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)

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

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© ISO 2015, Published in Switzerland
ŽŽ”‹‰Š–•”‡•‡”˜‡†ǤŽ‡••‘–Š‡”™‹•‡•’‡…‹ϐ‹‡†ǡ‘’ƒ”–‘ˆ–Š‹•’—„Ž‹…ƒ–‹‘ƒ›„‡”‡’”‘†—…‡†‘”—–‹Ž‹œ‡†‘–Š‡”™‹•‡‹ƒ›ˆ‘”
‘” „› ƒ› ‡ƒ•ǡ ‡Ž‡…–”‘‹… ‘” ‡…Šƒ‹…ƒŽǡ ‹…Ž—†‹‰ ’Š‘–‘…‘’›‹‰ǡ ‘” ’‘•–‹‰ ‘ –Š‡ ‹–‡”‡– ‘” ƒ ‹–”ƒ‡–ǡ ™‹–Š‘—– ’”‹‘”
™”‹––‡’‡”‹••‹‘Ǥ‡”‹••‹‘…ƒ„‡”‡“—‡•–‡†ˆ”‘‡‹–Š‡”ƒ––Š‡ƒ††”‡••„‡Ž‘™‘”ǯ•‡„‡”„‘†›‹–Š‡…‘—–”›‘ˆ
the requester.
…‘’›”‹‰Š–‘ˆϐ‹…‡
Ch. de Blandonnet 8 • CP 401
CH-1214 Vernier, Geneva, Switzerland
Tel. +41 22 749 01 11
Fax +41 22 749 09 47
…‘’›”‹‰Š–̷‹•‘Ǥ‘”‰
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Contents Page

Foreword ........................................................................................................................................................................................................................................ vi
Introduction.............................................................................................................................................................................................................................. vii
1 Scope ................................................................................................................................................................................................................................. 1
2 Normative references ...................................................................................................................................................................................... 1
͵ ‡”•ƒ††‡ϐ‹‹–‹‘• ..................................................................................................................................................................................... 1
4 Basic concepts of QFD...................................................................................................................................................................................... 3
ͶǤͳ Š‡‘”›ƒ†’”‹…‹’Ž‡•‘ˆ  .................................................................................................................................................... 3
ͶǤʹ  —•‡‘ˆ–Š‡™‘”†‘ˆˆ—…–‹‘ .............................................................................................................................................. 3
ͶǤ͵ ’‹”‹–‘ˆ  .............................................................................................................................................................................................. 3
ͶǤͶ ‹•’Žƒ›‘ˆ‹ˆ‘”ƒ–‹‘ ...................................................................................................................................................................... 4
5 Integration of QFD and product development methods.............................................................................................. 4
ͷǤͳ  •—’’‘”–ˆ‘”’”‘†—…–†‡˜‡Ž‘’‡–‡–Š‘†• ...................................................................................................... 4
ͷǤʹ Ž‘™‘ˆ’”‘†—…–†‡˜‡Ž‘’‡–™‹–Š ........................................................................................................................... 4
ͷǤʹǤͳ ”‰ƒ‹œƒ–‹‘‘ˆ–Š‡ ϐŽ‘™................................................................................................................................ 4
ͷǤʹǤʹ Ž‘™…Šƒ”–‘ˆ’”‘†—…–†‡˜‡Ž‘’‡–™‹–Š ....................................................................................... 5
6 Types of QFD projects...................................................................................................................................................................................... 5
6.1 General ........................................................................................................................................................................................................... 5
6.2 Applicable methods and tools.................................................................................................................................................... 6
7 QFD team membership .................................................................................................................................................................................. 6
͹Ǥͳ  —•‡•…”‘••Ǧˆ—…–‹‘ƒŽ–‡ƒ• ............................................................................................................................................ 6
7.2 Core team membership ................................................................................................................................................................... 6
7.3 Subject matter experts ..................................................................................................................................................................... 6
͹ǤͶ  –‡ƒŽ‡ƒ†‡”•Š‹’ ......................................................................................................................................................................... 7
8 QFD voices ................................................................................................................................................................................................................... 7
8.1 Voice of business ................................................................................................................................................................................... 7
8.2 Voice of customer (VOC) or voice of stakeholder (VOS)...................................................................................... 8
ͺǤʹǤͳ ‡ϐ‹‹–‹‘‘ˆ…—•–‘‡”‘”•–ƒ‡Š‘Ž†‡” .......................................................................................................... 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
ͳͳ —ƒ–‹ϐ‹…ƒ–‹‘ .......................................................................................................................................................................................................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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ͳ͵ ”ƒ•ˆ‡”‘ˆ’”‹‘”‹–‹œƒ–‹‘ƒ†“—ƒ–‹ϐ‹…ƒ–‹‘ˆ”‘‘‡‹ˆ‘”ƒ–‹‘•‡–‹–‘ƒ‘–Š‡” ............12

13.1 Transfer of prioritization ............................................................................................................................................................ 12
13.2 Applicable tools and methods................................................................................................................................................. 13
ͳ͵Ǥ͵ ”ƒ•ˆ‡”‘ˆ“—ƒ–‹ϐ‹…ƒ–‹‘ ........................................................................................................................................................... 13
13.4 Applicable tools and methods................................................................................................................................................. 13
ͳ͵Ǥͷ ”ƒ•ˆ‡””‹‰†‡’Ž‘›‡–•‡–•„›†‹‡•‹‘• .......................................................................................................... 13
13.5.1 General................................................................................................................................................................................... 13
ͳ͵ǤͷǤʹ —ƒŽ‹–›†‡’Ž‘›‡– .................................................................................................................................................... 14
13.5.3 Applicable tools and methods ........................................................................................................................... 14
ͳ͵ǤͷǤͶ ‡…Š‘Ž‘‰›†‡’Ž‘›‡– ......................................................................................................................................... 14
13.5.5 Applicable tools and methods ........................................................................................................................... 15
ͳ͵ǤͷǤ͸ ‘•–†‡’Ž‘›‡– ........................................................................................................................................................... 15
13.5.7 Applicable tools and methods ........................................................................................................................... 15
ͳ͵ǤͷǤͺ ‡Ž‹ƒ„‹Ž‹–›†‡’Ž‘›‡–............................................................................................................................................. 15
13.5.9 Applicable tools and methods ........................................................................................................................... 15
ͳ͵ǤͷǤͳͲ ƒˆ‡–›†‡’Ž‘›‡– .................................................................................................................................................... 16
ͳ͵ǤͷǤͳͳ ‡…—”‹–›†‡’Ž‘›‡– ............................................................................................................................................... 16
ͳ͵ǤͷǤͳʹ ‹ˆ‡•–›Ž‡ƒ†‡‘–‹‘ƒŽ“—ƒŽ‹–›†‡’Ž‘›‡– ..................................................................................... 16
13.5.13 Applicable tools and methods ........................................................................................................................ 16
ͳ͵Ǥ͸ ”ƒ•ˆ‡””‹‰†‡’Ž‘›‡–•‡–•„›Ž‡˜‡Ž• ......................................................................................................................... 16
ͳ͵Ǥ͸Ǥͳ —…–‹‘†‡’Ž‘›‡– ................................................................................................................................................ 16
13.6.2 Applicable tools and methods ........................................................................................................................... 16
ͳ͵Ǥ͸Ǥ͵ ƒ”–•†‡’Ž‘›‡– ......................................................................................................................................................... 17
13.6.4 Applicable tools and methods ........................................................................................................................... 17
ͳ͵Ǥ͸Ǥͷ ƒ—ˆƒ…–—”‹‰ƒ†’”‘…‡••†‡’Ž‘›‡–• ............................................................................................... 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
„‘†‹‡• ȋ ‡„‡” „‘†‹‡•ȌǤ Š‡ ™‘” ‘ˆ ’”‡’ƒ”‹‰ –‡”ƒ–‹‘ƒŽ –ƒ†ƒ”†• ‹• ‘”ƒŽŽ› …ƒ””‹‡† ‘—–
–Š”‘—‰Š  –‡…Š‹…ƒŽ …‘‹––‡‡•Ǥ ƒ…Š ‡„‡” „‘†› ‹–‡”‡•–‡† ‹ ƒ •—„Œ‡…– ˆ‘” ™Š‹…Š ƒ –‡…Š‹…ƒŽ
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.
 …‘ŽŽƒ„‘”ƒ–‡• …Ž‘•‡Ž› ™‹–Š –Š‡ –‡”ƒ–‹‘ƒŽ Ž‡…–”‘–‡…Š‹…ƒŽ ‘‹••‹‘ ȋȌ ‘ ƒŽŽ ƒ––‡”• ‘ˆ
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
†‹ˆˆ‡”‡––›’‡•‘ˆ†‘…—‡–••Š‘—Ž†„‡‘–‡†ǤŠ‹•†‘…—‡–™ƒ•†”ƒˆ–‡†‹ƒ……‘”†ƒ…‡™‹–Š–Š‡
editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).
––‡–‹‘‹•†”ƒ™–‘–Š‡’‘••‹„‹Ž‹–›–Šƒ–•‘‡‘ˆ–Š‡‡Ž‡‡–•‘ˆ–Š‹•†‘…—‡–ƒ›„‡–Š‡•—„Œ‡…–‘ˆ
’ƒ–‡–”‹‰Š–•Ǥ•ŠƒŽŽ‘–„‡Š‡Ž†”‡•’‘•‹„Ž‡ˆ‘”‹†‡–‹ˆ›‹‰ƒ›‘”ƒŽŽ•—…Š’ƒ–‡–”‹‰Š–•Ǥ‡–ƒ‹Ž•‘ˆ
ƒ›’ƒ–‡–”‹‰Š–•‹†‡–‹ϐ‹‡††—”‹‰–Š‡†‡˜‡Ž‘’‡–‘ˆ–Š‡†‘…—‡–™‹ŽŽ„‡‹–Š‡–”‘†—…–‹‘ƒ†Ȁ‘”
on the ISO list of patent declarations received (see www.iso.org/patents).
›–”ƒ†‡ƒ‡—•‡†‹–Š‹•†‘…—‡–‹•‹ˆ‘”ƒ–‹‘‰‹˜‡ˆ‘”–Š‡…‘˜‡‹‡…‡‘ˆ—•‡”•ƒ††‘‡•‘–
constitute an endorsement.
‘” ƒ ‡š’Žƒƒ–‹‘ ‘ –Š‡ ‡ƒ‹‰ ‘ˆ  •’‡…‹ϐ‹… –‡”• ƒ† ‡š’”‡••‹‘• ”‡Žƒ–‡† –‘ …‘ˆ‘”‹–›
assessment, as well as information about ISO’s adherence to the WTO principles in the Technical
Barriers to Trade (TBT) see the following URL: ‘”‡™‘”†Ǧ—’’Ž‡‡–ƒ”›‹ˆ‘”ƒ–‹‘
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
—ƒŽ‹–› ˆ—…–‹‘ †‡’Ž‘›‡– ȋ Ȍ ‹• ƒ ‡–Š‘† –‘ ƒ••—”‡ …—•–‘‡” ‘” •–ƒ‡Š‘Ž†‡” •ƒ–‹•ˆƒ…–‹‘ ƒ†
˜ƒŽ—‡™‹–Š‡™ƒ†‡š‹•–‹‰’”‘†—…–•„›†‡•‹‰‹‰‹ǡˆ”‘†‹ˆˆ‡”‡–Ž‡˜‡Ž•ƒ††‹ˆˆ‡”‡–’‡”•’‡…–‹˜‡•ǡ
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
…‘ϐ‹†‡…‡‘ˆ–Š‡†‡•‹‰ƒ††‡˜‡Ž‘’‡–’Šƒ•‡•–Šƒ––Š‡›ƒ”‡™‘”‹‰‘–Š‡”‹‰Š––Š‹‰•Ǥƒ††‹–‹‘
–‘•ƒ–‹•ˆƒ…–‹‘™‹–Š–Š‡’”‘†—…–ǡ ‹’”‘˜‡•–Š‡’”‘…‡••„›™Š‹…Š‡™’”‘†—…–•ƒ”‡†‡˜‡Ž‘’‡†Ǥ
‡’‘”–‡†”‡•—Ž–•‘ˆ—•‹‰ ‹…Ž—†‡‹’”‘˜‡†…—•–‘‡”•ƒ–‹•ˆƒ…–‹‘™‹–Š’”‘†—…–•ƒ––‹‡‘ˆŽƒ—…Šǡ
‹’”‘˜‡†…”‘••Ǧˆ—…–‹‘ƒŽ…‘—‹…ƒ–‹‘ǡ•›•–‡ƒ–‹…ƒ†–”ƒ…‡ƒ„Ž‡†‡•‹‰†‡…‹•‹‘•ǡ‡ˆϐ‹…‹‡–—•‡‘ˆ
”‡•‘—”…‡•ǡ”‡†—…‡†”‡™‘”ǡ”‡†—…‡†–‹‡Ǧ–‘Ǧƒ”‡–ǡŽ‘™‡”Ž‹ˆ‡…›…Ž‡…‘•–ǡ‹’”‘˜‡†”‡’—–ƒ–‹‘‘ˆ–Š‡
organization among its customers or stakeholders.
ͳ͸͵ͷͷ†‡‘•–”ƒ–‡•–Š‡†›ƒ‹…ƒ–—”‡‘ˆƒ…—•–‘‡”Ǧ†”‹˜‡ƒ’’”‘ƒ…ŠǤ‹…‡‹–•‹…‡’–‹‘‹ͳͻ͸͸ǡ
 Šƒ•„”‘ƒ†‡‡†ƒ††‡‡’‡‡†‹–•‡–Š‘†•ƒ†–‘‘Ž•–‘”‡•’‘†–‘–Š‡…Šƒ‰‹‰„—•‹‡••…‘†‹–‹‘•
‘ˆ —•‡”•ǡ–Š‡‹”ƒƒ‰‡‡–ǡ–Š‡‹”…—•–‘‡”•ǡƒ†–Š‡‹”’”‘†—…–•ǤŠ‘•‡™Š‘Šƒ˜‡—•‡†‘Ž†‡” 
‘†‡Ž•™‹ŽŽϐ‹†–Š‡•‡‹’”‘˜‡‡–•ƒ‡ ‡ƒ•‹‡”ƒ†ˆƒ•–‡”–‘—•‡ǤŠ‡‡–Š‘†•ƒ†–‘‘Ž••Š‘™
ƒ†”‡ˆ‡”‡…‡†‹–Š‡•–ƒ†ƒ”†”‡’”‡•‡–†‡…ƒ†‡•‘ˆ‹’”‘˜‡‡–•–‘ Ǣ–Š‡Ž‹•–‹•‡‹–Š‡”‡šŠƒ—•–‹˜‡
nor exclusive. Users should consider the applicable methods and tools as suggestions, not requirements.
ͳ͸͵ͷͷ‹•†‡•…”‹’–‹˜‡ƒ††‹•…—••‡•…—””‡–„‡•–’”ƒ…–‹…‡„—–‹•‘–’”‡•…”‹’–‹˜‡„›”‡“—‹”‹‰•’‡…‹ϐ‹…
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 - 8.2.7Ǣ
— Part 3: Acquisition of Quantitative VOC or VOS includes sections 8.2.8 - 8.2.9Ǣ
— Part 4: Analysis of Non-Quantitative and Quantitative VOC/VOS includes sections 8.2.10 - 11Ǣ
— Part 5: Solution Strategy includes sections 12 - 14Ǣ
— Part 6: Optimization — Robust parameter design includes section 15.1Ǣ
— Part 7: Optimization — Tolerance design and output to manufacturing includes sections 15.2 - 15.3Ǣ
— Part 8: Guidelines for commercialization and life cycle includes sections 16 - 24.

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BS ISO 16355-1:2015

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 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
Š‹• ’ƒ”– ‘ˆ  ͳ͸͵ͷͷ †‡•…”‹„‡• –Š‡ “—ƒŽ‹–› ˆ—…–‹‘ †‡’Ž‘›‡– ȋ Ȍ ’”‘…‡••ǡ ‹–• ’—”’‘•‡ǡ —•‡”•ǡ
ƒ†–‘‘Ž•Ǥ–‹•‘–ƒƒƒ‰‡‡–•›•–‡•–ƒ†ƒ”†Ǥ–†‘‡•‘–’”‘˜‹†‡”‡“—‹”‡‡–•‘”‰—‹†‡Ž‹‡•ˆ‘”
‘”‰ƒ‹œƒ–‹‘•–‘†‡˜‡Ž‘’ƒ†•›•–‡ƒ–‹…ƒŽŽ›ƒƒ‰‡–Š‡‹”’‘Ž‹…‹‡•ǡ’”‘…‡••‡•ǡƒ†’”‘…‡†—”‡•‹‘”†‡”
–‘ƒ…Š‹‡˜‡•’‡…‹ϐ‹…‘„Œ‡…–‹˜‡•Ǥ
•‡”• ‘ˆ –Š‹• ’ƒ”– ‘ˆ  ͳ͸͵ͷͷ ™‹ŽŽ ‹…Ž—†‡ ƒŽŽ ‘”‰ƒ‹œƒ–‹‘ ˆ—…–‹‘• ‡…‡••ƒ”› –‘ ƒ••—”‡ …—•–‘‡”
satisfaction, including business planning, marketing, sales, research and development (R&D),
‡‰‹‡‡”‹‰ǡ ‹ˆ‘”ƒ–‹‘ –‡…Š‘Ž‘‰› ȋȌǡ ƒ—ˆƒ…–—”‹‰ǡ ’”‘…—”‡‡–ǡ “—ƒŽ‹–›ǡ ’”‘†—…–‹‘ǡ •‡”˜‹…‡ǡ
’ƒ…ƒ‰‹‰ƒ†Ž‘‰‹•–‹…•ǡ•—’’‘”–ǡ–‡•–‹‰ǡ”‡‰—Žƒ–‘”›ǡƒ†‘–Š‡”’Šƒ•‡•‹Šƒ”†™ƒ”‡ǡ•‘ˆ–™ƒ”‡ǡ•‡”˜‹…‡ǡ
ƒ†•›•–‡‘”‰ƒ‹œƒ–‹‘•Ǥ

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

͵ ‡”•ƒ††‡ϐ‹‹–‹‘•
‘”–Š‡’—”’‘•‡•‘ˆ–Š‹•†‘…—‡–ǡ–Š‡ˆ‘ŽŽ‘™‹‰–‡”•ƒ††‡ϐ‹‹–‹‘•ƒ’’Ž›Ǥ
3.1
quality function deployment
QFD
ƒƒ‰‹‰‘ˆƒŽŽ‘”‰ƒ‹œƒ–‹‘ƒŽˆ—…–‹‘•ƒ†ƒ…–‹˜‹–‹‡•–‘ƒ••—”‡’”‘†—…–“—ƒŽ‹–›
‘–‡ ͳ –‘ ‡–”›ǣ Š‡ ‘”‰ƒ‹œƒ–‹‘ ‹• ”‡•’‘•‹„Ž‡ ˆ‘” ’”‘†—…– “—ƒŽ‹–› ƒ† •–”‹˜‡• ˆ‘” ‹– ˜‹ƒ †‡ϐ‹‹‰ǡ –‡•–‹‰ǡ
building, commercializing, and supporting the product.

‘–‡ʹ–‘‡–”›ǣ‹–‡”ƒŽ†‡ϐ‹‹–‹‘‹•–Šƒ––Š‡Dz“—ƒŽ‹–›ˆ—…–‹‘dz‹•Dz†‡’Ž‘›‡†dz–‘ƒŽŽ‘–Š‡”„—•‹‡••ˆ—…–‹‘•ƒ†
†‡’ƒ”–‡–•™Š‘’Žƒ›ƒ”‘Ž‡‹ƒ••—”‹‰“—ƒŽ‹–›ƒ†…—•–‘‡”•ƒ–‹•ˆƒ…–‹‘Ǥ

3.2
voice of customer
VOC
communications from the customer
‘–‡ͳ–‘‡–”›ǣŠ‡…‘—‹…ƒ–‹‘•ˆ”‘–Š‡…—•–‘‡”ƒ›„‡˜‡”„ƒŽǡ™”‹––‡ǡ˜‹†‡‘ǡƒ—†‹‘ǡƒ‹ƒ–‹‘ǡ‘”‘–Š‡”
ˆ‘”ƒ†ƒ›„‡†‡•…”‹’–‹˜‡ǡ„‡Šƒ˜‹‘—”ƒŽǡ‘”‡–Š‘‰”ƒ’Š‹…Ǥ

‘–‡ʹ–‘‡–”›ǣCustomer‹•†‡ϐ‹‡†‹ͻͲͲͲǣʹͲͳͷǡ͵ǤʹǤͶǤ

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3.3
customer need
’‘–‡–‹ƒŽ„‡‡ϐ‹––‘ƒ…—•–‘‡”
‘–‡ͳ–‘‡–”›ǣŠ‡„‡‡ϐ‹––‘ƒ…—•–‘‡”ˆ”‘Šƒ˜‹‰–Š‡‹”’”‘„Ž‡•‘Ž˜‡†ǡ–Š‡‹”‘’’‘”–—‹–›‡ƒ„Ž‡†ǡ–Š‡‹”
image (self or to others) enhanced, or being advanced to a more desirable state.

