6
[52] Kahraman C., Ertay T., Buyukozkan G. A fuzzy optimization model for QFD planning process
using analytic network approach. Eur. J. Oper. Res. 2006
[53] Kaneko N. (2000) “Improving the Nissan Crew with Reverse QFD.” Transactions of the 12th
Symposium on QFD. QFD Institute. ISBN1-889477-12-5
[54] Kano N., Seraku N., Takahashi F., Tsuji S. (1984) “Attractive Quality and Must-Be Quality.”
Hinshitsu, Vol. 14, No. 2. JUSE

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[55] Kaplan S. (1997) “Anticipatory Failure Determination (AFD): The Application of TRIZ to Risk
Analysis.” Transactions of the 9th Symposium on QFD. QFD Institute ISBN1-889477-09-5
[56] Kaplan S., Visnepolschi S., Zlotin B., Zusman A. New Tools for Failure and Risk Analysis /
Anticipatory Failure Determination™ (AFD™) and the Theory of Scenario Structuring . Ideation
International Inc. 1999, ISBN-13 pp. 978–1928747055
[57] Kasai Y., Yoshikawa M., Hisakazu S. (2010) “An Application of ANP together with Conjoint
Analysais to Political Decision Making in Local Government.” Transactions of the 16th
International & 22nd North American Symposium on QFD. QFD Institute ISBN 1-889477-22-2
[58] Kemerling R.A. (1998) “Assigning Importance to Hows: Analysis of Two Competing
Methodologies.” Transactions of the 10th Symposium on QFD. QFD Institute. ISBN1-889477-10-9
[59] Khong C.W. (2000) “A Review of Applied Human Factors Techniques for Product Designers in
Identifying the Voice of the Customer.” Transactions of the 12th Symposium on QFD. QFD Institute.
ISBN1-889477-12-5
[60] Kim W.C., & Mauborgne R. Blue Ocean Strategy, Expanded Edition: How to Create Uncontested
Market Space and Make the Competition Irrelevant . Harvard Business Review Press. 2015, ISBN-
13 pp. 978–1625274496
[61] King B. Better Designs in Half the Time: Implementing Quality Function Deployment in America.
GOAL/QPC, 1987
[62] King B. Hoshin Planning: the Developmental Approach. GOAL/QPC, 1989
[63] Kline C.A. (1994) “DFM2 Designing for Manufacturability and Marketability.” Transactions of
the 6th Symposium on QFD. QFD Institute. ISBN1-889477-06-0
[64] Kotler P. Marketing Management: Analysis, Planning, Implementation, and Control . Prentiss Hall.
1999, ISBN-13 pp. 978–0132435109
[65] Kwong C.K., & Bai H. (2005) “Determining the importance weights for the customer
requirements in QFD using a fuzzy AHP with an extent analysis approach.” Transactions of the
IIE. July 2005
[66] Lagoda T. Lifetime Estimation of Welded Joints. Springer. 2010, ISBN-13 pp. 978–3642095788
[67] Lampa S., & Mazur G. (1996) “Bagel Sales Double at Host Marriott with QFD” Transactions of the
2nd International & 8th North American Symposium on QFD. QFD Institute ISBN 1-889477-08-7
[68] Lyons M.C., & Alexander J.A. (1991) “Amplifying the Voice of The Customer.” Transactions of
the 3rd Symposium on QFD. QFD Institute. ISBN1-889477-03-6
[69] Marconi J. (1998) “Moderated Knowledge Mapping - Forming Breakthrough and Knowledge
Transfer!” Transactions of the 10th Symposium on QFD. QFD Institute. ISBN1-889477-10-9
[70] Marsh S., Moran J.W., Nakui S., Hoffherr G. (1991) Facilitating and Training in Quality
Function Deployment. GOAL/QPC. ISBN 1-879364-2
[71] Marzec J.M. (1998) “The Synergistic Alliance of Systems Engineering and QFD.” Transactions of
the 10th Symposium on QFD. QFD Institute. ISBN1-889477-10-9
[72] Mazur G.H. (1997) “Task Deployment: the Human Side of QFD.” Transactions of the 9th
Symposium on QFD. QFD Institute. ISBN1-889477-09-5
[73] Mazur G. (2000) “QFD 2000: Integrating QFD and Other Quality Methods to Improve the New
Product Development Process.” Transactions of the 12th Symposium on QFD. QFD Institute.
ISBN1-889477-12-5
[74] Mazur G. (2010) “Integrating QFD into Phase-Gates Product Design.” Transactions of the 16th
International & 22nd North American Symposium on QFD. QFD Institute ISBN 1-889477-22-2