‘–‡ʹ–‘‡–”›ǣŠ‡„‡‡ϐ‹–‹•’‘•‹–‹˜‡Ž›•–ƒ–‡†Ǥ

‘–‡͵–‘‡–”›ǣŠ‡„‡‡ϐ‹–†‡•…”‹„‡•ƒ•‹‰Ž‡‹••—‡Ǥ

‘–‡Ͷ–‘‡–”›ǣŠ‡„‡‡ϐ‹–‹•‹†‡’‡†‡–‘ˆ–Š‡’”‘†—…–‘”ˆ‡ƒ–—”‡•Ǥ

‘–‡ͷ–‘‡–”›ǣ‡‡†ƒ›„‡‡š’Ž‹…‹–‘”Žƒ–‡–Ǥ

‘–‡͸–‘‡–”›ǣCustomer‹•†‡ϐ‹‡†‹ͻͲͲͲǣʹͲͳͷǡ͵ǤʹǤͶǤ

3.4
functional requirement
…Šƒ”ƒ…–‡”‹•–‹…–Šƒ–ƒ’”‘†—…–‘”•‡”˜‹…‡‹••’‡…‹ϐ‹‡†–‘’‘••‡••
‘–‡ͳ–‘‡–”›ǣŠ‡…Šƒ”ƒ…–‡”‹•–‹……‘—Ž†„‡ƒ‹Š‡”‡–’‡”ˆ‘”ƒ…‡‘ˆ–Š‡’”‘†—…–‘”ƒƒ…–‹‘–Šƒ––Š‡’”‘†—…–
•ŠƒŽŽ„‡ƒ„Ž‡–‘ƒ……‘’Ž‹•ŠǤŠ‡ƒ‡”‹™Š‹…Š–Š‡’”‘†—…–ƒ……‘’Ž‹•Š‡•–Š‡ƒ…–‹‘•Š‘—Ž†‘–‹…Ž—†‡•’‡…‹ϐ‹…
mechanisms or internal procedures is not part of the functional requirement.

‘–‡ʹ–‘‡–”›ǣProduct‹•†‡ϐ‹‡†‹ͻͲͲͲǣʹͲͳͷǡ͵Ǥ͹Ǥ͸Ǥ

‘–‡͵–‘‡–”›ǣService‹•†‡ϐ‹‡†‹ͻͲͲͲǣʹͲͳͷǡ͵Ǥ͹Ǥ͹Ǥ

3.5
voice of stakeholder
VOS
communications from the stakeholder
‘–‡ͳ–‘‡–”›ǣŠ‡…‘—‹…ƒ–‹‘•ˆ”‘–Š‡•–ƒ‡Š‘Ž†‡”ƒ›„‡˜‡”„ƒŽǡ™”‹––‡ǡ˜‹†‡‘ǡƒ—†‹‘ǡƒ‹ƒ–‹‘ǡ‘”
‘–Š‡”ˆ‘”ƒ†ƒ›„‡†‡•…”‹’–‹˜‡ǡ„‡Šƒ˜‹‘”ƒŽǡ‘”‡–Š‘‰”ƒ’Š‹…Ǥ

‘–‡ʹ–‘‡–”›ǣStakeholder‹•†‡ϐ‹‡†‹ͻͲͲͲǣʹͲͳͷǡ͵ǤʹǤ͵Ǥ

3.6
customer gemba
location where true information is found
‘–‡ͳ–‘‡–”›ǣ
‡„ƒ‹•ƒ ƒ’ƒ‡•‡™‘”†‡ƒ‹‰–Š‡’Žƒ…‡™Š‡”‡–Š‡–”—–Š‹•†‹•…‘˜‡”‡†Ǥ‹š‹‰ƒǡ–Š‹•
—•—ƒŽŽ›”‡ˆ‡”•–‘–Š‡•Š‘’ϐŽ‘‘”™Š‡”‡‹–‡”ƒŽƒ…–‹˜‹–‹‡•–ƒ‡’Žƒ…‡Ǥ ˆ‘”‡™’”‘†—…–†‡˜‡Ž‘’‡–ǡ–Š‡
‡™’”‘†—…–†‘‡•‘–‡š‹•–›‡–ǡ•‘–Š‡‰‡„ƒ…Šƒ‰‡•–‘™Š‡”‡–Š‡…—•–‘‡”ǯ•ƒ…–‹˜‹–‹‡•‘”‡…‘—–‡”•–ƒ‡’Žƒ…‡Ǥ

‘–‡ʹ–‘‡–”›ǣŠ‡”‡ƒ›„‡‘’Š›•‹…ƒŽŽ‘…ƒ–‹‘ǡ‹Ǥ‡Ǥˆ‘”‡‘‡”…‡‘”•‘‡’”‘…‡••‡•Ǥ

‘–‡͵–‘‡–”›ǣ
‡„ƒ˜‹•‹–•Š‡Ž’†‹•…‘˜‡”—‘™”‡“—‹”‡‡–•Ǥ

3.7
hoshin kanri
‡–Š‘†ˆ‘”ƒƒ‰‡‡–ƒ††‡’Ž‘›‡–‘ˆ•–”ƒ–‡‰‹…‘”‰ƒ‹œƒ–‹‘ƒŽ’‘Ž‹…›
‘–‡ͳ–‘‡–”›ǣ‰Ž‹•Š–”ƒ•Žƒ–‹‘•‹…Ž—†‡’‘Ž‹…›ƒƒ‰‡‡–ǡ’‘Ž‹…›†‡’Ž‘›‡–ǡƒƒ‰‡‡–„›’‘Ž‹…›ǡƒ†
•–”ƒ–‡‰›†‡’Ž‘›‡–Ǥ

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4 Basic concepts of QFD

4.1 Theory and principles of QFD

—ƒŽ‹–›ˆ—…–‹‘†‡’Ž‘›‡–‹•ƒƒ’’”‘ƒ…Šˆ‘”‡•—”‹‰“—ƒŽ‹–›–Š”‘—‰Š‘—–„—–‘–‡…‡••ƒ”‹Ž›ƒ–‡ƒ…Š
stage of the product development process, starting with the initial product concept. In 1987, the co-founder
‘ˆ  ǡ ‘Œ‹ ƒ‘ǡ †‡ϐ‹‡† …‘’”‡Š‡•‹˜‡   ƒ• …‘˜‡”–‹‰ –Š‡ Dz…‘•—‡”•ǯ †‡ƒ†• ‹–‘ “—ƒŽ‹–›
…Šƒ”ƒ…–‡”‹•–‹…•ƒ††‡˜‡Ž‘’‹‰ƒ†‡•‹‰“—ƒŽ‹–›ˆ‘”–Š‡ϐ‹‹•Š‡†’”‘†—…–„›•›•–‡ƒ–‹…ƒŽŽ›†‡’Ž‘›‹‰–Š‡
”‡Žƒ–‹‘•Š‹’•„‡–™‡‡–Š‡†‡ƒ†•ƒ†–Š‡…Šƒ”ƒ…–‡”‹•–‹…•ǡ•–ƒ”–‹‰™‹–Š–Š‡“—ƒŽ‹–›‘ˆ‡ƒ…Šˆ—…–‹‘ƒŽ
…‘’‘‡– ƒ† ‡š–‡†‹‰ –Š‡ †‡’Ž‘›‡– –‘ –Š‡ “—ƒŽ‹–› ‘ˆ ‡ƒ…Š ’ƒ”– ƒ† ’”‘…‡••Ǥ Š‡ ‘˜‡”ƒŽŽ “—ƒŽ‹–›
‘ˆ–Š‡’”‘†—…–™‹ŽŽ„‡ˆ‘”‡†–Š”‘—‰Š–Š‹•‡–™‘”‘ˆ”‡Žƒ–‹‘•Š‹’•Ǥdz[2]‹…‡–Šƒ––‹‡ǡ —•‡”•Šƒ˜‡
‡š–‡†‡†   ƒ† ‹–• ƒ’’Ž‹…ƒ„Ž‡ ‡–Š‘†• ƒ† –‘‘Ž• —’•–”‡ƒ ‹ –Š‡ ’”‘†—…– †‡˜‡Ž‘’‡– ’”‘…‡•• –‘
‹‹–‹ƒŽ ’”‘Œ‡…– •–”ƒ–‡‰› ƒ† †‘™•–”‡ƒ –‘ –Š‡ …‘‡”…‹ƒŽ‹œƒ–‹‘ ƒ† ‡˜‡ ”‡–‹”‡‡– ‘ˆ –Š‡ ’”‘†—…–
ˆ”‘–Š‡ƒ”‡–ǤŠ‡‡–™‘”‘ˆ”‡Žƒ–‹‘•Š‹’•„‡…‘‡•ƒˆ”ƒ‡™‘”ˆ‘”‡™’”‘†—…–†‡˜‡Ž‘’‡–Ǥ 
can be applied to products, services, and processes (hereafter referred to as products).
•ƒ“—ƒŽ‹–›‡–Š‘†ǡ–Š‡ƒ‹‹•–‘ƒ••—”‡–Šƒ–†‡…‹•‹‘•”‡‰ƒ”†‹‰’”‘†—…–†‡˜‡Ž‘’‡–Šƒ˜‡ƒ†‡ϐ‹‡†
ƒ† ”‡’‡ƒ–ƒ„Ž‡ ’”‘…‡••ǡ ƒ”‡ „ƒ•‡† ‘ ˆƒ…–—ƒŽ ‹ˆ‘”ƒ–‹‘ǡ Šƒ˜‡ †‡ϐ‹ƒ„Ž‡ ƒ† ‡ƒ•—”‡ƒ„Ž‡ –ƒ”‰‡–•ǡ
‹˜‘Ž˜‡ƒŽŽ”‡Ž‡˜ƒ–„—•‹‡••†‡’ƒ”–‡–•ǡƒ†ˆ‘…—•ϐ‹”•–ƒ†„‡•–‡ˆˆ‘”–•™Š‡”‡–Š‡›ƒ––‡”‘•––‘
…—•–‘‡”•Ǥ   •Š‘—Ž† „‡‰‹ —’•–”‡ƒ ‹ –Š‡ ’”‘†—…– †‡˜‡Ž‘’‡– ’”‘…‡•• ‹ ‘”†‡” –‘ ƒ••—”‡ –Šƒ–
†‡…‹•‹‘•ƒ”‡ƒ†‡‹–Š‹•™ƒ›ǡƒ•†‘™•–”‡ƒ”‡™‘”…ƒ„‡…‘•–Ž›‹–‡”•‘ˆ‘‡›ƒ††‡Žƒ›•Ǥ
Š‡’”‹…‹’Ž‡•‘ˆ ƒ”‡ƒ•ˆ‘ŽŽ‘™•ǣ
ƒȌ ’”‹‘”‹–‹œ‡‹ˆ‘”ƒ–‹‘–‘ˆ‘…—•Ǣ
„Ȍ —†‡”•–ƒ†Š‘™–‘…ƒ—•‡‰‘‘†“—ƒŽ‹–›Ǣ
…Ȍ Ž‹•–‡–‘–Š‡˜‘‹…‡‘ˆ–Š‡…—•–‘‡”Ǣ
†Ȍ ‘„•‡”˜‡–Š‡…—•–‘‡”ǯ••‹–—ƒ–‹‘Ǣ
‡Ȍ …ƒ’–—”‡‹ˆ‘”ƒ–‹‘ˆ”‘‘–Š‡”•‘—”…‡•Ǣ
f) improve internal communications through the transformation of information between
perspectives.

4.2 QFD use of the word of function

‘†‡”‘”‰ƒ‹œƒ–‹‘•ǡ–Š‡Dz“—ƒŽ‹–›ˆ—…–‹‘dz•ŠƒŽŽ…‘ŽŽƒ„‘”ƒ–‡ƒ†…‘‘”†‹ƒ–‡™‹–Š‘–Š‡”ˆ—…–‹‘•
ȋƒ”‡–‹‰ǡ‡‰‹‡‡”‹‰ǡƒ—ˆƒ…–—”‹‰ǡ•‡”˜‹…‡•—’’‘”–ǡ‹ˆ‘”ƒ–‹‘–‡…Š‘Ž‘‰›ǡƒ†‘–Š‡”•‹˜‘Ž˜‡†
in product development) in order to assure customer satisfaction with the resulting product. Thus, the
“—ƒŽ‹–›ˆ—…–‹‘‹•†‡’Ž‘›‡†ȋŠ‡…‡ǡ–Š‡–‡” Ȍƒ…”‘••…”‹–‹…ƒŽ„—•‹‡••ƒ…–‹˜‹–‹‡•ƒ†‹†‡ƒŽŽ›ƒ…”‘••
the entire organization.
 Š‡–‡”ˆ—…–‹‘‹•—•‡†‹—Ž–‹’Ž‡™ƒ›•‹ ǤŠ‡ˆ‘ŽŽ‘™‹‰ƒ”‡•‘‡‘ˆ–Š‡…‘‘—•‡•Ǥ

 –Š‡ –‡” “—ƒŽ‹–› ˆ—…–‹‘ †‡’Ž‘›‡–ǡ ˆ—…–‹‘ ”‡ˆ‡”• –‘ –Š‡ ‘”‰ƒ‹œƒ–‹‘ƒŽ —‹–•ǡ ‹ –Š‹• …ƒ•‡ǡ
–Š‡ “—ƒŽ‹–› ˆ—…–‹‘ –Šƒ– ‹• ‘ˆ–‡ –ƒ•‡† ™‹–Š ’”‘…‡•• …‘–”‘Žǡ ‹’”‘˜‡‡–ǡ ‹•’‡…–‹‘ǡ ƒ† ‘–Š‡”
related activities.
–Š‡–‡”ˆ—…–‹‘†‡’Ž‘›‡–ǡˆ—…–‹‘”‡ˆ‡”•–‘’”‘†—…–ˆ—…–‹‘ǡ†‡ϐ‹‡†‹˜ƒŽ—‡‡‰‹‡‡”‹‰ƒ†
ˆ—…–‹‘ƒƒŽ›•‹•ƒ•ƒ˜‡”„ȋƒ…–‹˜‡Ȍڐ‘—ȋ‡ƒ•—”ƒ„Ž‡Ȍ–Šƒ–†‡•…”‹„‡•™Šƒ–ƒ’”‘†—…–†‘‡•„—–‘–Š‘™
it does it regardless of the level or perspective.

4.3 Spirit of QFD

 …‘‹–‡– ƒ‘‰ ƒŽŽ …”‹–‹…ƒŽ †‡’ƒ”–‡–• –‘ ™‘” –‘‰‡–Š‡” ˆ‘” –Š‡ „‡‡ϐ‹– ‘ˆ –Š‡ …—•–‘‡” ‘”
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
ƒ†‡“—ƒ–‡Ž›„›ƒŽŽ”‡Ž‡˜ƒ–•–ƒ‡Š‘Ž†‡”•Ǥ–•ŠƒŽŽ„‡˜ƒŽ‹†ƒ–‡†‹ˆ’”‘†—…–”‡“—‹”‡‡–•‡‡––Š‡‡‡†•‘ˆ
the customer or stakeholder.

4.4 Display of information

‹•—ƒŽ†‹•’Žƒ›‘ˆ‹ˆ‘”ƒ–‹‘‹’”‘˜‡•…‘—‹…ƒ–‹‘•Ǥ—‡–‘–Š‡˜ƒ”‹‘—•‘”‰ƒ‹œƒ–‹‘ƒŽˆ—…–‹‘•
‹ –Š‡   –‡ƒ ƒ† –Š‡ …‘’Ž‡š‹–› ‘ˆ –Š‡ ‹ˆ‘”ƒ–‹‘ ƒ• ‹– ϐŽ‘™• –Š”‘—‰Š –Š‡ †‡˜‡Ž‘’‡– ƒ†
…‘‡”…‹ƒŽ‹œƒ–‹‘ ’”‘…‡••ǡ ˜‹•—ƒŽ †‹•’Žƒ›• ‘ˆ –Š‡ ‹ˆ‘”ƒ–‹‘ ƒ”‡ Š‡Ž’ˆ—ŽǤ Š‹• ‹• ‡•’‡…‹ƒŽŽ› –”—‡ ‹
‰Ž‘„ƒŽ‘”‰ƒ‹œƒ–‹‘•™‹–Šƒ›Žƒ‰—ƒ‰‡•ƒ†…—Ž–—”‡•Ǥ

5 Integration of QFD and product development methods

5.1 QFD support for product development methods

–‡‰”ƒ–‹‘‘ˆ ‹–‘‡™’”‘†—…–†‡˜‡Ž‘’‡–’”‘…‡••‡•‹•„‘–Š†‡•‹”ƒ„Ž‡ƒ†’‘••‹„Ž‡Ǥ—……‡••ˆ—Ž
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.
Š‹• ƒ› „‡ †‘‡ ƒ– ƒ ‡–‡”’”‹•‡ Ž‡˜‡Žǡ „—•‹‡•• ‰”‘—’ Ž‡˜‡Žǡ ’”‘Œ‡…– Ž‡˜‡Žǡ ‘” –‡…Š‘Ž‘‰› Ž‡˜‡ŽǤ Š‹•
‹–‡‰”ƒ–‹‘•Š‘—Ž†„‡‰—‹†‡†„›ƒ ‡š’‡”–ˆƒ‹Ž‹ƒ”™‹–Š–Š‡•‡‡–Š‘†•Ǥ
ͳ   ‹• †‡•‹‰‡† –‘ Ž‹ –‘‰‡–Š‡” –Š‡ ˜ƒ”‹‘—• ’Šƒ•‡• ‘ˆ ’”‘†—…– †‡˜‡Ž‘’‡– •—…Š ƒ• •–”ƒ–‡‰›ǡ
’‘”–ˆ‘Ž‹‘ǡƒ”‡–‹‰ǡ…‘’‡–‹–‹˜‡‡••ǡ•›•–‡•ǡ˜‘‹…‡‘ˆ…—•–‘‡”ǡ”‡“—‹”‡‡–•ƒƒŽ›•‹•ǡ…‘…‡’–†‡˜‡Ž‘’‡–ǡ
‘’–‹‹œƒ–‹‘ǡ…Šƒ‰‡ƒƒ‰‡‡–ǡ”‡Ž‹ƒ„‹Ž‹–›ǡ…‘•–ǡ•ƒˆ‡–›ǡƒ—ˆƒ…–—”‹‰ǡ•—’’‘”–ǡŽ‘‰‹•–‹…•ǡ“—ƒŽ‹–›ǡƒ†‘–Š‡”
’”‘†—…–†‡˜‡Ž‘’‡–’Šƒ•‡•ǤŠ‹•Ž‹‹‰ƒ••—”‡•–Šƒ–’”‹‘”‹–‹‡•ƒ–‡ƒ…Š’Šƒ•‡ƒ”‡•—’’‘”–‡†„›†‘™•–”‡ƒ
’Šƒ•‡•ƒ††‡…‹•‹‘•ƒ–‡ƒ…Š’Šƒ•‡…ƒ„‡˜‹‡™‡†ˆ‘”–Š‡‹”‹’ƒ…–‘—’•–”‡ƒ’Šƒ•‡•Ǥ–Š‹•™ƒ›ǡ ‹’”‘˜‡•
„‘–Š–Š‡’”‘†—…–ƒ†–Š‡’”‘…‡••„›™Š‹…Š‹–‹•…”‡ƒ–‡†Ǥ

ʹ  …ƒ‹–‡‰”ƒ–‡–‘‘Ž•ƒ†‡–Š‘†•ˆ”‘†‹ˆˆ‡”‡–‡™’”‘†—…–†‡˜‡Ž‘’‡–’”‘…‡••‡•Ǥ‘˜‡”•‡Ž›ǡ
†‹ˆˆ‡”‡–‡™’”‘†—…–†‡˜‡Ž‘’‡–’”‘…‡••‡•…ƒ—–‹Ž‹œ‡ –‘‘Ž•ƒ†‡–Š‘†•Ǥ

͵ Š‡ ƒ’’Ž‹…ƒ„Ž‡ –‘‘Ž• Ž‹•–• ƒ”‡ ‘– ‡šŠƒ—•–‹˜‡Ǥ Š‡› ƒ”‡ ‡ƒ– –‘ ‹ŽŽ—•–”ƒ–‡ –‘‘Ž• –Šƒ– Šƒ˜‡ „‡‡
‡ˆˆ‡…–‹˜‡Ž›—•‡†‹ Ǥ–Š‡”–‘‘Ž•‹‰Š–ƒŽ•‘„‡—•‡ˆ—Žƒ……‘”†‹‰–‘–Š‡’”‘Œ‡…–Ǥ

5.2 Flow of product development with QFD

ͷǤʹǤͳ ”‰ƒ‹œƒ–‹‘‘ˆ–Š‡ ϐŽ‘™

Š‡ϐŽ‘™‘ˆ ‡–Š‘†•ƒ†–‘‘Ž•ƒ›˜ƒ”›ƒ……‘”†‹‰–‘–Š‡‘”‰ƒ‹œƒ–‹‘ƒ†’”‘Œ‡…–”‡“—‹”‡‡–•Ǥ
›’‹…ƒŽŽ›ǡ–Š‡›„‡‰‹™‹–Š„”‘ƒ†…‘…‡”•ƒ†–Š”‘—‰Š’”‹‘”‹–‹œƒ–‹‘ϐŽ‘™†‘™–‘•’‡…‹ϐ‹…•ǤFigure 1
illustrates the organization of the clauses of this part of ISO 16355. Each box describes the general stage
‹ ’”‘†—…– †‡˜‡Ž‘’‡– •—…Š ƒ• ’”‘Œ‡…–ǡ …—•–‘‡”•ǡ ƒ† •‘ ˆ‘”–ŠǤ ‹–Š‹ ‡ƒ…Š „‘š ƒ”‡ •’‡…‹ϐ‹… •–‡’•
ƒ†–Š‡‹””‡•’‡…–‹˜‡…Žƒ—•‡—„‡”••—…Šƒ•Dz8.2.1†‡–‹ˆ›…—•–‘‡”•dzƒ†•‘ˆ‘”–ŠǤƒ–‡”‹–Š‹•’ƒ”–
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)  –ƒ‰‡Ǧ
ƒ–‡̻‹• ƒ ‡šƒ’Ž‡ ‘ˆ ƒ •—‹–ƒ„Ž‡ ’”‘†—…– ƒ˜ƒ‹Žƒ„Ž‡ …‘‡”…‹ƒŽŽ›Ǥ Š‹• ‹ˆ‘”ƒ–‹‘ ‹• ‰‹˜‡ ˆ‘” –Š‡
…‘˜‡‹‡…‡‘ˆ—•‡”•‘ˆ–Š‹•†‘…—‡–ƒ††‘‡•‘–…‘•–‹–—–‡ƒ‡†‘”•‡‡–„›‘ˆ–Š‹•’”‘†—…–Ǥ

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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
  ’”‘Œ‡…–• …ƒ ‡…‘’ƒ•• ‡™ †‡˜‡Ž‘’‡–•ǡ ƒ• ™‡ŽŽ ƒ• ‰‡‡”ƒ–‹‘ƒŽ ‹’”‘˜‡‡–• –‘ ‡š‹•–‹‰
products.
ƒȌ   …ƒ „‡ ƒ’’Ž‹‡† –‘ „‘–Š ‡š‹•–‹‰ ƒ† ‡™ ƒ”‡–•ǡ ƒ• ™‡ŽŽ ƒ• –‘ „‘–Š ‡š‹•–‹‰ ƒ† ‡™
technologies.
„Ȍ  ’”‘Œ‡…–•…ƒ„‡†”‹˜‡„›‡š–‡”ƒŽ•‘—”…‡••—…Šƒ•ƒ”‡–ƒ†…—•–‘‡”†‡ƒ†•ǡ…‘’‡–‹–‹˜‡
–Š”‡ƒ–•‘”‘’’‘”–—‹–‹‡•ǡ–‡…Š‘Ž‘‰›…Šƒ‰‡ǡ”‡‰—Žƒ–‘”›…Šƒ‰‡•ǡƒ†‘–Š‡”‡š–‡”ƒŽˆƒ…–‘”•ǡƒ•™‡ŽŽ
as internal sources such as cost reduction, manufacturing opportunities, new materials, knowledge
management, and other internal factors.
…Ȍ   ’”‘Œ‡…–• …ƒ ˆ‘…—• ‘ Šƒ”†™ƒ”‡ǡ •‡”˜‹…‡ǡ •‘ˆ–™ƒ”‡ǡ •‘ˆ–™ƒ”‡ ƒ• ƒ •‡”˜‹…‡ǡ ’”‘…‡••ǡ •›•–‡•ǡ
‹–‡”ˆƒ…‡ǡ ‘” •‘‡ …‘„‹ƒ–‹‘Ǥ Š‡› …ƒ „‡ ‡‹–Š‡” „—•‹‡••Ǧ–‘Ǧ…‘•—‡” ȋʹȌ ‘” „—•‹‡••Ǧ–‘Ǧ
„—•‹‡••ȋʹȌǤ‹‰ǡ…‘’Ž‡š’”‘Œ‡…–•ƒ›„‡‡ϐ‹–ˆ”‘‹…”‡ƒ•‡†…—•–‘‡”‹˜‘Ž˜‡‡–Ǥ‡–Š‘†•
•—…Šƒ•…‘–‹—‘—• ȋ•‡‡A.25Ȍƒ›„‡Š‡Ž’ˆ—ŽǤ
†Ȍ  ’”‘Œ‡…–•…ƒ„‡ƒ’’Ž‹‡†ƒ–ƒ›Ž‡˜‡Žǣ•‘…‹‡–ƒŽǡ‡˜‹”‘‡–ƒŽǡ‡†’”‘†—…–ǡ•›•–‡ǡ•—„•›•–‡ǡ
…‘’‘‡–ǡ ’”‘†—…–‹‘ǡ ƒ–‡”‹ƒŽǡ ’”‘…‡••ǡ •‡”˜‹…‡ ’”‘…‡••ǡ •—’’‘”–ǡ ‘” •—’’Ž‹‡”Ǥ ”‘Œ‡…–• ƒ›
’”‘‰”‡••—’•–”‡ƒˆ”‘‹…”‘†‡–ƒ‹Ž–‘ƒ…”‘•›•–‡•ǡ†‘™•–”‡ƒˆ”‘ƒ…”‘–‘‹…”‘ǡ‘”‡š’ƒ†
‘—–™ƒ”†ˆ”‘ƒ‹†•–”‡ƒŽ‡˜‡ŽǤ ’”‘Œ‡…–•ƒ›Šƒ˜‡†‡ϐ‹‡†Žƒ—…Š‡•‘”ƒ›„‡…‘–‹—‘—•Ǥ
‡Ȍ   ƒ› „‡ ‡’Ž‘›‡† ƒ– ƒ› ƒƒ‰‡‡– Ž‡˜‡Ž ˆ”‘ „—•‹‡•• ‘’‡”ƒ–‹‘• –‘ •–”ƒ–‡‰‹… „—•‹‡••
planning and control.
ˆȌ   ’”‘Œ‡…–• ƒ› „‡ —•‡† –‘ †‘…—‡– ƒ† ’”‡•‡”˜‡ ƒ”‡– ƒ† –‡…Š‹…ƒŽ ‘™Ž‡†‰‡ ‘ˆ –Š‡
organization.
Š‡ –‘‘Ž•ƒ†–Š‡•‡“—‡…‡‹™Š‹…Š–Š‡›ƒ”‡—•‡†•Š‘—Ž†„‡ƒ†ƒ’–‡†–‘–Š‡–›’‡‘ˆ’”‘Œ‡…–Ǥ

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Š‡ –‘‘Ž•ƒ†•‡“—‡…‡•Š‘—Ž†„‡ƒ†ƒ’–‡†–‘–Š‡ƒƒ‰‡‡–•–”—…–—”‡ƒ†…—Ž–—”‡ƒ†’”‘„Ž‡•
of each organization to improve participation, integration, and long-term utilization of the method.
Š‡”‡‹•‘Dz‘‡™ƒ›dz–‘†‘ –Šƒ–ϐ‹–•ƒŽŽ‘”‰ƒ‹œƒ–‹‘•Ǥ
 –‘‘Ž•ƒ†•‡“—‡…‡Šƒ˜‡‡˜‘Ž˜‡†•‹…‡–Š‡ϐ‹”•–•–—†‹‡•‹–Š‡ͳͻ͸Ͳ•‹–Š‡ƒ—–‘‘„‹Ž‡’ƒ”–•‹†—•–”›
–Šƒ– —•‡† •‹’Ž‡ †‹ƒ‰”ƒ• ƒ† ƒ–”‹…‡• –‘ ‹†‡–‹ˆ› †‡•‹‰ ‡Ž‡‡–• ƒ† †‘™•–”‡ƒ ƒ—ˆƒ…–—”‹‰
details. When end-user products, non-manufactured products such as service and software, and business
’”‘…‡••‡•„‡‰ƒ—•‹‰ ǡƒ††‹–‹‘ƒŽ–‘‘Ž•™‡”‡ƒ††‡†–‘ƒ††”‡••Š—ƒ–ƒ••ǡ‹ˆ‘”ƒ–‹‘ǡƒ†‘–Š‡”
complexities (see A.22ȌǤ‘”‡”‡…‡–›‡ƒ”•ǡ‘”‰ƒ‹œƒ–‹‘ƒŽ”‡•‘—”…‡…‘•–”ƒ‹–•Šƒ˜‡Ž‡†–‘ƒ“—‹…‡”
ƒ’’”‘ƒ…Š–Šƒ–ƒ††”‡••‡•„‘–Š…‘’Ž‡š‹–›ƒ†•’‡‡†ȋ•‡‡A.23ȌǤ–‹•…‘•‹•–‡–™‹–Š“—ƒŽ‹–›‡–Š‘†•‹
‰‡‡”ƒŽ ƒ† ™‹–Š …—•–‘‡”Ǧ†”‹˜‡ ‡–Š‘†• Ž‹‡   ‹ ’ƒ”–‹…—Žƒ” –Šƒ– –Š‡ ‡–Š‘†• ƒ† –‘‘Ž• •Š‘—Ž†
evolve and adapt to the ever-changing business environment of its practitioners, in order for them to
”‡ƒ‹˜‹ƒ„Ž‡ƒ†’”ƒ…–‹…ƒ„Ž‡ǤŠ‹•‡˜‘Ž—–‹‘‹•†‡‘•–”ƒ–‡†‹–Š‡‹„Ž‹‘‰”ƒ’Š›‘ˆ…ƒ•‡•–—†‹‡•Ǥ
  ‹•‘–ƒ‡–Š‘†–‘†‡•‹‰ƒ’”‘†—…–‘”’”‘…‡••Ǣ‹–‹•ƒ‹ˆ”ƒ•–”—…–—”‡–‘‡•—”‡–Š‡’”‘†—…–‘”
’”‘…‡•••ƒ–‹•ϐ‹‡•…—•–‘‡”•Ǥ

6.2 Applicable methods and tools

ƒȌ ›•–‡•‡‰‹‡‡”‹‰
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
‰Ȍ ‘–‹—‘—• ȋ•‡‡A.25)

7 QFD team membership

7.1 QFD uses cross-functional teams

Š‡„ƒ•‹……‘…‡’–‘ˆ ‹•–‘‡•—”‡“—ƒŽ‹–›–Š”‘—‰Š‘—–‡ƒ…Š•–ƒ‰‡‘ˆ–Š‡’”‘†—…–†‡˜‡Ž‘’‡–’”‘…‡••
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

‘”‡–‡ƒ‡„‡”••Š‘—Ž†”‡’”‡•‡–„—•‹‡••ˆ—…–‹‘•‡‡†‡†ˆ‘”–Š‡’”‘Œ‡…–ǤŠ‡›•Š‘—Ž†‡š–‡†
end-to-end across the development and commercialization process to prevent information gaps from
diminishing customer satisfaction.

7.3 Subject matter experts

—„Œ‡…–ƒ––‡”‡š’‡”–•™Š‘•‡•’‡…‹ƒŽ‹–›‹•”‡“—‹”‡†–‘†‡˜‡Ž‘’ƒ†”‡˜‹‡™”‡“—‹”‡‡–•ƒ›„‡‹˜‹–‡†
ƒ•–Š‡’”‘Œ‡…–”‡“—‹”‡‡–•ϐŽ‘™†‘™–‘†‹ˆˆ‡”‡–†‡’ƒ”–‡–•‹–Š‡‘”‰ƒ‹œƒ–‹‘Ǥ‘‘‡š’‡”–•
‹…Ž—†‡ ƒ”‡–‹‰ ȋ…‘•—‡” ‹•‹‰Š–•ǡ …‘•—‡” ‡š’‡”‹‡…‡ǡ •–ƒ–‹•–‹…‹ƒ•ǡ …‘Œ‘‹– ƒƒŽ›•‹•ǡ •—”˜‡›
design, and other marketing areas), engineering (electronics, components, value engineers, software,
materials, packaging, and other engineering areas), manufacturing (stamping, forming, equipment,
•—’’Ž›ǡ‹†—•–”‹ƒŽǡƒ†‘–Š‡”ƒ—ˆƒ…–—”‹‰ƒ”‡ƒ•Ȍǡ“—ƒŽ‹–›ȋ‹š‹‰ƒǡ•–ƒ–‹•–‹…‹ƒ•ǡ‹•’‡…–‹‘ǡ‰ƒ‰‡ǡ

2)  –ƒ‰‡Ǧ
ƒ–‡̻‹• ƒ ‡šƒ’Ž‡ ‘ˆ ƒ •—‹–ƒ„Ž‡ ’”‘†—…– ƒ˜ƒ‹Žƒ„Ž‡ …‘‡”…‹ƒŽŽ›Ǥ Š‹• ‹ˆ‘”ƒ–‹‘ ‹• ‰‹˜‡ ˆ‘” –Š‡
…‘˜‡‹‡…‡‘ˆ—•‡”•‘ˆ–Š‹•†‘…—‡–ƒ††‘‡•‘–…‘•–‹–—–‡ƒ‡†‘”•‡‡–„›‘ˆ–Š‹•’”‘†—…–Ǥ

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†‡•‹‰‘ˆ‡š’‡”‹‡–•ǡ•—’’Ž‹‡”“—ƒŽ‹–›ǡƒ†‘–Š‡”ƒ”‡ƒ•ƒ…–‹˜‹–‹‡•Ȍǡ•‡”˜‹…‡•ȋ–‡…Š‹…ƒŽ™”‹–‡”•ǡ–‡…Š‹…ƒŽ
support, phone centers, and other service areas), as well as other areas of expertise.

7.4 QFD team leadership

 –‡ƒŽ‡ƒ†‡”•‘”‘†‡”ƒ–‘”••Š‘—Ž†„‡–”ƒ‹‡†‹–Š‡ –‘‘Ž•ƒ†‡–Š‘†•‹‘”†‡”–‘‡ˆˆ‡…–‹˜‡Ž›
Ž‡ƒ† –Š‡   ’”‘Œ‡…–Ǥ ††‹–‹‘ƒŽ –‘‘Ž•ǡ ƒ• ‹†‡–‹ϐ‹‡† ‹ –Š‡ ƒ’’‡†‹…‡•ǡ ƒ› „‡ —•‡ˆ—ŽǤ ƒ•‹… –‡ƒ
facilitation and moderation skills are recommended.
Š‡ –‡ƒŽ‡ƒ†‡”•Š‘—Ž†–ƒ‡ƒ’‘•‹–‹‘‘ˆ„‡‹‰ˆ—…–‹‘Ǧƒ‰‘•–‹…•‘ƒ•–‘”‡ƒ‹‡—–”ƒŽ–‘ƒ›
„—•‹‡••†‡’ƒ”–‡–‘”ƒ…–‹˜‹–›Ǥ

8 QFD voices

8.1 Voice of business

8.1.1 ‹…‡ ‹•ƒ’’Ž‹‡†–‘’”‘Œ‡…–•ǡ–Š‡•‡’”‘Œ‡…–•Šƒ˜‡ƒ›‰‘ƒŽ•‘”‘„Œ‡…–‹˜‡•ˆ‘”–Š‡‘”‰ƒ‹œƒ–‹‘Ǥ

‘•–”ƒ‹–•ƒ›ƒŽ•‘‡š‹•–ǤŠ‡•‡‰‘ƒŽ•ƒ›†‡”‹˜‡ˆ”‘†‡˜‡Ž‘’‡–†‡…‹•‹‘•ƒ†„—•‹‡•••–”ƒ–‡‰›Ǥ

8.1.2 —•‹‡••ƒ†’”‘Œ‡…–‰‘ƒŽ•ƒ›‹…Ž—†‡ϐ‹ƒ…‹ƒŽ–ƒ”‰‡–••—…Šƒ•”‡˜‡—‡ǡ’”‘ϐ‹–ǡƒ†ˆƒ…‹Ž‹–›ƒ†
”‡•‘—”…‡‘’–‹‹œƒ–‹‘ǡƒ”‡–‹‰–ƒ”‰‡–••—…Šƒ•ƒ”‡–‘’’‘”–—‹–›ǡƒ”‡–•Šƒ”‡ǡƒ”‡–‰”‘™–Šǡƒ†
competitiveness, and others.

8.1.3 ‘•–”ƒ‹–• ƒ› ‹…Ž—†‡ –‹‡Ȁ•…Š‡†—Ž‡ǡ Š—ƒ ”‡•‘—”…‡• ƒ† –‡…Š‹…ƒŽ ‡š’‡”–‹•‡ǡ ƒ†
cost/investment.

 ‹•ƒ“—ƒŽ‹–›‡–Š‘†ǡ•‘–Š‡‰‘ƒŽ•ƒ†…‘•–”ƒ‹–••Š‘—Ž†‹…Ž—†‡ƒ‡–”‹…ƒ†‡ƒ•—”‡‡–‡–Š‘†ǡ
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

ͳȌ ‘•Š‹ƒ”‹ȋ’‘Ž‹…›ƒƒ‰‡‡–Ȍ
ʹȌ ‘”–‡”ϐ‹˜‡ˆ‘”…‡ƒƒŽ›•‹•
3) Kotler’s market portfolio planning
ͶȌ Ž—‡…‡ƒ–”ƒ–‡‰›
ͷȌ ‡™ƒ…Š‡•–‡”•–”ƒ–‡‰›ˆ‘”•ƒŽ‡•ƒ†ƒ”‡–‹‰
b) Balanced scorecard
…Ȍ ”‘Œ‡…–’”‹‘”‹–‹œƒ–‹‘ƒ†•‡Ž‡…–‹‘—•‹‰–Š‡ƒƒŽ›–‹…Š‹‡”ƒ”…Š›’”‘…‡••ȋȌ
d) Project goals table (see A.2)
e) Project goals prioritization with AHP (see A.3)
ˆȌ ‡–‡”ƒ”…Š›†‹ƒ‰”ƒ

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8.1.5 Project scope

Š‡’”‘Œ‡…–•Š‘—Ž†ƒŽ•‘Šƒ˜‡ƒ…Ž‡ƒ”Ž›†‡ϐ‹‡†•…‘’‡‹‘”†‡”–‘’”‡˜‡–•…‘’‡†”‹ˆ–ƒ†…”‡‡’Ǥ
 ˆ–‡”ƒ”‡–‹ˆ‘”ƒ–‹‘‹•ƒ…“—‹”‡†ǡ–Š‡•…‘’‡…ƒ„‡ƒ†Œ—•–‡†–‘”‡ϐŽ‡…–‡™‹ˆ‘”ƒ–‹‘”‡‰ƒ”†‹‰
demand and competition.