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[75] Mazur G. Using Quality Function Deployment to Write an ISO Standard for QFD. Qual. Eng.
2012a, 24 (3) pp. 436–443
[76] Mazur G.H. (2012b) “Blitz QFD® - The Lean Approach to Product Development.” Proceedings of
the World Conference on Quality and Improvement. Milwaukee WI: ASQ. May 2012
[77] Mazur G. (2014a) “QFD and the New Voice of Customer.” Proceedings of the International
Symposium on QFD ‘14 – Istanbul
[78] Mazur G. (2014b) “Driving Your QFD with ISO 16355.” Transactions of the 26th Symposium on
QFD. QFD Institute. ISBN 1-889477-26-5
[79] Mazur K. (2012) “Elementary QFD: Using QFD to Assess and Evaluate the Learning Environment
of a Private School Library and to Systematically Engage an ISACS Review.” Transactions of the
24th Symposium on QFD. QFD Institute. ISBN 1-889477-24-9
[80] Miró-Quesadaa G., Del Castillob E., Peterson J.J. A Bayesian Approach for Multiple Response
Surface Optimization in the Presence of Noise Variables. J. Appl. Stat. 2004, 31 (3) pp. 251–270
[81] Mizuno S. ed. (1988) Management for Quality Improvement: The 7 New QC Tools. Productivity
Press. ISBN 0-915299-29-1 (originally published 1979 by JUSE Press)
[82] Mizuno Shigeru and Akao, Yoji. (ed) (1994) QFD: the Customer Driven Approach to Quality
Planning and Deployment. Asian Productivity Organization. ISBN 92-833-1121-3
[83] Nagai K., Ohfuji T., Inayoshi K. (2007) “A Framework of e7-QFD as the 3rd Generation QFD in
Japan.” Transactions of the 19th Symposium on QFD. QFD Institute. ISBN 1-889477-19-2
[84] Nayatani Y., Eiga T., Futami R., Miyagawa H. (1994) Seven New QC Tools: Practical Applications
for Managers. 3A Corporation. ISBN 4-88319-004-8 (originally published 1984 by JUSE Press)
[85] Nicoll D. (1999) “Contextual Usability, Domestication and QFD.” Transactions of the 11th
Symposium on QFD. QFD Institute. ISBN1-889477-11-7
[86] Orme B.K. Getting Started with Conjoint Analysis: Strategies for Product Design and Pricing
Research . Research Publishers LLC. 2009, ISBN-13 pp. 978–0972729772
[87] Ormenese F.M., Takahashi G., Galvao M.T.E.L., Azanha A., Rocha N.P., Anzellotti H. (1996)
“Exploring a New Market Using QFD.” Transactions of the 2nd International & 8th North American
Symposium on QFD. QFD Institute ISBN 1-889477-08-7
[88] Osada T. The 5S’s: Five Keys to a Total Quality Environment . Qual. Res. 1991, ISBN-13
pp. 978–9283311164
[89] Overby C.M. (1990) “QFD & Taguchi for Design with Environmental Elegance.” Transactions of
the 2nd Symposium on QFD. QFD Institute. ISBN1-889477-02-8
[90] Pietsch W. (2010) “Taming IT Infrastructure Library (ITIL) with QFD.” Transactions of the 16th
International & 22nd North American Symposium on QFD. QFD Institute ISBN 1-889477-22-2
[91] Productivity Press Development Team. Standard Work for the Shopfloor . Productivity Press.
2002, ISBN-13 pp. 978–1563272738
[92] Pugh S. (1981) “Concept Selection – A Method That Works.” Proceedings of the International
Conference on Engineering Design. Rome. 9-13 March 1981. pp. 13-22
[93] Quinlin J. (1991) “Filling in the Blanks: QFD & Technical Optimization.” Transactions of the 3rd
Symposium on QFD. QFD Institute. ISBN1-889477-03-6
[94] Rizzo T. (2004) “Utilizing Critical Chain Project Management in Your QFD to Manage Project
Schedule and Get More Done in Less Time.” Transactions of the 16th Symposium on QFD.  QFD
Institute ISBN 1-889477-16-8