8.1.6 Applicable methods and tools

ƒȌ …‘’‡„‘—†ƒ”›ƒƒŽ›•‹•ȋ•‡‡A.4)
b) Process beginning/end table (see A.5)

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

ͺǤʹǤͳ ‡ϐ‹‹–‹‘‘ˆ…—•–‘‡”‘”•–ƒ‡Š‘Ž†‡”

’”‘†—…–’”‘˜‹†‡•„‡‡ϐ‹––‘‘‡‘”‘”‡…—•–‘‡”•ǤŠ‡”‡ƒ›ƒŽ•‘„‡ƒ…Šƒ‹‘ˆ‹˜‘Ž˜‡†…—•–‘‡”•
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
ƒ•Š—ƒ”‡•‘—”…‡•ǡƒ—ˆƒ…–—”‹‰ǡƒ†‘–Š‡”†‡’ƒ”–‡–•™Š‘”‡ϐŽ‡…––Š‡—†‡”Ž›‹‰…—•–‘‡”˜ƒŽ—‡
‡–™‘”‘ˆ†‡Ž‹˜‡”›‘ˆ–Š‡’”‘†—…––‘–Š‡—•‡”ǤŠ‡”‡Žƒ–‹‘•Š‹’•ƒ‘‰–Š‡•‡˜ƒ”‹‘—•…—•–‘‡”••Š‘—Ž†
„‡…Žƒ”‹ϐ‹‡†ǤŠ‡ƒ›…—•–‘‡”•‡š‹•–ǡ–Š‡›ƒ›„‡’”‹‘”‹–‹œ‡†‹‘”†‡”–‘ˆ‘…—•”‡•‘—”…‡•ϐ‹”•–‘
Š‹‰ŠǦ’”‹‘”‹–›…—•–‘‡”•Ǥ

8.2.2 Applicable methods and tools

a) Value chain mapping

„Ȍ ƒŽ›–‹…Š‹‡”ƒ”…Š›’”‘…‡••ȋȌȋ•‡‡A.13)
c) User personae
†Ȍ –ƒ‡Š‘Ž†‡”ƒƒŽ›•‹•

8.2.3 Marketing perspective and engineering perspective

‘” ’”‘†—…– †‡˜‡Ž‘’‡–ǡ …—•–‘‡”• ‘” •–ƒ‡Š‘Ž†‡”• •Š‘—Ž† „‡ †‡ϐ‹‡† ˆ”‘ „‘–Š ƒ ƒ”‡–‹‰
perspective (channel, region, size, and other related demographics) and an engineering perspective
ȋ™Š‘ǡ™Šƒ–ǡ™Š‡ǡ™Š‡”‡ǡ™Š›ǡƒ†Š‘™–Š‡’”‘†—…–™‹ŽŽ„‡‘”…‘—Ž†„‡—•‡†ȌǤ
NOTE Product use modes might be important in studies for parameter design for robust products and
ˆ‘””‡Ž‹ƒ„‹Ž‹–›Ǥ

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-
’”‹‘”‹–›…—•–‘‡”•™Š‘•‡•ƒ–‹•ˆƒ…–‹‘‹•‘•–…”‹–‹…ƒŽ–‘ƒ…Š‹‡˜‹‰–Š‡„—•‹‡••ƒ†’”‘Œ‡…–‰‘ƒŽ•Ǥ
—•–‘‡”‹†‡–‹ϐ‹…ƒ–‹‘ƒ†’”‹‘”‹–‹œƒ–‹‘•Š‘—Ž†„‡„ƒ•‡†‘•–ƒ–‹•–‹…ƒŽ‹ˆ‘”ƒ–‹‘Ǥ

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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)
…Ȍ Ž—•–‡”ƒƒŽ›•‹•
†Ȍ ƒ…–‘”ƒƒŽ›•‹•
‡Ȍ –ƒ‡Š‘Ž†‡”ƒƒŽ›•‹•

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
…‘’Žƒ‹–•ǡ ‡‡†•ǡ ˆ—…–‹‘ƒŽ ”‡“—‹”‡‡–•ǡ ’‡”ˆ‘”ƒ…‡ •’‡…‹ϐ‹…ƒ–‹‘• ƒ† –ƒ”‰‡–•ǡ •‘Ž—–‹‘•ǡ
components, materials, activities, information, and other customer or stakeholder statements. To be
‘•–—•‡ˆ—Žǡ–Š‡•‡ƒ›„‡•‘”–‡†ǡƒƒŽ›•‡†ǡ•–”—…–—”‡†ǡ“—ƒ–‹ϐ‹‡†ǡƒ†’”‹‘”‹–‹œ‡†„›‡›…—•–‘‡”•Ǥ

8.2.8 Sources of VOC and VOS

ƒ†ƒ›„‡ƒ…“—‹”‡†–Š”‘—‰Š–Š‡ƒ’’Ž‹…ƒ„Ž‡‡–Š‘†•ƒ†–‘‘Ž•Ǥ
‘‹…‡‘ˆ…—•–‘‡”‘”•–ƒ‡Š‘Ž†‡”ƒ›„‡‘„–ƒ‹‡†–Š”‘—‰Š‘Ǧ“—ƒ–‹–ƒ–‹˜‡ƒ†“—ƒ–‹–ƒ–‹˜‡‡–Š‘†•
„‡Ž‘™Ǥ—”˜‡›••Š‘—Ž†„‡’”‘’‡”Ž›†‡•‹‰‡†ǡ–‡•–‡†ǡƒ†‡˜ƒŽ—ƒ–‡†Ǥ

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)
†Ȍ —•–‘‡”•—’’‘”–ƒ†Š‡Ž’•›•–‡•
e) Focus groups
f) Social media
‰Ȍ —‡•–‹‘ƒ‹”‡•
h) Interviews
‹Ȍ —•–‘‡”•ƒ–‹•ˆƒ…–‹‘•—”˜‡›•
ŒȌ ‡ƒ†—•‡”ƒƒŽ›•‹•
Ȍ ƒ””ƒ–›”‡–—”•ǡ…‘’Žƒ‹–•
l) Conference papers, reports, and studies
m) Sales call reports
n) Technical visits and maintenance records
‘Ȍ ‘–‹—‘—• ȋA.25)
p) Design thinking
“Ȍ ‹‰†ƒ–ƒƒƒŽ›–‹…•

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8.2.10 Translating VOC/VOS into customer needs

  ’”‘Œ‡…– –‡ƒ• …‘•–”ƒ‹‡† „› ”‡•‘—”…‡•ǡ „—†‰‡–ǡ ƒ† –‹‡ •ŠƒŽŽ ˆ‘…—• –Š‡‹” ‡ˆˆ‘”–• ™Š‡”‡ –Š‡›
ƒ––‡” ‘•– –‘ –Š‡ …—•–‘‡”Ǥ Š‡ …—•–‘‡”ǡ ‘– –Š‡   –‡ƒǡ •Š‘—Ž† †‡–‡”‹‡ –Š‡•‡ ’”‹‘”‹–‹‡•
whenever possible. To get accurate priorities, VOC should be translated into an information set about
which the customer has greater domain knowledge – customer needs.
—•–‘‡”‡‡†•ƒ”‡†‡ϐ‹‡†‹ ƒ•„‡‹‰„‡‡ϐ‹–•–Š‡…—•–‘‡””‡…‡‹˜‡•™Š‡–Š‡‹”’”‘„Ž‡•ƒ”‡
solved, their opportunities are enabled, or their image (self and to others) is enhanced, independent
‘ˆ –Š‡ •’‡…‹ϐ‹… ’”‘†—…– ‘” •‘Ž—–‹‘Ǥ Š‡ ’—”’‘•‡ ‹• –‘ †‡”‹˜‡ –”—‡ …—•–‘‡” ‡‡†• ‹†‡–‹ˆ›‹‰ ƒ†
•‡’ƒ”ƒ–‹‰ …—•–‘‡” ˆ”‘ ’‘••‹„Ž‡ •‘Ž—–‹‘• •’‡…‹ϐ‹‡† „› –Š‡ …—•–‘‡” ‘” –Š‡ ’”‘†—…– †‡˜‡Ž‘’‡–
–‡ƒǤ Ž‡ƒ” •‡’ƒ”ƒ–‹‘ ‘ˆ ‡‡†• ƒ† •‘Ž—–‹‘• Ž‡ƒ†• –‘ ‘”‡ ϐŽ‡š‹„‹Ž‹–› ƒ† ‹‘˜ƒ–‹‘ ‹ ϐ‹†‹‰
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
†Ȍ ‘–‹—‘—• ȋ•‡‡A.25)

9 Structuring information sets

9.1 General
‘ ‘„–ƒ‹ ƒ……—”ƒ–‡ǡ —„‹ƒ•‡†ǡ ƒ† —ƒ„‹‰—‘—• ’”‹‘”‹–‹œƒ–‹‘ ƒ† “—ƒ–‹ϐ‹…ƒ–‹‘ ƒ† –‘ ”‡†—…‡ –Š‡
effort of both customers and team members to obtain, these information should be organized into a
Ž‘‰‹…ƒŽ•–”—…–—”‡Ǥ–”—…–—”‹‰•Š‘—Ž†„‡†‘‡„›‡„‡”•‘ˆ–Š‡‰”‘—’–Šƒ–Dz‘™dz–Š‡‹ˆ‘”ƒ–‹‘•‡–
and have greater domain knowledge.
—•–‘‡”‡‡†••Š‘—Ž†„‡•–”—…–—”‡†„›–Š‡…—•–‘‡”Ǥ
ˆ‘”ƒ–‹‘ •‡– •–”—…–—”‹‰ •Š‘—Ž† ƒ••—”‡ –Šƒ– ‹ˆ‘”ƒ–‹‘ ‰”‘—’• ƒ”‡ —–—ƒŽŽ› ‡š…Ž—•‹˜‡ ƒ†
…‘ŽŽ‡…–‹˜‡Ž›‡šŠƒ—•–‹˜‡ȋȌ–‘‡•—”‡‘‘˜‡”Žƒ’’‹‰‘”‹••‹‰‡Ž‡‡–•Ǥ˜‡”Žƒ’’‹‰‘”‹••‹‰
‡Ž‡‡–•…ƒ”‡†—…‡–Š‡ƒ……—”ƒ…›‘ˆŽƒ–‡”ƒƒŽ›•‡••—…Šƒ•’”‹‘”‹–‹œƒ–‹‘Ǥ

9.2 Applicable tools and methods

ƒȌ ˆϐ‹‹–›†‹ƒ‰”ƒȋ•‡‡A.11)
„Ȍ ‹‡”ƒ”…Š›†‹ƒ‰”ƒȋ•‡‡A.12)
c) Networks
†Ȍ ‡–‡”ƒ”…Š›†‹ƒ‰”ƒȋ‡–™‘”‘ˆ‡Ž‡‡–••Šƒ”‹‰…‘‘‡Ž‡‡–•‹™Š‹…Š‡ƒ…Š‡Ž‡‡–•Šƒ”‡•
–Š‡•ƒ‡Š‘”‹œ‘–ƒŽ’‘•‹–‹‘‘ˆ’‘™‡”ƒ†ƒ—–Š‘”‹–›Ȍ
e) Mind maps
ˆȌ ‡›‡‡†•ƒƒŽ›•‹•

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10 Prioritization

10.1 General
‘”†‡”–‘ˆ‘…—•™Š‡”‡ƒš‹—„‡‡ϐ‹––‘…—•–‘‡”•‘”•–ƒ‡Š‘Ž†‡”•‹•’”‘˜‹†‡†™‹–Š‹‹ƒŽ‡ˆˆ‘”–
„›–Š‡ –‡ƒǡ’”‹‘”‹–‹œƒ–‹‘‘ˆ–Š‡‹ˆ‘”ƒ–‹‘•‡–•Š‘—Ž†‘–„‡‡‰Ž‡…–‡†Ǥ
”‹‘”‹–‹œƒ–‹‘•Š‘—Ž†„‡†‘‡„›–Š‡‰”‘—’–Šƒ–Dz‘™•dz–Š‡‹ˆ‘”ƒ–‹‘Ǥ
—•–‘‡”‡‡†••Š‘—Ž†„‡’”‹‘”‹–‹œ‡†„›–Š‡…—•–‘‡”Ǥ
”‹‘”‹–‹‡••Š‘—Ž†„‡ƒ•ƒ……—”ƒ–‡ǡ—„‹ƒ•‡†ǡƒ†—ƒ„‹‰—‘—•ƒ•’‘••‹„Ž‡ƒ•–Š‡›ƒ›•‡”˜‡Žƒ–‡” 
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

ƒȌ ƒŽ›–‹…Š‹‡”ƒ”…Š›’”‘…‡••ȋȌȋA.13)
„Ȍ ƒŽ›–‹…‡–™‘”’”‘…‡••ȋȌ
…Ȍ —œœ›
†Ȍ —œœ›
‡Ȍ ‘–‹—‘—• ȋA.25)

ͳͳ —ƒ–‹ϐ‹…ƒ–‹‘

11.1 General
—ƒ–‹ϐ‹…ƒ–‹‘ ‘ˆ …—•–‘‡” ‡‡†• ƒ› ‹…Ž—†‡ …—•–‘‡” …—””‡– ƒ† Š‘’‡†Ǧˆ‘” •ƒ–‹•ˆƒ…–‹‘ Ž‡˜‡Ž•ǡ
customer scoring of the magnitude of current product and benchmarking competitive alternatives, and
‘–Š‡”ˆƒ…–‘”•–Šƒ–”‡ϐŽ‡…–…—•–‘‡”˜ƒŽ—‡Ǥ—ƒ–‹ϐ‹…ƒ–‹‘‘ˆ…—•–‘‡”‡‡†•ƒ›ƒŽ•‘‹…Ž—†‡‹‹—
ƒ……‡’–ƒ…‡Ž‡˜‡Ž•ȋ„‡Ž‘™™Š‹…Š–Š‡”‡‹•‘”‡ƒŽ„‡‡ϐ‹–Ȍƒ†ƒš‹—–Š”‡•Š‘Ž†•ȋ„‡›‘†™Š‹…Š–Š‡”‡
‹• ‘ ƒ††‹–‹‘ƒŽ „‡‡ϐ‹–ȌǤ —ƒ–‹ϐ‹…ƒ–‹‘• ƒ› „‡ —•‡† ƒ• ƒ†Œ—•–‡–• –‘ ”‡…ƒŽ…—Žƒ–‡ …—•–‘‡” ‡‡†•
’”‹‘”‹–‹‡•–‘”‡ϐŽ‡…–ƒ”‡–‘’’‘”–—‹–‹‡•ƒ†…‘’‡–‹–‹˜‡–Š”‡ƒ–•Ǥ
—ƒ–‹ϐ‹…ƒ–‹‘ ˜ƒŽ—‡• •Š‘—Ž† ‘– ‡‰Ž‡…– –Š‡ Ž‹‹–ƒ–‹‘• ‘ˆ †‹ˆˆ‡”‡– —‡”‹…ƒŽ •…ƒŽ‡•Ǥ ƒ–‹‘ •…ƒŽ‡
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
…Ȍ ‘”–‡”ϐ‹˜‡ˆ‘”…‡ƒƒŽ›•‹•
†Ȍ ‡™ƒ…Š‡•–‡”•–”ƒ–‡‰›ˆ‘”•ƒŽ‡•ƒ†ƒ”‡–‹‰
‡Ȍ —ƒŽ‹–›’Žƒ‹‰–ƒ„Ž‡ȋ•‡‡A.14)
f) New Kano Model

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12 Translation of one information set into another

12.1 General
 ϐŽ‘™•‹ˆ‘”ƒ–‹‘•‡–•–Š”‘—‰Š–Š‡˜ƒ”‹‘—•†‡˜‡Ž‘’‡–ƒ†…‘‡”…‹ƒŽ‹œƒ–‹‘ˆ—…–‹‘•‘ˆ–Š‡
‘”‰ƒ‹œƒ–‹‘ǤŠ‡•‡ϐŽ‘™•ƒ”‡…ƒŽŽ‡††‡’Ž‘›‡–•ƒ†‘ˆ–‡”‡“—‹”‡–Š‡Žƒ‰—ƒ‰‡‘ˆ‘‡‹ˆ‘”ƒ–‹‘
set to be transformed into another information set or a single information set broken down into more
†‡–ƒ‹Ž•ǤŠ‹•–”ƒ•Žƒ–‹‘…ƒ„‡˜‹•—ƒŽŽ›†‹•’Žƒ›‡†–‘…Š‡…ˆ‘”…‘’Ž‡–‡‡••ƒ†ƒ……—”ƒ…›ƒ†…ƒ„‡
ƒ–Š‡ƒ–‹…ƒŽŽ›“—ƒ–‹ϐ‹‡†ˆ‘”…‘’Ž‡š‹ˆ‘”ƒ–‹‘•‡–•Ǥ

12.2 Applicable tools and methods

a) Maximum value table for critical needs (see A.15)
„Ȍ ‘—•‡‘ˆ—ƒŽ‹–›ƒ†‘–Š‡”Ǧƒ–”‹…‡•ˆ‘”…‘’”‡Š‡•‹˜‡•–—†‹‡•ȋ•‡‡A.16)
c) Other tools in the new management and planning tool set (see A.21)

ͳ͵ ”ƒ•ˆ‡”‘ˆ’”‹‘”‹–‹œƒ–‹‘ƒ†“—ƒ–‹ϐ‹…ƒ–‹‘ˆ”‘‘‡‹ˆ‘”ƒ–‹‘•‡–‹–‘
another

13.1 Transfer of prioritization

”‹‘”‹–‹œƒ–‹‘•ƒ†“—ƒ–‹ϐ‹…ƒ–‹‘•‘ˆ‘‡‹ˆ‘”ƒ–‹‘•‡–ƒ›„‡–”ƒ•ˆ‡””‡†‹–‘’”‹‘”‹–‹œƒ–‹‘•ƒ†
“—ƒ–‹ϐ‹…ƒ–‹‘• ‘ˆ ƒ‘–Š‡” ‹ˆ‘”ƒ–‹‘ •‡–Ǥ  ƒ   Ǧƒ–”‹šǡ ’”‹‘”‹–‹œƒ–‹‘ ‹• †‘‡ ™‹–Š ™‡‹‰Š–• –‘
show the strength of relationship or contribution of the columns of the matrix to the rows of the matrix.
 –Š‡ ‘—•‡ ‘ˆ —ƒŽ‹–› ƒ–”‹šǡ ™‡‹‰Š–• “—ƒ–‹ˆ› –Š‡ ”‡Žƒ–‹‘•Š‹’ ‘” …‘–”‹„—–‹‘ „‡–™‡‡ …—•–‘‡”
‡‡†•ƒ†ˆ—…–‹‘ƒŽ”‡“—‹”‡‡–•Ǥ‡––‹‰–ƒ”‰‡–•ˆ‘”–Š‡ˆ—…–‹‘ƒŽ”‡“—‹”‡‡–•…ƒ„‡‹’”‘˜‡†„›
examining their weighted contribution to customer needs.
 …ƒ—•‡ƒ›–›’‡•‘ˆƒ–”‹…‡•ˆ‘”–”ƒ•ˆ‡””‹‰’”‹‘”‹–‹‡•ƒ†“—ƒ–‹ϐ‹…ƒ–‹‘•ǤŠ‡‘—•‡‘ˆ—ƒŽ‹–›
‹•‘‡‹•–ƒ…‡‘ˆƒǦƒ–”‹šǤ–‹••‘ƒ‡†„‡…ƒ—•‡–Š‡‘”‹‰‹ƒŽ ƒ’ƒ‡•‡Žƒ„‡Ž•Šƒ†–Š‡™‘”†Dz“—ƒŽ‹–›dz
‹„‘–Šƒš‡•ȋ†‡ƒ†‡†“—ƒŽ‹–›‹–Š‡”‘™•ƒ†“—ƒŽ‹–›…Šƒ”ƒ…–‡”‹•–‹…•‹–Š‡…‘Ž—•ȌǤ–Š‡”ƒ–”‹…‡•
include information related to functions, parts, technologies, failure modes, cost, and other dimensions
‘ˆ–Š‡†‡•‹‰ƒ††‡˜‡Ž‘’‡–’”‘…‡••Ǥ–‹•”‡…‘‡†‡†–‘”‡ˆ‡”–‘ƒ–”‹…‡•„›–Š‡‹ˆ‘”ƒ–‹‘‹–Š‡
Dz”‘™•Ȁ…‘Ž—•dzƒ–”‹šǤŠ—•ǡ‹–Š‹•ˆ‘”ƒ–ǡ–Š‡‘—•‡‘ˆ—ƒŽ‹–›…ƒ„‡”‡ˆ‡””‡†–‘ƒ•–Š‡…—•–‘‡”
‡‡†•Ȁˆ—…–‹‘ƒŽ”‡“—‹”‡‡–•ƒ–”‹šǤƒ††‹–‹‘–‘–Š‡Ǧƒ–”‹šǡ …ƒ—•‡Ǧƒ–”‹…‡•ǡǦƒ–”‹…‡•ǡ
C-matrices, and others.
 Š‡”‡ƒ”‡†‹ˆˆ‡”‡–ƒ’’”‘ƒ…Š‡•–‘“—ƒ–‹ˆ›‹‰™‡‹‰Š–‡†…‘–”‹„—–‹‘•‘””‡Žƒ–‹‘•Š‹’•Ǥƒ’’”‘ƒ…Š
–Šƒ–‹•ƒ’’”‘’”‹ƒ–‡ˆ‘”–Š‡ƒƒŽ›•‹•…ƒ„‡—•‡†Ǥ

ƒȌ Žƒ••‹…ƒŽ ƒ–”‹…‡•—•‹‰–Š”‡‡Ž‡˜‡Ž•‘ˆ”‡Žƒ–‹‘•Š‹’•†‡•…”‹„‡†ƒ•™‡ƒȋȌǡ‘†‡”ƒ–‡ȋȌǡ

•–”‘‰ȋȌƒ†ƒ••‹‰‡†˜ƒŽ—‡•‘ˆͳǡʹǡͶ‘”ͳǡ͵ǡͷ‘”ͳǡ͵ǡͻǡ”‡•’‡…–‹˜‡Ž›Ǥ
 –”‡‰–Š•‘ˆ–Š‹•ƒ’’”‘ƒ…Šǣˆƒ‹Ž‹ƒ”‹–›ǡͳǡ͵ǡͻƒ††”‡••‡•’”‘„Ž‡‘ˆ–”ƒ•ˆ‡””‡†’”‹‘”‹–‹‡•„‡‹‰
–‘‘…Ž‘•‡‹˜ƒŽ—‡Ǥ‡ƒ‡••‡•‘ˆ–Š‹•ƒ’’”‘ƒ…Šǣ™‹–Š‘Ž›–Š”‡‡Ž‡˜‡Ž•ǡ –‡ƒ•‹‰Š–•–”—‰‰Ž‡–‘ƒ‰”‡‡‘
–Š‡ƒ’’”‘’”‹ƒ–‡Ž‡˜‡Žǡ–Š‡•‡ƒ”‡‘”†‹ƒŽ•…ƒŽ‡•™‹–Š‘—–ϐ‹š‡†‹–‡”˜ƒŽ••‘–Šƒ–”‡•—Ž–‹‰ ƒ–Šˆ—…–‹‘•
have results that tell order but not relative importance.

„Ȍ ‘†‡” ƒ–”‹…‡•—•‡ϐ‹˜‡‘”‹‡Ž‡˜‡Ž•‘ˆ”‡Žƒ–‹‘•Š‹’•†‡•…”‹„‡†ƒ•™‡ƒȋȌǡ‘†‡”ƒ–‡ȋȌǡ

•–”‘‰ȋȌǡ˜‡”›•–”‘‰ȋȌǡ‘”‡š–”‡‡Ž›•–”‘‰ȋȌǡƒ•™‡ŽŽƒ•‹–‡”˜ƒŽ••—…Šƒ•™‡ƒǦ–‘Ǧ‘†‡”ƒ–‡
ȋǦȌǡƒ†•‘ˆ‘”–ŠǤ••‹‰‡†˜ƒŽ—‡•…ƒ„‡ƒ†ƒ’–‡†—•‹‰–Š‡ƒƒŽ›–‹…Š‹‡”ƒ”…Š›’”‘…‡••„—––Š‡
ˆ‘ŽŽ‘™‹‰ƒ”‡…‘‘Ž›—•‡†ǣ
ͳȌ ‹˜‡Ž‡˜‡Ž•ǣȋͲǡͲ͸ͻȌǡȋͲǡͳ͵ͷȌǡȋͲǡʹ͸͹ȌǡȋͲǡͷͳͺȌǡȋͳǡͲͲȌǢ
ʹȌ ‹‡Ž‡˜‡Ž•ǣȋͲǡͲͷͻȌǡǦȋͲǡͲ͹ͻȌǡȋͲǡͳͳʹȌǡǦȋͲǡͳ͸ʹȌǡȋͲǡʹ͵͹ȌǡǦȋͲǡ͵ͶͶȌǡȋͲǡͶͻͺȌǡǦ
ȋͲǡ͹ͳʹȌǡȋͳǡͲͲͲȌǤ

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NOTE Strengths of this approach: When the level of relationship requires a judgment, human short-
–‡” ‡‘”› …ƒ’ƒ…‹–› ‹• „‡•– ™Š‡ –Š‡”‡ ƒ”‡ ͹ ά ʹ ȋͷ ‘” ͻȌ Ž‡˜‡Ž•Ǥ Š‹• ƒŽŽ‘™• ϐ‹”•– ƒ Œ—†‰‡– ‘ˆ Š‹‰Šǡ
‡†‹—ǡ Ž‘™ǡ ƒ†–Š‡ ™‹–Š‹ ‡ƒ…Š…ƒ–‡‰‘”›ǡ ƒ‘–Š‡”Š‹‰Šǡ ‡†‹—ǡŽ‘™Ǥ Š‹•…”‡ƒ–‡•‹‡Ž‡˜‡Ž•”ƒ‰‹‰
ˆ”‘ Š‹‰ŠǦŠ‹‰Š –‘ Ž‘™ǦŽ‘™ǡ ‰‹˜‹‰   –‡ƒ• ‘”‡ ”‡Žƒ–‹‘•Š‹’ Ž‡˜‡Ž• –‘ •‡Ž‡…– ˆ”‘ǡ ƒ† –Š—• ‹’”‘˜‹‰
ƒ‰”‡‡‡–ǤŠ‡•‡‘”†‹ƒŽŒ—†‰‡–•ƒ”‡–”ƒ•ˆ‘”‡†‹–‘ƒ„•‘Ž—–‡•…ƒŽ‡˜ƒŽ—‡•™‹–Šϐ‹š‡†‹–‡”˜ƒŽ•—•‹‰
–Š‡’”‹…‹’Ž‡‡‹‰‡˜‡…–‘”•‘–Šƒ–”‡•—Ž–‹‰ ƒ–Šˆ—…–‹‘•–‡ŽŽ„‘–Š‘”†‡”ƒ†”‡Žƒ–‹˜‡‹’‘”–ƒ…‡Ǥ
‡ƒ‡••‡•‘ˆ–Š‹•ƒ’’”‘ƒ…Šǣ—ˆƒ‹Ž‹ƒ”„—–Šƒ••Š‘”–Ž‡ƒ”‹‰…—”˜‡ǡ…‘‡”…‹ƒŽ •‘ˆ–™ƒ”‡‹‰Š–‘–
•—’’‘”–ƒ••‹‰‹‰”ƒ–‹‘•…ƒŽ‡˜ƒŽ—‡••‘ –‡ƒƒ›‡‡†–‘„—‹Ž†‘™•’”‡ƒ†•Š‡‡–Ǥ

…Ȍ ‘Ž‹‡ƒ””‡Žƒ–‹‘•Š‹’•ƒ›„‡—•‡†‹…ƒ•‡•™Š‡”‡‘–Š‡”•…ƒŽ‡•ƒ”‡Œ—•–‹ϐ‹‡†Ǥ
‹•’Žƒ› ‘ˆ ”‡Žƒ–‹‘•Š‹’• ‘” …‘–”‹„—–‹‘ ƒ› ‹…Ž—†‡ ‹…‘• ”‡’”‡•‡–‹‰ –Š‡ ˜ƒ”‹‘—• Ž‡˜‡Ž•Ǥ …‘•
•Š‘—Ž†˜‹•—ƒŽŽ›‹…”‡ƒ•‡ƒ……‘”†‹‰–‘–Š‡•–”‡‰–Š‘ˆ”‡Žƒ–‹‘•Š‹’‘”…‘–”‹„—–‹‘–Š‡›”‡ϐŽ‡…–ǡˆ”‘
™‡ƒ–‘‡š–”‡‡Ž›•–”‘‰Ǥ
Žƒ••‹…ƒŽ ‹…‘•ˆ‘”͵Ž‡˜‡Ž•ǣ

‘†‡” ‹…‘•ˆ‘”ͷ‘”ͻŽ‡˜‡Ž•ǣ

‡––‹‰ –ƒ”‰‡–• ˆ‘” –Š‡ ˆ—…–‹‘ƒŽ ”‡“—‹”‡‡–• …ƒ „‡ ‹’”‘˜‡† „› ‡šƒ‹‹‰ –Š‡‹” ™‡‹‰Š–‡†
contribution to customer needs.
†Ȍ ™‡‹‰Š–‡† ƒ–”‹…‡• ƒ› ƒŽ•‘ „‡ —•‡† –‘ ƒƒ‰‡ ‘™Ž‡†‰‡ ƒ† ‹–‡”ƒ…–‹‘• ‘ˆ ’”‘…‡••‡•ǡ
materials, facilities, or tasks.

13.2 Applicable tools and methods

a) Maximum value table (see A.15)
„Ȍ —•–‘‡”‡‡†•Ȁˆ—…–‹‘ƒŽ”‡“—‹”‡‡–•ȋ‘—•‡‘ˆ—ƒŽ‹–›ȌǡǦƒ†‘–Š‡”ƒ–”‹…‡•ȋ•‡‡A.16)
…Ȍ ƒŽ›–‹…Š‹‡”ƒ”…Š›’”‘…‡••ȋȌȋ•‡‡A.13)

ͳ͵Ǥ͵ ”ƒ•ˆ‡”‘ˆ“—ƒ–‹ϐ‹…ƒ–‹‘
–Š‡”“—ƒ–‹ϐ‹…ƒ–‹‘•…ƒ„‡–”ƒ•ˆ‡””‡†ˆ”‘–Š‡‹’—–‹ˆ‘”ƒ–‹‘–‘–Š‡‘—–’—–‹ˆ‘”ƒ–‹‘„ƒ•‡†
on priorities, number and strength of relationships, and technical challenge, technical advantage, New
Kano Model categories.
Š‡‹’—––ƒ”‰‡–•ƒ›„‡–”ƒ•Žƒ–‡†‹–‘‘—–’—––ƒ”‰‡–•Ǥ•‘‡ƒ–”‹…‡•ǡ–Š‡”‡Žƒ–‹‘•Š‹’„‡–™‡‡–Š‡
šƒ†›…ƒ„‡†‡–‡”‹‡†–Š”‘—‰Š–‡•–‹‰‘”‰‹˜‡‹•…‹‡–‹ϐ‹…‘™Ž‡†‰‡Ǥ

13.4 Applicable tools and methods

a) Design planning table (see A.17)

13.5 Transferring deployment sets by dimensions

13.5.1 General

”ƒ•ˆ‡”• ‘ˆ ’”‹‘”‹–‹œƒ–‹‘ ƒ† “—ƒ–‹ϐ‹…ƒ–‹‘ …ƒ „‡ †‘‡ ‹ †‡’Ž‘›‡– •‡–• ‘”‰ƒ‹œ‡† ‹–‘ „‘–Š
†‹‡•‹‘• ȋ†‹•’Žƒ›‡† ˜‡”–‹…ƒŽŽ› ‹ A.22Ȍ ƒ† Ž‡˜‡Ž• ȋ†‹•’Žƒ›‡† Š‘”‹œ‘–ƒŽŽ›ȌǤ Š‡ Žƒ›‘—– ‘ˆ –Š‡
†‡’Ž‘›‡–™‹ŽŽ†‡’‡†‘–Š‡‘˜‡”ƒŽŽ†‡˜‡Ž‘’‡–’”‘…‡••Ǥ

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13.5.2 Quality deployment

—ƒŽ‹–› †‡’Ž‘›‡– ˆ‘…—•‡• ‘ ˆ—…–‹‘ƒŽ ”‡“—‹”‡‡–• ƒ† ’‡”ˆ‘”ƒ…‡ ƒ† –Š‡‹” –ƒ”‰‡–• ƒ– –Š‡
’”‘†—…– Ž‡˜‡Žǡ •›•–‡ Ž‡˜‡Žǡ •—„•›•–‡ Ž‡˜‡Žǡ …‘’‘‡– Ž‡˜‡Žǡ ƒ† ’”‘…‡•• Ž‡˜‡ŽǤ ‡’Ž‘›‡–• ˆ‘”
•‡”˜‹…‡ ƒ† •‘ˆ–™ƒ”‡ ’”‘†—…–• ƒ› „‡ †‹ˆˆ‡”‡–Ǥ ‘” ‡šƒ’Ž‡ǡ ‹–‡”ƒ–‹˜‡Ȁ‹…”‡‡–ƒŽ ’”‘…‡••‡• Ž‹‡
•‘ˆ–™ƒ”‡ †‡˜‡Ž‘’‡– ™‹–Š •…”— ‘” ‘–Š‡” ƒ‰‹Ž‡ ’”‘…‡••‡•ǡ –Š‡ †‡’Ž‘›‡– Žƒ›‘—– ƒ› ”‡ϐŽ‡…– ƒ
explicit iterative/incremental structure.

13.5.3 Applicable tools and methods

ƒȌ ‡’Ž‘›‡–ϐŽ‘™†‹ƒ‰”ƒ
„Ȍ ˆϐ‹‹–›†‹ƒ‰”ƒȋ•‡‡A.11)
…Ȍ ‹‡”ƒ”…Š›†‹ƒ‰”ƒȋ•‡‡A.12)
d) Cause-and-effect diagram
e) Customer needs-to-functional requirements extraction (Customer voice table) (see A.10)
NOTE 1 4.1 ‡–‹‘• –Š‡ Š‹•–‘”‹…ƒŽ –‡” “—ƒŽ‹–› …Šƒ”ƒ…–‡”‹•–‹…•Ǥ Š‡ ‘”‡ ‰‡‡”ƒŽ –‡” ˆ—…–‹‘ƒŽ
”‡“—‹”‡‡–• ‹• —•‡† –‘ ƒ††”‡•• ‘Ǧƒ—ˆƒ…–—”‹‰ —•‡• ‘ˆ   •—…Š ƒ• •‡”˜‹…‡ǡ •‘ˆ–™ƒ”‡ǡ ƒ† „—•‹‡••
processes.

ʹ ‘‡ ‘—•‡ ‘ˆ —ƒŽ‹–› •‘ˆ–™ƒ”‡ ’”‘‰”ƒ• ƒŽŽ‘™ ˆ‘” †‹”‡…–‹‘ƒŽ ‹†‹…ƒ–‘”• ˆ‘” ˆ—…–‹‘ƒŽ
requirements. This can be misleading since most functional requirements will change direction depending
on the customer need it relates to.

 ‘” –Š‡ ˆ—…–‹‘ƒŽ ”‡“—‹”‡‡– ‘ˆ Dz•‹œ‡dz ˆ‘” ƒ —„”‡ŽŽƒǡ „‹‰‰‡” ‹• „‡––‡” ˆ‘” –Š‡ …—•–‘‡”
‡‡†Dz•–ƒ›†”›‹–Š‡”ƒ‹Ǥdz‘™‡˜‡”ǡ•ƒŽŽ‡”‹•„‡––‡”ˆ‘”–Š‡…—•–‘‡”‡‡†Dz…ƒ…ƒ””›‡ƒ•‹Ž›Ǥdz

ˆȌ ‘—•‡‘ˆ—ƒŽ‹–›ƒ†‘–Š‡”Ǧƒ–”‹…‡•ȋ•‡‡A.16)
Š‡ ˆ—…–‹‘ƒŽ ”‡“—‹”‡‡–• …‘””‡Žƒ–‹‘ ƒ–”‹š ‘” ”‘‘ˆ ‘ˆ –Š‡ ‘—•‡ ‘ˆ —ƒŽ‹–› ‹• ‡ƒ„Ž‹‰
–‡…Š‘Ž‘‰› †‡’‡†‡–Ǥ Šƒ– ‹•ǡ –Š‡ ’‘•‹–‹˜‡ ƒ† ‡‰ƒ–‹˜‡ …‘””‡Žƒ–‹‘• ™‹ŽŽ …Šƒ‰‡ †‡’‡†‹‰ ‘
–Š‡–‡…Š‘Ž‘‰›‡’Ž‘›‡†Ǥ–‹•”‡…‘‡†‡†–Šƒ––Š‹•„‡—•‡†‹–‡…Š‘Ž‘‰›†‡’Ž‘›‡–ˆ‘”‡ƒ…Š
•’‡…‹ϐ‹…–‡…Š‘Ž‘‰›ǡ”ƒ–Š‡”–Šƒ‹“—ƒŽ‹–›†‡’Ž‘›‡–™Š‡”‡–Š‡ˆ—…–‹‘ƒŽ”‡“—‹”‡‡–•ƒ”‡•–‹ŽŽ
–‡…Š‘Ž‘‰›ƒ‰‘•–‹…Ǥ
 ‘–‡ƒ”Ž‘•‹—Žƒ–‹‘•Šƒ˜‡„‡‡”—–‘‹’”‘˜‡‘—•‡‘ˆ—ƒŽ‹–›Ǥ

g) Parameter design for robust products

ŠȌ ƒŽ›–‹…Š‹‡”ƒ”…Š›’”‘…‡••ȋ•‡‡A.13)
‹Ȍ ƒ•‡‹‡‰‹‡‡”‹‰ˆ‘”‡‘–‹‘ƒŽ“—ƒŽ‹–›ȋ•‡‡A.19)
j) Knowledge management

13.5.4 Technology deployment

‡…Š‘Ž‘‰›†‡’Ž‘›‡–ˆ‘…—•‡•‘†‹•…‘˜‡”›ƒ†“—ƒŽ‹–›ƒ••—”ƒ…‡‘ˆ‡™–‡…Š‘Ž‘‰‹‡•ƒ––Š‡’”‘†—…–
Ž‡˜‡Žǡ•›•–‡Ž‡˜‡Žǡ•—„•›•–‡Ž‡˜‡Žǡ…‘’‘‡–Ž‡˜‡Žǡƒ†‡“—‹’‡–Ȁ’”‘…‡••Ž‡˜‡ŽǤŠ‹•ƒ›‹…Ž—†‡
‹˜‡–‹‘ǡ ’ƒ–‡–• ƒ† ‹–‡ŽŽ‡…–—ƒŽ ’”‘’‡”–› •‡ƒ”…Šǡ ”‡‰‹•–”ƒ–‹‘•ǡ Ž‹…‡•‹‰ǡ ƒ† ‘–Š‡” ˆ‘”• ‘ˆ
ƒ…“—‹”‹‰–‡…Š‘Ž‘‰›Ǥ‡’Ž‘›‡–•ˆ‘”•‡”˜‹…‡ƒ†•‘ˆ–™ƒ”‡ƒ›„‡†‹ˆˆ‡”‡–Ǥ
•—ˆϐ‹…‹‡– –‡…Š‘Ž‘‰‹‡• –‘ ˆ—Žϐ‹Ž …—•–‘‡” ‡‡†• ƒ› „‡ ”‡ˆ‡””‡† –‘ ”‡•‡ƒ”…Š ƒ† †‡˜‡Ž‘’‡–
departments to begin development of future technologies.

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13.5.5 Applicable tools and methods

ƒȌ —…–‹‘ƒŽ”‡“—‹”‡‡–•…‘””‡Žƒ–‹‘ƒ–”‹šǡ‘ˆ–‡…ƒŽŽ‡†–Š‡Dz”‘‘ˆdz‘ˆ–Š‡‘—•‡‘ˆ—ƒŽ‹–›

Š‡ ˆ—…–‹‘ƒŽ ”‡“—‹”‡‡–• …‘””‡Žƒ–‹‘ ƒ–”‹šǡ ‘” ”‘‘ˆǡ ‹• ‡ƒ„Ž‹‰ –‡…Š‘Ž‘‰› †‡’‡†‡–Ǥ Šƒ–
‹•ǡ –Š‡ ’‘•‹–‹˜‡ ƒ† ‡‰ƒ–‹˜‡ …‘””‡Žƒ–‹‘• ™‹ŽŽ …Šƒ‰‡ †‡’‡†‹‰ ‘ –Š‡ –‡…Š‘Ž‘‰› ‡’Ž‘›‡†Ǥ –
‹• ”‡…‘‡†‡† –Šƒ– –Š‹• „‡ —•‡† ‹ –‡…Š‘Ž‘‰› †‡’Ž‘›‡– ”ƒ–Š‡” –Šƒ ‹ “—ƒŽ‹–› †‡’Ž‘›‡–ǡ
™Š‡”‡–Š‡ˆ—…–‹‘ƒŽ”‡“—‹”‡‡–•ƒ”‡•–‹ŽŽ–‡…Š‘Ž‘‰›ƒ‰‘•–‹…Ǥ
„Ȍ Š‡‘”›‘ˆ‹˜‡–‹˜‡’”‘„Ž‡•‘Ž˜‹‰ȋȌ
c) deBono’s lateral thinking
†Ȍ ‡˜‡”•‡ ȋ•‡‡A.20)
e) Reviewed dendrogram
f) Super Pugh concept selection with AHP (see A.18)
‰Ȍ ‘Œ‘‹–ƒƒŽ›•‹•
h) New Kano model
‹Ȍ ƒ‹Ž—”‡ ‘†‡ ƒ† ‡ˆˆ‡…–• ƒƒŽ›•‹• ȋ Ȍ ƒ– –Š‡ •›•–‡ǡ •—„•›•–‡ǡ ‘†—Ž‡ǡ …‘’‘‡–ǡ
process levels

13.5.6 Cost deployment

‘•–†‡’Ž‘›‡–ˆ‘…—•‡•‘–ƒ”‰‡–…‘•–‹‰ƒ†‘–Š‡”ϐ‹‹–‡…‘•–”ƒ‹–••—…Šƒ••…Š‡†—Ž‡ǡ”‡•‘—”…‡ǡƒ†
™‡‹‰Š– ƒ– –Š‡ ’”‘†—…–ǡ •›•–‡ǡ •—„•›•–‡ǡ ‘†—Ž‡ǡ …‘’‘‡–ǡ ƒ† ’”‘…‡•• Ž‡˜‡Ž•Ǥ ‡’Ž‘›‡–• ˆ‘”
•‡”˜‹…‡ƒ†•‘ˆ–™ƒ”‡ƒ›„‡†‹ˆˆ‡”‡–Ǥ

13.5.7 Applicable tools and methods

ƒȌ ƒŽ—‡ƒƒŽ›•‹•
b) Value engineering
c) Fast diagrams
d) Parametric cost estimation
e) L-matrices with proportional distribution
ˆȌ ‘Œ‘‹–ƒƒŽ›•‹•

13.5.8 Reliability deployment

‡Ž‹ƒ„‹Ž‹–› †‡’Ž‘›‡– ˆ‘…—•‡• ‘ ’”‘†—…– Ž‹ˆ‡ ƒ† ˆƒ‹Ž—”‡ ‘†‡• ƒ– –Š‡ ’”‘†—…–ǡ •›•–‡ǡ •—„•›•–‡ǡ
‘†—Ž‡ǡ…‘’‘‡–ǡƒ†’”‘…‡••Ž‡˜‡Ž•Ǥ‡’Ž‘›‡–•ˆ‘”•‡”˜‹…‡ƒ†•‘ˆ–™ƒ”‡ƒ›„‡†‹ˆˆ‡”‡–Ǥ

13.5.9 Applicable tools and methods

ƒȌ ƒ—Ž––”‡‡ƒƒŽ›•‹•
„Ȍ ƒ‹Ž—”‡‘†‡ƒ†‡ˆˆ‡…–•ƒƒŽ›•‹•ȋ Ȍ
…Ȍ ƒ‹Ž—”‡‘†‡ǡ‡ˆˆ‡…–•ƒ†…”‹–‹…ƒŽ‹–›ƒƒŽ›•‹•ȋ Ȍ
†Ȍ ƒ‹Ž—”‡‘†‡‡ˆˆ‡…–•ƒ††‹ƒ‰‘•–‹…ƒƒŽ›•‹•ȋ Ȍ
‡Ȍ –‹…‹’ƒ–‘”›ˆƒ‹Ž—”‡†‡–‡”‹ƒ–‹‘

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f) Lifetime estimation
‰Ȍ Ǧ‘†‡Ž‘ˆ•›•–‡•‡‰‹‡‡”‹‰
ŠȌ —…–‹‘ƒŽ”‡“—‹”‡‡–•…‘””‡Žƒ–‹‘ƒ–”‹šǡ‘ˆ–‡…ƒŽŽ‡†–Š‡Dz”‘‘ˆdz‘ˆ–Š‡‘—•‡‘ˆ—ƒŽ‹–›
i) Process decision program chart (PDPC)

13.5.10 Safety deployment

ƒˆ‡–›†‡’Ž‘›‡–ˆ‘…—•‡•‘—•‡”•ƒˆ‡–›ǡ’”‘†—…–‹‘•ƒˆ‡–›ǡƒ–‡”‹ƒŽ••ƒˆ‡–›ǡ–‘š‹…‘Ž‘‰›ǡŠ›‰‹‡‡ƒ†
•ƒ‹–ƒ–‹‘ǡ‡˜‹”‘‡–ƒŽ•ƒˆ‡–›ƒ†•—•–ƒ‹ƒ„‹Ž‹–›Ǥ

13.5.11 Security deployment

13.5.11.1 Organizational information

‡…—”‹–›†‡’Ž‘›‡–‘ˆ‘”‰ƒ‹œƒ–‹‘ƒŽ‹ˆ‘”ƒ–‹‘‹…Ž—†‡•’”‘–‡…–‹‘‘ˆ‹–‡ŽŽ‡…–—ƒŽ’”‘’‡”–›ǡ–”ƒ†‡
•‡…”‡–•ǡ…Žƒ••‹ϐ‹‡†‹ˆ‘”ƒ–‹‘ǡ…‘—‹…ƒ–‹‘•ǡƒ†‘–Š‡”—ƒ—–Š‘”‹œ‡†—•‡•Ǥ

13.5.11.2 Personal information

‡…—”‹–› †‡’Ž‘›‡– ‘ˆ ’‡”•‘ƒŽ ‹ˆ‘”ƒ–‹‘ ‹…Ž—†‡• ’”‘–‡…–‹‘ ‘ˆ ‹†‡–‹–›ǡ ϐ‹ƒ…‹ƒŽ ‹ˆ‘”ƒ–‹‘ǡ
health records, and related information, communications, and other unauthorized uses.