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[95] Robinson P. Business Excellence: The integrated solution to planning and control. BPIC. 2005,
ISBN-13 pp. 978–0952888505
[96] Ronney E., Olfe P., Mazur G. (2000) “Gemba Research in the Japanese Cellular Phone Market.”
Transactions of the 12th Symposium on QFD. QFD Institute ISBN 1-889477-12-5
[97] Ross H. (2014) “New Kano Model — How to Really Excite Your Customers.” Transactions of the
26th Symposium on QFD. QFD Institute. ISBN1-889477-26-5
[98] Rother M., & Shook J. Learning to See. Lean Enterprise Institute, 2003
[99] Routhier P.-H. (2002) “Case Study - Applying QFD for the development of the World’s First High-
Quality 3D Home Theatre System.” Transactions of the 14th Symposium on QFD. QFD Institute
ISBN 1-889477-14-1
[100] Saaty T.L. Fundamentals of Decision Making and Priority Theory with the Analytic Hierarchy
Process. RWS Publications, Pittsburgh, PA, 1994
[101] Saaty T.L. Theory and Applications of the Analytic Network Process. RWS Publications, 2005
[102] Saaty T.L. Principia Mathematica Decernendi: Mathematical Principles of Decision Making.
Chapter 4. RWS Publications, Pittsburg, PA, 2011
[103] Saaty T.L. On the Measurement of Intangibles. A Principal Eigenvector Approach to Relative
Measurement Derived from Paired Comparisons. Not. Am. Math. Soc. 2013 February, 60 (2)
pp. 192–208
[104] Schockert S., Krams B., Georg H. (2014) “QFD and Design Thinking in Agile Environments.”
Proceedings of the International Symposium on QFD ‘14 – Istanbul
[105] Schuler J. (1999) “Interface of Lanchester Strategy & QFD.” Transactions of the 11th Symposium
on QFD. QFD Institute ISBN 1-889477-11-7
[106] Seet-Larsson K.G. A Cookie Cutter Introduction to FMEA and FMECA: A Practical Example
from Theory to Implementation. LAP LAMBERT Academic Publishing. 2010, ISBN-13 pp. 978–
3838369051
[107] Shillito M.L. Advanced QFD: Linking Technology to Market and Company Needs. John Wiley
& Sons, 1994
[108] Shillito M.L. (1997) “Function is the Foundation.” Transactions of the 9th Symposium on QFD.
QFD Institute. ISBN1-889477-09-5
[109] Shingo S. Zero Quality Control: Source Inspection and the Poka-Yoke System. Productivity Press,
Portland, 1986, pp. 99–134.
[110] Sonnack M. (2000) “Lead User Research.” Tutorials of the 12th Symposium on QFD. QFD Institute.
ISBN1-889477-82-6
[111] Stamatis D.H. Failure Mode and Effect Analysis: FMEA from Theory to Execution. ASQ Quality
Press, 1995
[112] Stansfield K., Cole J., Mazur G. (2010) “Complex IT Systems Design Using Both Traditional
QFD and Blitz QFD®” Transactions of The 16th International & 22nd North American Symposium
on QFD. QFD Institute ISBN 1-889477-22-2
[113] Tendler B., Watson G., DeYong C. (2011) “Using QFD to Organize Design for Six Sigma.”
Transactions of the 23rd Symposium on QFD. QFD Institute ISBN 1-889477-23-0
[114] Terninko J., Zusman A., Zlotin B. Step-by-step TRIZ. Responsible Management Inc. 1996,
ISBN-13 pp. 978–1882382125

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[115] Visnjicki B., Gorter T., Mazur G. (2013) “QFD as integrating framework for differentiated
business positioning, business development and related product definition — A business case
from The Netherlands.” Transactions of the 19th International & 25th North American Symposium
on QFD. QFD Institute ISBN 1-889477-25-7
[116] Vongpatanasin T., & Mazur G. “Thai Brewery Uses QFD Tools to Tap into Consumer Motivation.”
Making the Case for Quality, December 2012. American Society for Quality, 2012
[117] Watson G., Akao Y., Mazur G. (2011) “QFD Applications for the Board of Directors.” Transactions
of the 23rd Symposium on QFD. QFD Institute ISBN 1-889477-23-0
[118] Wheeler D.J. Understanding Statistical Process Control. SPC Press. 2010, ISBN-13
pp. 978–0945320692
[119] Yamamoto T. (2013) “Application of QFD to the Symptom Analysis of Input-device Software
Defects.” Transactions of the 19th International & 25th North American Symposium on QFD. QFD
Institute ISBN 1-889477-25-7
[120] Yano S. New Lanchester Strategy Volume 1. Lanchester Press. 1995, ISBN-13 pp. 978–1573210003
[121] Yin Y., Stecke K., Kaku I. (2009) “Beyond Lean: Evolving into a Super Talent Factory.”
Transactions of the 21st Symposium on QFD. QFD Institute ISBN 1-889477-21-4
[122] Zubeck M. and Nibley, Frank. (1994) “Aligning Process Improvement with the Voice of the
Customer.” Transactions of the 6th Symposium on QFD. QFD Institute ISBN 1-889477-06-0
[123] Zultner R.E. (1997) “Project QFD: Managing Software Development Better with Blitz QFD.”
Transactions of the 9th Symposium on QFD. QFD Institute. ISBN1-889477-09-5
[124] Zultner R.E. (1999) “Defining Customer Needs for Brand New Products.” Transactions of the
11th Symposium on QFD. QFD Institute. ISBN1-889477-11-7
[125] Zultner R.E. (2005) “The Essential Role of QFD in Design for Six Sigma (DFSS): Modern QFD for
Modern TQM.” Transactions of the 17th Symposium on QFD. QFD Institute. ISBN1-889477-17-6
[126] Zultner R.E. (2007) “Super Pugh with AHP: Enhancing Pugh Concept Selection with the power
of the Analytic Hierarchy Process.” Tutorials of the 19th Symposium on QFD. QFD Institute.
ISBN1-889477-19-2
[127] ISO 9000:2015, Quality management systems — Fundamentals and vocabulary
[128] ISO 10002, Quality management — Customer satisfaction — Guidelines for complaints handling in
organizations
[129] ISO 10004, Quality management — Customer satisfaction — Guidelines for monitoring and measuring
[130] ISO 20252, Market, opinion and social research — Vocabulary and service requirements
[131] ISO 21500, Guidance on project management

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