13.5.11.3 Systems

‡…—”‹–› †‡’Ž‘›‡– ‘ˆ •›•–‡• ‹…Ž—†‡• —ƒ—–Š‘”‹œ‡† —•‡ ‘” ƒ……‡•• ‘ˆ ƒ •›•–‡ǡ ‹…Ž—†‹‰ „—– ‘–
Ž‹‹–‡† –‘ǡ …‘’—–‡” ‘’‡”ƒ–‹‰ •›•–‡•ǡ †‡˜‹…‡ ‘’‡”ƒ–‹‰ •›•–‡• •—…Š ƒ• ‹†—•–”‹ƒŽ ‡“—‹’‡–ǡ
medical devices, automobiles, and others.

13.5.12 Lifestyle and emotional quality deployment

‹ˆ‡•–›Ž‡ ƒ† ‡‘–‹‘ƒŽ “—ƒŽ‹–› †‡’Ž‘›‡–ǡ ™Š‹…Š ˆ‘…—• ‘ ‘Ǧˆ—…–‹‘ƒŽ ”‡“—‹”‡‡–• •—…Š ƒ•
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

—…–‹‘†‡’Ž‘›‡–‡šƒ‹‡•–Š‡”‡Žƒ–‹‘•Š‹’•„‡–™‡‡ˆ—…–‹‘ƒ†“—ƒŽ‹–›ǡ–‡…Š‘Ž‘‰›ǡ…‘•–ǡƒ†
”‡Ž‹ƒ„‹Ž‹–›Ǥ —…–‹‘†‡’Ž‘›‡–ƒ›ƒŽ•‘„‡—•‡†–‘‡šƒ‹‡‘†—Žƒ”‹–›‘ˆ•›•–‡•ƒ†•—„•›•–‡•Ǥ

13.6.2 Applicable tools and methods

ƒȌ —…–‹‘ƒƒŽ›•‹•
b) Function tree
c) L-matrices
d) Kansei engineering (attractive function)

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‡Ȍ —ƒˆƒ…–‘”•ƒƒŽ›•‹•
ˆȌ •ƒ„‹Ž‹–›•–—†‹‡•

13.6.3 Parts deployment

ƒ”–•†‡’Ž‘›‡–‡šƒ‹‡•–Š‡”‡Žƒ–‹‘•Š‹’•„‡–™‡‡…‘’‘‡–’ƒ”–•ƒ†“—ƒŽ‹–›ǡ–‡…Š‘Ž‘‰›ǡ…‘•–ǡ
ƒ†”‡Ž‹ƒ„‹Ž‹–›Ǥ‡’Ž‘›‡–•ˆ‘”•‡”˜‹…‡ƒ†•‘ˆ–™ƒ”‡ƒ›„‡†‹ˆˆ‡”‡–Ǥ–ƒ›ƒŽ•‘”‡ˆ‡”–‘…‘’‘‡–•Ǥ

13.6.4 Applicable tools and methods

a) Bill of materials
b) L-matrices

13.6.5 Manufacturing and process deployments

ƒ—ˆƒ…–—”‹‰ ƒ† ’”‘…‡•• †‡’Ž‘›‡–• ‡šƒ‹‡ –Š‡ ”‡Žƒ–‹‘•Š‹’• „‡–™‡‡ ƒ—ˆƒ…–—”‹‰ǡ

’”‘†—…–‹‘ǡ‘”‘–Š‡”„—‹Ž†Ȁ‹’Ž‡‡–ƒ–‹‘‡–Š‘†•ƒ†‡“—‹’‡–ƒ†“—ƒŽ‹–›ǡ–‡…Š‘Ž‘‰›ǡ…‘•–ǡƒ†
”‡Ž‹ƒ„‹Ž‹–›Ǥ–ƒ›•—’’‘”–ƒ‰‹Ž‡ǡŽ‡ƒǡƒ†™‘”Ž†…Žƒ••ƒ—ˆƒ…–—”‹‰ƒ…–‹˜‹–‹‡•Ǥ‡’Ž‘›‡–•ˆ‘”•‡”˜‹…‡
ƒ†•‘ˆ–™ƒ”‡ƒ›„‡†‹ˆˆ‡”‡–Ǥ

13.6.6 Applicable tools and methods

ƒȌ ‡•‹‰ ˆ‘”  ȋˆȌ •–—†‹‡• ȋƒ—ˆƒ…–—”ƒ„‹Ž‹–›ǡ ƒ••‡„Ž›ǡ †‹•ƒ••‡„Ž›ǡ •ƒˆ‡–›ǡ •‡”˜‹…‡ƒ„‹Ž‹–›ǡ
”‡…›…Žƒ„‹Ž‹–›ǡƒ†‘–Š‡”’”‘†—…–†‡˜‡Ž‘’‡–†‹‡•‹‘•Ȍ
„Ȍ †˜ƒ…‡†’”‘†—…–“—ƒŽ‹–›’Žƒ‹‰ȋȌ
…Ȍ ƒ‡‘”„—›ƒƒŽ›•‹•
d) Design for lean
e) Lean manufacturing
ˆȌ Š‡‘”›‘ˆ…‘•–”ƒ‹–•
g) Flexible manufacturing
ŠȌ ’‡…‹ϐ‹…‡•‹‰ˆ‘”‹š‹‰ƒ‡Ž‡‡–•
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,
…‘•–ǡ ‹Ž‡•–‘‡ ƒ† ’”‘–‘–›’‡• •…Š‡†—Ž‡•ǡ ”‹••ǡ …Šƒ‰‡• –‘ •…‘’‡ ƒ† •…Š‡†—Ž‡ǡ ƒ† ‘–Š‡” ƒ”‡ƒ• ‘ˆ
project management.

14 Solution concept engineering

14.1 General
ƒ•‡†—’‘–Š‡’”‹‘”‹–›ƒ††‡•‹‰–ƒ”‰‡–Ž‡˜‡Ž•ǡ„‘–Š‡š‹•–‹‰•‘Ž—–‹‘•ƒ†‡™–‡…Š‘Ž‘‰›…‘…‡’–•
ƒ›„‡‡š’Ž‘”‡†Ǥ‡Ž’ˆ—Žƒ…–‹˜‹–‹‡•‹…Ž—†‡‹‘˜ƒ–‹‘ǡ‹˜‡–‹‘ǡ’”‘†—…–‰‡‡”ƒ–‹‘•–”ƒ–‡‰‹…’‘”–ˆ‘Ž‹‘
ƒƒŽ›•‹•ǡ …‘…‡’– Š›„”‹†‹œƒ–‹‘ǡ …‘…‡’– •‡Ž‡…–‹‘ǡ ˆ‡ƒ•‹„‹Ž‹–› •–—†‹‡•ǡ ”‡•‘—”…‡ ’Žƒ‹‰ ȋ’”‘Œ‡…–

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ƒƒ‰‡‡–Ȍǡ ‹–‡ŽŽ‡…–—ƒŽ ’”‘’‡”–› ȋ’ƒ–‡– •…”‡‡ ƒ† ’ƒ–‡– ‘ˆ ‹˜‡–‹‘•Ȍǡ –‡…Š‘Ž‘‰› ”‹•ǡ ”‘„—•–
design, design optimization and parameter design.

14.2 Applicable tools and methods

ƒȌ 
b) deBono’s lateral thinking
c) Reviewed dendrogram
d) Super Pugh concept selection with AHP (see A.18)
‡Ȍ ˜‘Ž—–‹‘ƒ”›͹ȋ‡Ǧ͹Ȍ –‘‘Ž•

15 Design optimization

15.1 Parameter design for robustness

ƒ”ƒ‡–‡”†‡•‹‰…ƒ„‡ƒ’’Ž‹‡†‹’”‘†—…–†‡•‹‰•–ƒ‰‡–‘‹†‡–‹ˆ›‘’–‹—‘‹ƒŽ˜ƒŽ—‡‘ˆ†‡•‹‰
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)
†—‡ –‘ ’‘‘” “—ƒŽ‹–› …ƒ—•‡† „› ˆ—…–‹‘ƒŽ ˜ƒ”‹ƒ„‹Ž‹–› –Š”‘—‰Š‘—– ‹–• —•ƒ„Ž‡ Ž‹ˆ‡–‹‡ ˆ”‘ •Š‹’’‹‰ –‘
ϐ‹ƒŽ†‹•’‘•ƒŽǤ

15.2 Tolerance design

ƒ”––‘Ž‡”ƒ…‡†‡•‹‰ƒ›„‡‹’‘”–ƒ––‘“—ƒŽ‹–›ƒ†…‘•–‹–Š‡ƒ—ˆƒ…–—”‹‰’”‘…‡••‘ˆ…‘’Ž‡š
’”‘†—…–•Ǥ – ƒ› ƒ††”‡•• ‹••—‡• ”‡Žƒ–‡† –‘ ‡“—‹’‡– ƒ† –‘‘Ž‹‰ †‡–‡”‹‘”ƒ–‹‘ ƒ† ƒ—ˆƒ…–—”‹‰
…‘†‹–‹‘•Ǥ–ƒ›ƒŽ•‘„‡—•‡ˆ—Ž–‘•—’’Ž‹‡”“—ƒŽ‹–›ƒ••—”ƒ…‡Ǥ

15.3 Applicable tools and methods

a) Design of experiments
„Ȍ ƒ‰—…Š‹ǯ• •‹‰ƒŽǦ–‘Ǧ‘‹•‡ ”ƒ–‹‘ ƒ› „‡ —•‡† ƒ• ƒ ‡ƒ•—”‡ ‘ˆ ”‘„—•–‡•• ƒ† –Š‡ ’”‘…‡†—”‡• ‘ˆ
parameter design to design robust products utilizing this measure (see ISO 16336)
c) Multiple response surface optimization
†Ȍ ‡•‹–‹˜‹–›ƒƒŽ›•‹•
e) Monte Carlo and other simulation methods
ˆȌ ˜‘Ž—–‹‘ƒ”›͹ȋ‡Ǧ͹Ȍ –‘‘Ž•

16 Prototyping, testing, and validation

16.1 General
‹‰ŠǦ’”‹‘”‹–›…Šƒ”ƒ…–‡”‹•–‹…•ǡ’ƒ”ƒ‡–‡”•ǡˆ—…–‹‘•ǡƒ†‘–Š‡”†‡•‹‰ƒ††‡˜‡Ž‘’‡–†‹‡•‹‘•
should be tested for customer acceptance, human ˆƒ…–‘”•Ȁ—•ƒ„‹Ž‹–›ǡ‡ˆϐ‹…ƒ…›ǡ”‡‰—Žƒ–‘”›…‘’Ž‹ƒ…‡ǡ
ƒ—ˆƒ…–—”ƒ„‹Ž‹–›ǡ”‡Ž‹ƒ„‹Ž‹–›ǡ•ƒˆ‡–›ǡƒ†‘–Š‡”ˆƒ…–‘”•Ǥ‡’Ž‘›‡–•ˆ‘”•‡”˜‹…‡ƒ†•‘ˆ–™ƒ”‡ƒ›
be different.

16.2 Applicable tools and methods

ƒȌ ‡•–†‡’Ž‘›‡–

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b) Focus groups
…Ȍ –ƒ–‹•–‹…ƒŽ‡–Š‘†••—…Šƒ•ˆƒ…–‘”ƒƒŽ›•‹•ǡ…‘Œ‘‹–ƒƒŽ›•‹•
d) New Kano model
‡Ȍ ‹•ƒƒŽ›•‹•
ˆȌ •ƒ„‹Ž‹–›•–—†‹‡•
g) Design review
h) Component FMEA

17 Build planning

17.1 General
—‹Ž† ’Žƒ‹‰ ȋƒ—ˆƒ…–—”‹‰ ƒ† ’”‡Ǧ’”‘†—…–‹‘ ’Žƒ‹‰ǡ “—ƒŽ‹–› ’Žƒ‹‰ǡ ’”‡ǦŽƒ—…Š …‘–”‘Ž
plan, service planning, software architecture, and other planning activities) should be linked to the
†‡•‹‰’Žƒȋ’”‘…—”‡‡–ǡ•—’’Ž›…Šƒ‹ƒƒ‰‡‡–ǡ’”‘…‡••ϐŽ‘™…Šƒ”–•ǡ’”‘…‡••˜ƒŽ‹†ƒ–‹‘ǡƒ–‡”‹ƒŽ
Šƒ†Ž‹‰ƒ†•–‘”ƒ‰‡ǡ‡“—‹’‡–ƒ†–‘‘Ž‹‰ǡϐŽ‘‘”’ŽƒŽƒ›‘—–ȌǤ
“—‹’‡–ƒ†ˆƒ…‹Ž‹–‹‡•‡‡†‡†–‘„—‹Ž†•›•–‡•ǡ•—„•›•–‡•ǡƒ†…‘’‘‡–••Š‘—Ž†„‡‹˜‡•–‹‰ƒ–‡†
ˆ‘” …”‹–‹…ƒŽ ’‡”ˆ‘”ƒ…‡ǡ ˆ—…–‹‘ƒŽ‹–›ǡ “—ƒŽ‹–› …ƒ’ƒ„‹Ž‹–‹‡• –Šƒ– ‡‡– ‘” ‡š…‡‡† –Š‡‹” •’‡…‹ϐ‹…ƒ–‹‘•ǡ
’”‘…‡••’ƒ”ƒ‡–‡”‘’–‹‹œƒ–‹‘ǡ’”‘…‡••…ƒ’ƒ„‹Ž‹–›•–—†‹‡•Ǥ
ƒ‡ ‘” „—› †‡…‹•‹‘•ǡ ƒ• ™‡ŽŽ ƒ• •—’’Ž‹‡” “—ƒŽ‹ϐ‹…ƒ–‹‘ǡ ’”‘†—…–‹‘ ’ƒ”– ƒ’’”‘˜ƒŽ ’Žƒ ȋȌǡ ƒ†
•—’’Ž‹‡” “—ƒŽ‹–› ƒ••—”ƒ…‡ ƒ› „‡ †‘‡Ǥ ‡”‹‘†‹… …”‹–‹…ƒŽ …‘’‘‡– •—’’Ž‹‡” ƒ••‡••‡– ˜‹•‹–• ƒ›
ƒŽ•‘„‡†‘‡Ǥ‡’Ž‘›‡–ˆ‘”•‡”˜‹…‡ƒ†•‘ˆ–™ƒ”‡ƒ›„‡†‹ˆˆ‡”‡–Ǥ

17.2 Applicable tools and methods

a) Design of experiments
b) Tolerance design
c) Supplier and vendor selection using AHP
†Ȍ —’’Ž›…Šƒ‹ƒƒ‰‡‡–
‡Ȍ ƒ•†‡’Ž‘›‡––ƒ„Ž‡
f) Parameter optimization
‰Ȍ –‡”ƒŽƒ†•—’’Ž‹‡”’”‘…‡••…ƒ’ƒ„‹Ž‹–›•–—†‹‡•
h) Production part approval plan (PPAP)
i) Process FMEA
j) Design for Lean
Ȍ ’‡…‹ϐ‹…‡•‹‰ˆ‘”‹š‹‰ƒ‡Ž‡‡–•
ŽȌ ‡•‹‰ˆ‘”ȋˆȌ•–—†‹‡•ǡˆ‘”ƒ—ˆƒ…–—”ƒ„‹Ž‹–›ǡƒ••‡„Ž›

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18 Build start-up

18.1 General
—‹Ž† •–ƒ”–Ǧ—’ ȋƒ—ˆƒ…–—”‹‰ǡ ’”‘†—…–‹‘ǡ –”ƒ‹‹‰ǡ ’”‘…‡•• ’Žƒ‹‰ǡ “—ƒŽ‹–› ‹•’‡…–‹‘ǡ ƒ† ‘–Š‡”
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
‡Ȍ —ƒŽ‹–›…‘–”‘Ž’”‘…‡••…Šƒ”–•
f) Risk assessment

19 Build

19.1 General
—ƒŽ‹–› …Š‡…• †—”‹‰ ˆ—ŽŽ ’”‘†—…–‹‘ Žƒ—…Šǡ •‡”˜‹…‡ •–ƒ”–Ǧ—’ǡ •‘ˆ–™ƒ”‡ †‡–ƒ‹Ž‡† †‡•‹‰ǡ ƒ† ‘–Š‡”
ƒ…–‹˜‹–‹‡•ƒ›„‡ƒ†‡Ǥ

19.2 Applicable tools and methods

a) Process improvement
„Ȍ ͷ ȋˆ”‘ ƒ’ƒ‡•‡ ™‘”†• ˆ‘” ™‘”’Žƒ…‡ ‹’”‘˜‡‡–• ‡ƒ‹‰ •‘”–ǡ •–”ƒ‹‰Š–‡ǡ •Š‹‡ǡ
standardize, and sustain)
…Ȍ ‘ƒǦ›‘‡ȋ‹•–ƒ‡’”‘‘ϐ‹‰Ȍ
d) Statistical process control
e) Kaizen
f) Design for Six Sigma phase activities, elements and tools
‰Ȍ ‹š ‹‰ƒ ‡–Š‘† –‘ †‡•‹‰ǡ ‡ƒ•—”‡ǡ ƒƒŽ›•‡ǡ ‹’”‘˜‡ǡ ƒ† …‘–”‘Ž ȋȌ ƒ† “—ƒŽ‹–›
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
ƒ…ƒ‰‹‰ ‡‰‹‡‡”• ƒ› „‡ ‹˜‘Ž˜‡† ƒ– –Š‡ †‡•‹‰ ’Šƒ•‡ –‘ „‡––‡” ’”‘–‡…– …—•–‘‡” •ƒˆ‡–› ˆ‘”
ˆ‘‘†ǡ ’Šƒ”ƒ…‡—–‹…ƒŽǡ ‡†‹…ƒŽǡ ƒ† •‹‹Žƒ” ’”‘†—…–• ˆ”‘ †ƒƒ‰‡ǡ Ž‘•• ‘ˆ •–‡”‹Ž‹–›ǡ ‹•‡…– ƒ† †‡„”‹•
‹ϐ‹Ž–”ƒ–‹‘ǡƒ†‘–Š‡”†ƒƒ‰‡•Ǥ‹‹Žƒ”Ž›ǡ’ƒ…ƒ‰‹‰‡‰‹‡‡”••Š‘—Ž†„‡‹˜‘Ž˜‡†ƒ––Š‡†‡•‹‰’Šƒ•‡
–‘ „‡––‡” ’”‘–‡…– ’”‘†—…– ‹–‡‰”‹–› ˆ”‘ †ƒƒ‰‡ ƒ† Ž‘•• ‘ˆ —•ƒ„‹Ž‹–› †—”‹‰ •Š‹’’‹‰ ƒ† Šƒ†Ž‹‰Ǥ
ƒ…ƒ‰‹‰‡‰‹‡‡”••Š‘—Ž†„‡‹˜‘Ž˜‡†™‹–Šƒ”‡–‹‰ƒ†•ƒŽ‡•–‘ƒ••—”‡ƒ––”ƒ…–‹˜‡‡••ǡŽ‡‰‹„‹Ž‹–›‘ˆ

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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,
ƒ† Šƒ†Ž‹‰ǡ ’ƒ”–‹…—Žƒ”Ž› ˆ‘” ‡ˆˆ‡…–• ‘ˆ –‡’‡”ƒ–—”‡ǡ Š—‹†‹–›ǡ ‡š’‹”› †ƒ–‡•ǡ ƒ† ‘–Š‡” ”‡Ž‡˜ƒ–
ˆƒ…–‘”•Ǥ–Š‡”…‘•‹†‡”ƒ–‹‘•ƒ›„‡’ƒ…ƒ‰‹‰•‹œ‡–‘‘’–‹‹œ‡–”ƒ•’‘”–ƒ–‹‘…‘…‡”•ˆ‘”™‡‹‰Š–ǡ
dimensions, material handling.

20.4 Marketing claims

ƒŽ‹†ƒ–‹‘‘ˆƒ”‡–‹‰…Žƒ‹•ƒ‰ƒ‹•–”‡“—‹”‡‡–•‘ˆ”‡‰—Žƒ–‘”›ƒ‰‡…‹‡•Ǥ

21 Customer support

21.1 General
—•–‘‡” •—’’‘”– ȋ–‡…Š‹…ƒŽǡ •ƒŽ‡•ǡ ƒ† ‘–Š‡” ϐ‹‡Ž† ƒ…–‹˜‹–‹‡•Ȍ ƒ† •‡”˜‹…‡ ȋ‹…Ž—†‹‰ ’ƒ”–•ǡ •‡”˜‹…‡
–”ƒ‹‹‰ǡ ƒ† ‘–Š‡” •—’’‘”– ƒ…–‹˜‹–‹‡•Ȍ ƒ› „‡ ƒ†‡Ǥ ˆ‘”ƒ–‹‘ ”‡Žƒ–‡† –‘ †‡•‹‰ …Šƒ‰‡•ǡ ‡™
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
‘–Š‡” ƒ”‡– ‹ˆ‘”ƒ–‹‘ •Š‘—Ž† „‡ •—”˜‡›‡† ƒ† ˆ‡† „ƒ… –‘ ‹’”‘˜‡‡– –‡ƒ•ǡ ƒ• ™‡ŽŽ ƒ• ˆ‡†
forward to next generation design.

22.2 Applicable tools and methods

ƒȌ —•–‘‡”•ƒ–‹•ˆƒ…–‹‘•—”˜‡›•
ƒ’Ž‹‰ •—”˜‡›• •Š‘—Ž† „‡ †‘‡ –‘ ’‡”‹‘†‹…ƒŽŽ› –‡•– ƒ”‡– ˆ‘” •Š‹ˆ–• ‹ …—•–‘‡” ’”‹‘”‹–‹‡•ǡ
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
”‘†—…–•ƒ›‡‡†–‘„‡†‹•’‘•‡†‘ˆ‹™ƒ›•–Šƒ–…‘’Ž›™‹–ŠŽ‘…ƒŽ”‡‰—Žƒ–‹‘•ǡƒ•™‡ŽŽƒ•…‘•—‡”
ƒ† ’—„Ž‹… •‡–‹‡–Ǥ Š‹• ƒ› ‹…Ž—†‡ †‡•‹‰Ǧˆ‘”Ǧ”‡—•‡ǡ †‡•‹‰Ǧˆ‘”Ǧ”‡…›…Ž‹‰Ǥ ‘…‡”• ˆ‘” •ƒˆ‡–›ǡ
‡˜‹”‘‡–ƒŽ ‹’ƒ…–ǡ Ž‘‰Ǧ–‡” ‡ˆˆ‡…–•ǡ ƒ† ‘–Š‡” …‘•‹†‡”ƒ–‹‘• •Š‘—Ž† „‡ •–—†‹‡•ǡ ‡•’‡…‹ƒŽŽ› ‹
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
—•–‘‡” •ƒ–‹•ˆƒ…–‹‘ •—”˜‡›• …‘ϐ‹” –Šƒ– ’”‘†—…– ‡– †‡•‹‰ ƒ† ƒ”‡–‹‰ ‹–‡–Ǥ Šƒ‰‡• ‹
ƒ”‡–’”‹‘”‹–‹‡•ǡ‡™–‡…Š‘Ž‘‰‹‡•ǡ‡™ƒ”‡–‘’’‘”–—‹–‹‡•ȋ‹†—•–”›ǡ‰‡‘‰”ƒ’Š›ǡ•‡‰‡–•Ȍ•Š‘—Ž†
„‡‡š’Ž‘”‡†ˆ‘”‡š–‰‡‡”ƒ–‹‘ǤŠ‹•ƒ›‹…Ž—†‡ ‘†‡Ž•ˆ‘”…—•–‘‡”Ǧ†”‹˜‡ǡ–‡…Š‘Ž‘‰›Ǧ†”‹˜‡ǡ
…‘•–Ǧ†”‹˜‡ǡ ƒ—ˆƒ…–—”‹‰Ǧ†”‹˜‡ǡ ”‡‰—Žƒ–‘”›Ǧ†”‹˜‡ǡ ƒ† ‘–Š‡” †”‹˜‡”•Ǥ – ƒ› ‹…Ž—†‡ Šƒ”†™ƒ”‡ǡ
•‘ˆ–™ƒ”‡ǡ•‡”˜‹…‡ǡ‹–‡”ˆƒ…‡ǡ‘”ƒ›…‘„‹ƒ–‹‘–Š‡”‡‘ˆǤ

24.2 Applicable tools and methods

a) Cross-functional management swim-lane charts
„Ȍ —•–‘‡”•ƒ–‹•ˆƒ…–‹‘•—”˜‡›•

22 http://mahdi.hashemitabar.com © ISO 2015 – All rights reserved

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

Annex A
(informative)

Examples of applicable methods and tools

ͳ ‡–ƒ‹Ž•‘ˆŠ‘™–Š‡•‡‡–Š‘†•ƒ†–‘‘Ž•ƒ”‡‹–‡‰”ƒ–‡†ƒ†ƒ’’Ž‹‡†™‹–Š‹ ƒ”‡‡š’Žƒ‹‡†‹–Š‡

…‹–‡†„‘‘•ƒ†’ƒ’‡”•ǤŠ‡‡šƒ’Ž‡•„‡Ž‘™ƒ”‡ˆ”‘ ƒ’’Ž‹…ƒ–‹‘…ƒ•‡•–—†›’ƒ’‡”•’”‡•‡–‡†ƒ–…‘ˆ‡”‡…‡•
ƒ†‹Œ‘—”ƒŽ•–‘‹ŽŽ—•–”ƒ–‡Š‘™–Š‡‡–Š‘†•ƒ†–‘‘Ž•…ƒ„‡—•‡†‹ Ǥ

ʹ  …ƒ‹–‡‰”ƒ–‡™‹–Š‡–Š‘†•ƒ†–‘‘Ž•ˆ”‘ƒ›’”‘†—…–†‡˜‡Ž‘’‡–‡–Š‘†•ǤŠ‡‡–Š‘†•
ƒ†–‘‘Ž•‹–Š‹•‡šƒ†‹–Š‡‹„Ž‹‘‰”ƒ’Š›ƒ”‡‘–ƒ‡šŠƒ—•–‹˜‡Ž‹•–Ǥ‘‡”‡ˆ‡”‡…‡•ƒ”‡‹•–”—…–‹‘ƒŽƒ†
•‘‡•Š‘™Š‘™–Š‡›‹–‡‰”ƒ–‡™‹–Š‘–Š‡”‡–Š‘†•ƒ†–‘‘Ž•‹ Ǥ

A.1 QFD Tools Matrix

Š‹•–ƒ„Ž‡‹†‹…ƒ–‡•™Š‹…Š‡–Š‘†•ƒ†–‘‘Ž•Šƒ˜‡„‡‡—•‡†‹ ƒ’’Ž‹…ƒ–‹‘•ƒ†”‡•‡ƒ”…ŠǤ‡Žƒ–‡†
„‘‘•ƒ††‘…—‡–•™‹–Š†‡–ƒ‹Ž‡†‡š’Žƒƒ–‹‘•ƒ”‡…‹–‡†‹–Š‡‹„Ž‹‘‰”ƒ’Š›ƒ––Š‡‡†ǤŠ‹•–ƒ„Ž‡
can be used to look up methods and tools which are arranged in alphabetical order in the rows to see
‹ˆ –Š‡”‡ ‹• ƒ ”‡Žƒ–‹‘•Š‹’ ȋƒ• ‹†‹…ƒ–‡† „› Ȍ ™‹–Š –Š‡   •–‡’• ƒ† •‡…–‹‘ —„‡”• ‹ –Š‹• ’ƒ”– ‘ˆ
ͳ͸͵ͷͷǤŠ‡–ƒ„Ž‡…ƒƒŽ•‘„‡—•‡†–‘Ž‘‘—’‡ƒ…Š •–‡’ƒ†…Žƒ—•‡—„‡”ƒ††‡–‡”‹‡™Š‹…Š
‡–Š‘†•ƒ†–‘‘Ž•…ƒŠ‡Ž’‹–Šƒ–ƒ…–‹˜‹–›Ǥ

© ISO 2015 – All rights reserved http://mahdi.hashemitabar.com 23

 Table A.1 — QFD Tools Matrix

24
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and 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
related ›’‡   Voice Iden- Prior- Voice Cus- Prior- —ƒǦ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu- De- Proto- Build Pack- Cus- Cus- Prod-
tools and of team of –‹–› itize of tomer itize –‹ˆ› —ƒŽǦ Tech- Cost Relia- Func- Parts Manu- tion sign –›’‹‰ plan- aging, tom- tom- uct
Methods   busi- cus- cus- cus- needs cus- cus- ‹–› ‘Ž‘‰› †‡’Ž‘›Ǧ „‹Ž‹–› tion †‡’Ž‘›Ǧ factur- con- opti- test- ning infor- er er life
BS ISO 16355-1:2015

(see bibli- pro- ness tom- tom- tom- tomer tomer †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment ing cept miza- ing, mation, sup- satis- …›…Ž‡
ography ject ers ers er needs needs ment ment ment ment †‡’Ž‘›Ǧ engi- tion vali- logis- port fac-
ISO 16355-1:2015(E)

for refer- ment neer- dation tics tion

ences) 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

http://mahdi.hashemitabar.com
[35])
Advanced
product
“—ƒŽ‹–›
planning O
ȋȌ
(Reference
[5])
a –ƒ‰‡Ǧ
ƒ–‡̻‹•ƒ‡šƒ’Ž‡‘ˆƒ•—‹–ƒ„Ž‡’”‘†—…–ƒ˜ƒ‹Žƒ„Ž‡…‘‡”…‹ƒŽŽ›ǤŠ‹•‹ˆ‘”ƒ–‹‘‹•‰‹˜‡ˆ‘”–Š‡…‘˜‡‹‡…‡‘ˆ—•‡”•‘ˆ–Š‹•†‘…—‡–ƒ††‘‡•‘–…‘•–‹–—–‡ƒ
‡†‘”•‡‡–„›‘ˆ–Š‹•’”‘†—…–Ǥ

© ISO 2015 – All rights reserved

 Table A.1 (continued)
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and 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
related ›’‡   Voice Iden- Prior- Voice Cus- Prior- —ƒǦ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu- De- Proto- Build Pack- Cus- Cus- Prod-
tools and of team of –‹–› itize of tomer itize –‹ˆ› —ƒŽǦ Tech- Cost Relia- Func- Parts Manu- tion sign –›’‹‰ plan- aging, tom- tom- uct
Methods   busi- cus- cus- cus- needs cus- cus- ‹–› ‘Ž‘‰› †‡’Ž‘›Ǧ „‹Ž‹–› tion †‡’Ž‘›Ǧ factur- con- opti- test- ning infor- er er life
(see bibli- pro- ness tom- tom- tom- tomer tomer †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment ing cept miza- ing, mation, sup- satis- …›…Ž‡
ography ject ers ers er needs needs ment ment ment ment †‡’Ž‘›Ǧ engi- tion vali- logis- port fac-
for refer- ment neer- dation tics tion

© ISO 2015 – All rights reserved

ences) ing
ˆϐ‹‹–›
diagram
(A.11)
O O
(Referenc-
es [81] and
[84])
ƒŽ›–‹…
Š‹‡”ƒ”…Š›
process
(AHP)
(A.13) O O O O O O
(Referenc-
es [100],
[102],
[103], and
[39])

http://mahdi.hashemitabar.com
ƒŽ›–‹…
network
process
(ANP) (Ref- O
erences
[101] and
[57])
Anticipa-
–‘”›ˆƒ‹Ž—”‡
determina-
O
tion (Refer-
ences [55]
and [56])
Balanced
scorecard
O
(Reference
[47])
a –ƒ‰‡Ǧ
ƒ–‡̻‹•ƒ‡šƒ’Ž‡‘ˆƒ•—‹–ƒ„Ž‡’”‘†—…–ƒ˜ƒ‹Žƒ„Ž‡…‘‡”…‹ƒŽŽ›ǤŠ‹•‹ˆ‘”ƒ–‹‘‹•‰‹˜‡ˆ‘”–Š‡…‘˜‡‹‡…‡‘ˆ—•‡”•‘ˆ–Š‹•†‘…—‡–ƒ††‘‡•‘–…‘•–‹–—–‡ƒ
‡†‘”•‡‡–„›‘ˆ–Š‹•’”‘†—…–Ǥ
BS ISO 16355-1:2015
ISO 16355-1:2015(E)

25
 Table A.1 (continued)

26
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and 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
related ›’‡   Voice Iden- Prior- Voice Cus- Prior- —ƒǦ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu- De- Proto- Build Pack- Cus- Cus- Prod-
tools and of team of –‹–› itize of tomer itize –‹ˆ› —ƒŽǦ Tech- Cost Relia- Func- Parts Manu- tion sign –›’‹‰ plan- aging, tom- tom- uct
Methods   busi- cus- cus- cus- needs cus- cus- ‹–› ‘Ž‘‰› †‡’Ž‘›Ǧ „‹Ž‹–› tion †‡’Ž‘›Ǧ factur- con- opti- test- ning infor- er er life
BS ISO 16355-1:2015

(see bibli- pro- ness tom- tom- tom- tomer tomer †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment ing cept miza- ing, mation, sup- satis- …›…Ž‡
ography ject ers ers er needs needs ment ment ment ment †‡’Ž‘›Ǧ engi- tion vali- logis- port fac-
ISO 16355-1:2015(E)

for refer- ment neer- dation tics tion

ences) ing
Bill of
materials
O
(Reference
[95])
Ž‹–œ ®
(A.23) (Ref-
erences O O O O O O O O O O O O O O O
[123] and
[76])
Blue Ocean
–”ƒ–‡‰›
O O
(Reference
[60])
Cause-
and-effect
diagram
O O
(Referenc-
es [82] and
[70])

http://mahdi.hashemitabar.com
Cluster
ƒƒŽ›•‹•
O O
(Reference
[37])
Component
(part)
FMEA (Ref- O
erences [2]
and [111])
a –ƒ‰‡Ǧ
ƒ–‡̻‹•ƒ‡šƒ’Ž‡‘ˆƒ•—‹–ƒ„Ž‡’”‘†—…–ƒ˜ƒ‹Žƒ„Ž‡…‘‡”…‹ƒŽŽ›ǤŠ‹•‹ˆ‘”ƒ–‹‘‹•‰‹˜‡ˆ‘”–Š‡…‘˜‡‹‡…‡‘ˆ—•‡”•‘ˆ–Š‹•†‘…—‡–ƒ††‘‡•‘–…‘•–‹–—–‡ƒ
‡†‘”•‡‡–„›‘ˆ–Š‹•’”‘†—…–Ǥ

© ISO 2015 – All rights reserved

 Table A.1 (continued)
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and 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
related ›’‡   Voice Iden- Prior- Voice Cus- Prior- —ƒǦ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu- De- Proto- Build Pack- Cus- Cus- Prod-
tools and of team of –‹–› itize of tomer itize –‹ˆ› —ƒŽǦ Tech- Cost Relia- Func- Parts Manu- tion sign –›’‹‰ plan- aging, tom- tom- uct
Methods   busi- cus- cus- cus- needs cus- cus- ‹–› ‘Ž‘‰› †‡’Ž‘›Ǧ „‹Ž‹–› tion †‡’Ž‘›Ǧ factur- con- opti- test- ning infor- er er life
(see bibli- pro- ness tom- tom- tom- tomer tomer †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment ing cept miza- ing, mation, sup- satis- …›…Ž‡
ography ject ers ers er needs needs ment ment ment ment †‡’Ž‘›Ǧ engi- tion vali- logis- port fac-
for refer- ment neer- dation tics tion

© ISO 2015 – All rights reserved

ences) ing
Conjoint
ƒƒŽ›•‹•
(Referenc- O O O
es [34] and
[86])
Continuous
 ȋA.25)
(Referenc- O O O O O
es [42] and
[41])
Control
standards
(Referenc- O O
es [2] and
[91])

http://mahdi.hashemitabar.com
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 –ƒ‰‡Ǧ
ƒ–‡̻‹•ƒ‡šƒ’Ž‡‘ˆƒ•—‹–ƒ„Ž‡’”‘†—…–ƒ˜ƒ‹Žƒ„Ž‡…‘‡”…‹ƒŽŽ›ǤŠ‹•‹ˆ‘”ƒ–‹‘‹•‰‹˜‡ˆ‘”–Š‡…‘˜‡‹‡…‡‘ˆ—•‡”•‘ˆ–Š‹•†‘…—‡–ƒ††‘‡•‘–…‘•–‹–—–‡ƒ
‡†‘”•‡‡–„›‘ˆ–Š‹•’”‘†—…–Ǥ
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 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
related ›’‡   Voice Iden- Prior- Voice Cus- Prior- —ƒǦ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu- De- Proto- Build Pack- Cus- Cus- Prod-
tools and of team of –‹–› itize of tomer itize –‹ˆ› —ƒŽǦ Tech- Cost Relia- Func- Parts Manu- tion sign –›’‹‰ plan- aging, tom- tom- uct
Methods   busi- cus- cus- cus- needs cus- cus- ‹–› ‘Ž‘‰› †‡’Ž‘›Ǧ „‹Ž‹–› tion †‡’Ž‘›Ǧ factur- con- opti- test- ning infor- er er life
BS ISO 16355-1:2015

(see bibli- pro- ness tom- tom- tom- tomer tomer †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment ing cept miza- ing, mation, sup- satis- …›…Ž‡
ography ject ers ers er needs needs ment ment ment ment †‡’Ž‘›Ǧ engi- tion vali- logis- port fac-
ISO 16355-1:2015(E)

for refer- ment neer- dation tics tion

ences) ing
Customer
satisfaction
•—”˜‡›• O O O O
(Reference
[53])
Customer
segments
table (A.6) O O
(Reference
[31])
Customer
support
and help
O O O O
•›•–‡•
(Reference
[77])
Customer
voice table
(A.10) O O

http://mahdi.hashemitabar.com
(Reference
[38])
De Bono’s
lateral
thinking O O
(Reference
[18])
a –ƒ‰‡Ǧ
ƒ–‡̻‹•ƒ‡šƒ’Ž‡‘ˆƒ•—‹–ƒ„Ž‡’”‘†—…–ƒ˜ƒ‹Žƒ„Ž‡…‘‡”…‹ƒŽŽ›ǤŠ‹•‹ˆ‘”ƒ–‹‘‹•‰‹˜‡ˆ‘”–Š‡…‘˜‡‹‡…‡‘ˆ—•‡”•‘ˆ–Š‹•†‘…—‡–ƒ††‘‡•‘–…‘•–‹–—–‡ƒ
‡†‘”•‡‡–„›‘ˆ–Š‹•’”‘†—…–Ǥ

© ISO 2015 – All rights reserved

 Table A.1 (continued)
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and 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
related ›’‡   Voice Iden- Prior- Voice Cus- Prior- —ƒǦ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu- De- Proto- Build Pack- Cus- Cus- Prod-
tools and of team of –‹–› itize of tomer itize –‹ˆ› —ƒŽǦ Tech- Cost Relia- Func- Parts Manu- tion sign –›’‹‰ plan- aging, tom- tom- uct
Methods   busi- cus- cus- cus- needs cus- cus- ‹–› ‘Ž‘‰› †‡’Ž‘›Ǧ „‹Ž‹–› tion †‡’Ž‘›Ǧ factur- con- opti- test- ning infor- er er life
(see bibli- pro- ness tom- tom- tom- tomer tomer †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment ing cept miza- ing, mation, sup- satis- …›…Ž‡
ography ject ers ers er needs needs ment ment ment ment †‡’Ž‘›Ǧ engi- tion vali- logis- port fac-
for refer- ment neer- dation tics tion

© ISO 2015 – All rights reserved

ences) ing
‡’Ž‘›-
‡–ϐŽ‘™
diagram
(A.22, A.23,
O O
A.24) (Ref-
erences [2],
[43], [123],
and [76])
Design
FMEA and
analogous
versions
ˆ‘”•ƒˆ‡–›ǡ O O O
•‡…—”‹–›
(Referenc-
es [2], [82],

http://mahdi.hashemitabar.com
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 –ƒ‰‡Ǧ
ƒ–‡̻‹•ƒ‡šƒ’Ž‡‘ˆƒ•—‹–ƒ„Ž‡’”‘†—…–ƒ˜ƒ‹Žƒ„Ž‡…‘‡”…‹ƒŽŽ›ǤŠ‹•‹ˆ‘”ƒ–‹‘‹•‰‹˜‡ˆ‘”–Š‡…‘˜‡‹‡…‡‘ˆ—•‡”•‘ˆ–Š‹•†‘…—‡–ƒ††‘‡•‘–…‘•–‹–—–‡ƒ
‡†‘”•‡‡–„›‘ˆ–Š‹•’”‘†—…–Ǥ
BS ISO 16355-1:2015
ISO 16355-1:2015(E)

29
 Table A.1 (continued)

30
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and 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
related ›’‡   Voice Iden- Prior- Voice Cus- Prior- —ƒǦ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu- De- Proto- Build Pack- Cus- Cus- Prod-
tools and of team of –‹–› itize of tomer itize –‹ˆ› —ƒŽǦ Tech- Cost Relia- Func- Parts Manu- tion sign –›’‹‰ plan- aging, tom- tom- uct
Methods   busi- cus- cus- cus- needs cus- cus- ‹–› ‘Ž‘‰› †‡’Ž‘›Ǧ „‹Ž‹–› tion †‡’Ž‘›Ǧ factur- con- opti- test- ning infor- er er life
BS ISO 16355-1:2015

(see bibli- pro- ness tom- tom- tom- tomer tomer †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment ing cept miza- ing, mation, sup- satis- …›…Ž‡
ography ject ers ers er needs needs ment ment ment ment †‡’Ž‘›Ǧ engi- tion vali- logis- port fac-
ISO 16355-1:2015(E)

for refer- ment neer- dation tics tion

ences) ing
Design for
ȋˆȌ
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])

http://mahdi.hashemitabar.com
Evolution-
ƒ”›͹ȋ‡Ǧ͹Ȍ
 –‘‘Ž• O O
(Reference
[83])
Ergonom-
ics and
human
O O O O O O
factors
(Reference
[59])
a –ƒ‰‡Ǧ
ƒ–‡̻‹•ƒ‡šƒ’Ž‡‘ˆƒ•—‹–ƒ„Ž‡’”‘†—…–ƒ˜ƒ‹Žƒ„Ž‡…‘‡”…‹ƒŽŽ›ǤŠ‹•‹ˆ‘”ƒ–‹‘‹•‰‹˜‡ˆ‘”–Š‡…‘˜‡‹‡…‡‘ˆ—•‡”•‘ˆ–Š‹•†‘…—‡–ƒ††‘‡•‘–…‘•–‹–—–‡ƒ
‡†‘”•‡‡–„›‘ˆ–Š‹•’”‘†—…–Ǥ

© ISO 2015 – All rights reserved

 Table A.1 (continued)
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and 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
related ›’‡   Voice Iden- Prior- Voice Cus- Prior- —ƒǦ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu- De- Proto- Build Pack- Cus- Cus- Prod-
tools and of team of –‹–› itize of tomer itize –‹ˆ› —ƒŽǦ Tech- Cost Relia- Func- Parts Manu- tion sign –›’‹‰ plan- aging, tom- tom- uct
Methods   busi- cus- cus- cus- needs cus- cus- ‹–› ‘Ž‘‰› †‡’Ž‘›Ǧ „‹Ž‹–› tion †‡’Ž‘›Ǧ factur- con- opti- test- ning infor- er er life
(see bibli- pro- ness tom- tom- tom- tomer tomer †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment ing cept miza- ing, mation, sup- satis- …›…Ž‡
ography ject ers ers er needs needs ment ment ment ment †‡’Ž‘›Ǧ engi- tion vali- logis- port fac-
for refer- ment neer- dation tics tion

© ISO 2015 – All rights reserved

ences) ing
Factor
ƒƒŽ›•‹•
O O
(Reference
[37])
Failure
mode and
effects
ƒƒŽ›•‹• O O O
(FMEA) (Ref-
erences [2]
and [111])
Failure
mode
effects and
diagnostic

http://mahdi.hashemitabar.com
O O O O
ƒƒŽ›•‹•
(FMEDA)
(Reference
[11])
Failure
mode,
effects and
…”‹–‹…ƒŽ‹–›
O O
ƒƒŽ›•‹•
(FMECA)
(Reference
[106])
FAST
diagrams
O
(Reference
[107])
a –ƒ‰‡Ǧ
ƒ–‡̻‹•ƒ‡šƒ’Ž‡‘ˆƒ•—‹–ƒ„Ž‡’”‘†—…–ƒ˜ƒ‹Žƒ„Ž‡…‘‡”…‹ƒŽŽ›ǤŠ‹•‹ˆ‘”ƒ–‹‘‹•‰‹˜‡ˆ‘”–Š‡…‘˜‡‹‡…‡‘ˆ—•‡”•‘ˆ–Š‹•†‘…—‡–ƒ††‘‡•‘–…‘•–‹–—–‡ƒ
‡†‘”•‡‡–„›‘ˆ–Š‹•’”‘†—…–Ǥ
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 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
related ›’‡   Voice Iden- Prior- Voice Cus- Prior- —ƒǦ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu- De- Proto- Build Pack- Cus- Cus- Prod-
tools and of team of –‹–› itize of tomer itize –‹ˆ› —ƒŽǦ Tech- Cost Relia- Func- Parts Manu- tion sign –›’‹‰ plan- aging, tom- tom- uct
Methods   busi- cus- cus- cus- needs cus- cus- ‹–› ‘Ž‘‰› †‡’Ž‘›Ǧ „‹Ž‹–› tion †‡’Ž‘›Ǧ factur- con- opti- test- ning infor- er er life
BS ISO 16355-1:2015

(see bibli- pro- ness tom- tom- tom- tomer tomer †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment ing cept miza- ing, mation, sup- satis- …›…Ž‡
ography ject ers ers er needs needs ment ment ment ment †‡’Ž‘›Ǧ engi- tion vali- logis- port fac-
ISO 16355-1:2015(E)

for refer- ment neer- dation tics tion

ences) ing
Fault tree
ƒƒŽ›•‹•
O O O
(Reference
[2])
Flexible
manu-
facturing O O
(Reference
[121])
Focus
groups
O O O O
(Reference
[23])
Function
ƒƒŽ›•‹•
(Refer-
O
ences [2],
[107], and
[108])

http://mahdi.hashemitabar.com
Function
tree (Refer- O
ence [70])
Functional
require-
ments
correlation
matrix,
O O O
Dz”‘‘ˆdz‘ˆ
the House
‘ˆ—ƒŽ‹–›
(Reference
[14])
a –ƒ‰‡Ǧ
ƒ–‡̻‹•ƒ‡šƒ’Ž‡‘ˆƒ•—‹–ƒ„Ž‡’”‘†—…–ƒ˜ƒ‹Žƒ„Ž‡…‘‡”…‹ƒŽŽ›ǤŠ‹•‹ˆ‘”ƒ–‹‘‹•‰‹˜‡ˆ‘”–Š‡…‘˜‡‹‡…‡‘ˆ—•‡”•‘ˆ–Š‹•†‘…—‡–ƒ††‘‡•‘–…‘•–‹–—–‡ƒ
‡†‘”•‡‡–„›‘ˆ–Š‹•’”‘†—…–Ǥ

© ISO 2015 – All rights reserved

 Table A.1 (continued)
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and 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
related ›’‡   Voice Iden- Prior- Voice Cus- Prior- —ƒǦ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu- De- Proto- Build Pack- Cus- Cus- Prod-
tools and of team of –‹–› itize of tomer itize –‹ˆ› —ƒŽǦ Tech- Cost Relia- Func- Parts Manu- tion sign –›’‹‰ plan- aging, tom- tom- uct
Methods   busi- cus- cus- cus- needs cus- cus- ‹–› ‘Ž‘‰› †‡’Ž‘›Ǧ „‹Ž‹–› tion †‡’Ž‘›Ǧ factur- con- opti- test- ning infor- er er life
(see bibli- pro- ness tom- tom- tom- tomer tomer †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment ing cept miza- ing, mation, sup- satis- …›…Ž‡
ography ject ers ers er needs needs ment ment ment ment †‡’Ž‘›Ǧ engi- tion vali- logis- port fac-
for refer- ment neer- dation tics tion

© ISO 2015 – All rights reserved

ences) ing
—œœ›
(Reference O
[65])
—œœ›
(Reference O
[52])
Gemba visit
checklist
O O
(Reference
[79])
Gemba visit
table (A.9)
O
(Reference
[45])

http://mahdi.hashemitabar.com
‡–‡”ƒ”…Š›
diagram
O O
(Reference
[27])
‹‡”ƒ”…Š›
diagram
(A.12) (Ref-
O O
erences
[75], [84],
and [81])
Hoshin
kanri (pol-
‹…›ƒ-
agement) O O O
(Referenc-
es [3], [62],
and [117])
a –ƒ‰‡Ǧ
ƒ–‡̻‹•ƒ‡šƒ’Ž‡‘ˆƒ•—‹–ƒ„Ž‡’”‘†—…–ƒ˜ƒ‹Žƒ„Ž‡…‘‡”…‹ƒŽŽ›ǤŠ‹•‹ˆ‘”ƒ–‹‘‹•‰‹˜‡ˆ‘”–Š‡…‘˜‡‹‡…‡‘ˆ—•‡”•‘ˆ–Š‹•†‘…—‡–ƒ††‘‡•‘–…‘•–‹–—–‡ƒ
‡†‘”•‡‡–„›‘ˆ–Š‹•’”‘†—…–Ǥ
BS ISO 16355-1:2015
ISO 16355-1:2015(E)

33
 Table A.1 (continued)

34
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and 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
related ›’‡   Voice Iden- Prior- Voice Cus- Prior- —ƒǦ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu- De- Proto- Build Pack- Cus- Cus- Prod-
tools and of team of –‹–› itize of tomer itize –‹ˆ› —ƒŽǦ Tech- Cost Relia- Func- Parts Manu- tion sign –›’‹‰ plan- aging, tom- tom- uct
Methods   busi- cus- cus- cus- needs cus- cus- ‹–› ‘Ž‘‰› †‡’Ž‘›Ǧ „‹Ž‹–› tion †‡’Ž‘›Ǧ factur- con- opti- test- ning infor- er er life
BS ISO 16355-1:2015

(see bibli- pro- ness tom- tom- tom- tomer tomer †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment ing cept miza- ing, mation, sup- satis- …›…Ž‡
ography ject ers ers er needs needs ment ment ment ment †‡’Ž‘›Ǧ engi- tion vali- logis- port fac-
ISO 16355-1:2015(E)

for refer- ment neer- dation tics tion

ences) ing
House of
—ƒŽ‹–›
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

http://mahdi.hashemitabar.com
(Reference O
[49])
(New)
Kano model
(Referenc- O O O O O
es [54] and
[97])
a –ƒ‰‡Ǧ
ƒ–‡̻‹•ƒ‡šƒ’Ž‡‘ˆƒ•—‹–ƒ„Ž‡’”‘†—…–ƒ˜ƒ‹Žƒ„Ž‡…‘‡”…‹ƒŽŽ›ǤŠ‹•‹ˆ‘”ƒ–‹‘‹•‰‹˜‡ˆ‘”–Š‡…‘˜‡‹‡…‡‘ˆ—•‡”•‘ˆ–Š‹•†‘…—‡–ƒ††‘‡•‘–…‘•–‹–—–‡ƒ
‡†‘”•‡‡–„›‘ˆ–Š‹•’”‘†—…–Ǥ

© ISO 2015 – All rights reserved

 Table A.1 (continued)
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and 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
related ›’‡   Voice Iden- Prior- Voice Cus- Prior- —ƒǦ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu- De- Proto- Build Pack- Cus- Cus- Prod-
tools and of team of –‹–› itize of tomer itize –‹ˆ› —ƒŽǦ Tech- Cost Relia- Func- Parts Manu- tion sign –›’‹‰ plan- aging, tom- tom- uct
Methods   busi- cus- cus- cus- needs cus- cus- ‹–› ‘Ž‘‰› †‡’Ž‘›Ǧ „‹Ž‹–› tion †‡’Ž‘›Ǧ factur- con- opti- test- ning infor- er er life
(see bibli- pro- ness tom- tom- tom- tomer tomer †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment ing cept miza- ing, mation, sup- satis- …›…Ž‡
ography ject ers ers er needs needs ment ment ment ment †‡’Ž‘›Ǧ engi- tion vali- logis- port fac-
for refer- ment neer- dation tics tion

© ISO 2015 – All rights reserved

ences) ing
Kansei
engineer-
ing for
emotional
“—ƒŽ‹–› O O O O
(A.19)
(Referenc-
es [32] and
[116])
‡›‡‡†•
ƒƒŽ›•‹•
O
(Reference
[38])
Knowledge
man-
agement O

http://mahdi.hashemitabar.com
(Reference
[4])
Kotler’s
market
portfolio
O
planning
(Reference
[64])
Lead user
ƒƒŽ›•‹•
O
(Reference
[110])
Lean man-
ufacturing
O
(Reference
[17])
a –ƒ‰‡Ǧ
ƒ–‡̻‹•ƒ‡šƒ’Ž‡‘ˆƒ•—‹–ƒ„Ž‡’”‘†—…–ƒ˜ƒ‹Žƒ„Ž‡…‘‡”…‹ƒŽŽ›ǤŠ‹•‹ˆ‘”ƒ–‹‘‹•‰‹˜‡ˆ‘”–Š‡…‘˜‡‹‡…‡‘ˆ—•‡”•‘ˆ–Š‹•†‘…—‡–ƒ††‘‡•‘–…‘•–‹–—–‡ƒ
‡†‘”•‡‡–„›‘ˆ–Š‹•’”‘†—…–Ǥ
BS ISO 16355-1:2015
ISO 16355-1:2015(E)

35
 Table A.1 (continued)

36
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and 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
related ›’‡   Voice Iden- Prior- Voice Cus- Prior- —ƒǦ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu- De- Proto- Build Pack- Cus- Cus- Prod-
tools and of team of –‹–› itize of tomer itize –‹ˆ› —ƒŽǦ Tech- Cost Relia- Func- Parts Manu- tion sign –›’‹‰ plan- aging, tom- tom- uct
Methods   busi- cus- cus- cus- needs cus- cus- ‹–› ‘Ž‘‰› †‡’Ž‘›Ǧ „‹Ž‹–› tion †‡’Ž‘›Ǧ factur- con- opti- test- ning infor- er er life
BS ISO 16355-1:2015

(see bibli- pro- ness tom- tom- tom- tomer tomer †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment ing cept miza- ing, mation, sup- satis- …›…Ž‡
ography ject ers ers er needs needs ment ment ment ment †‡’Ž‘›Ǧ engi- tion vali- logis- port fac-
ISO 16355-1:2015(E)

for refer- ment neer- dation tics tion

ences) ing
Lifetime
estimation
O O
(Reference
[66])
L-matrices
(Referenc-
O O O
es [81] and
[84])
ƒ‡Ȁ„—›
ƒƒŽ›•‹•
O O
(Reference
[25])
Market seg-
mentation
(Referenc-
O O O O O O O
es [64],
[115], and
[97])

http://mahdi.hashemitabar.com
Maximum
value table
for critical
needs
O
(A.15) (Ref-
erences
[123], [38],
and [31])
Mind maps
(Reference O
[69])
a –ƒ‰‡Ǧ
ƒ–‡̻‹•ƒ‡šƒ’Ž‡‘ˆƒ•—‹–ƒ„Ž‡’”‘†—…–ƒ˜ƒ‹Žƒ„Ž‡…‘‡”…‹ƒŽŽ›ǤŠ‹•‹ˆ‘”ƒ–‹‘‹•‰‹˜‡ˆ‘”–Š‡…‘˜‡‹‡…‡‘ˆ—•‡”•‘ˆ–Š‹•†‘…—‡–ƒ††‘‡•‘–…‘•–‹–—–‡ƒ
‡†‘”•‡‡–„›‘ˆ–Š‹•’”‘†—…–Ǥ

© ISO 2015 – All rights reserved

 Table A.1 (continued)
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and 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
related ›’‡   Voice Iden- Prior- Voice Cus- Prior- —ƒǦ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu- De- Proto- Build Pack- Cus- Cus- Prod-
tools and of team of –‹–› itize of tomer itize –‹ˆ› —ƒŽǦ Tech- Cost Relia- Func- Parts Manu- tion sign –›’‹‰ plan- aging, tom- tom- uct
Methods   busi- cus- cus- cus- needs cus- cus- ‹–› ‘Ž‘‰› †‡’Ž‘›Ǧ „‹Ž‹–› tion †‡’Ž‘›Ǧ factur- con- opti- test- ning infor- er er life
(see bibli- pro- ness tom- tom- tom- tomer tomer †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment ing cept miza- ing, mation, sup- satis- …›…Ž‡
ography ject ers ers er needs needs ment ment ment ment †‡’Ž‘›Ǧ engi- tion vali- logis- port fac-
for refer- ment neer- dation tics tion

© ISO 2015 – All rights reserved

ences) ing
Monte
Carlo
simulations O O
(Reference
[58])
Multiple
response
surface op-
O
timization
(Reference
[80])
Networks
(Reference O
[57])
New

http://mahdi.hashemitabar.com
Lanchester
•–”ƒ–‡‰›ˆ‘”
sales and
O O
marketing
(Referenc-
es [120]
and [105])
Parameter
design
for robust
products O
(Reference
[13] and
[50])
a –ƒ‰‡Ǧ
ƒ–‡̻‹•ƒ‡šƒ’Ž‡‘ˆƒ•—‹–ƒ„Ž‡’”‘†—…–ƒ˜ƒ‹Žƒ„Ž‡…‘‡”…‹ƒŽŽ›ǤŠ‹•‹ˆ‘”ƒ–‹‘‹•‰‹˜‡ˆ‘”–Š‡…‘˜‡‹‡…‡‘ˆ—•‡”•‘ˆ–Š‹•†‘…—‡–ƒ††‘‡•‘–…‘•–‹–—–‡ƒ
‡†‘”•‡‡–„›‘ˆ–Š‹•’”‘†—…–Ǥ
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 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
related ›’‡   Voice Iden- Prior- Voice Cus- Prior- —ƒǦ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu- De- Proto- Build Pack- Cus- Cus- Prod-
tools and of team of –‹–› itize of tomer itize –‹ˆ› —ƒŽǦ Tech- Cost Relia- Func- Parts Manu- tion sign –›’‹‰ plan- aging, tom- tom- uct
Methods   busi- cus- cus- cus- needs cus- cus- ‹–› ‘Ž‘‰› †‡’Ž‘›Ǧ „‹Ž‹–› tion †‡’Ž‘›Ǧ factur- con- opti- test- ning infor- er er life
BS ISO 16355-1:2015

(see bibli- pro- ness tom- tom- tom- tomer tomer †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment ing cept miza- ing, mation, sup- satis- …›…Ž‡
ography ject ers ers er needs needs ment ment ment ment †‡’Ž‘›Ǧ engi- tion vali- logis- port fac-
ISO 16355-1:2015(E)

for refer- ment neer- dation tics tion

ences) ing
Parameter
optimiza-
tion (Ref- O O
erence [13]
and [50])
Paramet-
ric cost
estimation O
(Reference
[19])
‘ƒǦ›‘‡
(Reference O
[109])
Porter
ϐ‹˜‡ˆ‘”…‡
ƒƒŽ›•‹• O O
(Reference
[40])

http://mahdi.hashemitabar.com
Process
Beginning/
End table
O O
(A.5)
(Reference
[12])
Process
…ƒ’ƒ„‹Ž‹–›
studies for
inter-
O
nal and
suppliers
(Reference
[20])
a –ƒ‰‡Ǧ
ƒ–‡̻‹•ƒ‡šƒ’Ž‡‘ˆƒ•—‹–ƒ„Ž‡’”‘†—…–ƒ˜ƒ‹Žƒ„Ž‡…‘‡”…‹ƒŽŽ›ǤŠ‹•‹ˆ‘”ƒ–‹‘‹•‰‹˜‡ˆ‘”–Š‡…‘˜‡‹‡…‡‘ˆ—•‡”•‘ˆ–Š‹•†‘…—‡–ƒ††‘‡•‘–…‘•–‹–—–‡ƒ
‡†‘”•‡‡–„›‘ˆ–Š‹•’”‘†—…–Ǥ

© ISO 2015 – All rights reserved

 Table A.1 (continued)
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and 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
related ›’‡   Voice Iden- Prior- Voice Cus- Prior- —ƒǦ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu- De- Proto- Build Pack- Cus- Cus- Prod-
tools and of team of –‹–› itize of tomer itize –‹ˆ› —ƒŽǦ Tech- Cost Relia- Func- Parts Manu- tion sign –›’‹‰ plan- aging, tom- tom- uct
Methods   busi- cus- cus- cus- needs cus- cus- ‹–› ‘Ž‘‰› †‡’Ž‘›Ǧ „‹Ž‹–› tion †‡’Ž‘›Ǧ factur- con- opti- test- ning infor- er er life
(see bibli- pro- ness tom- tom- tom- tomer tomer †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment ing cept miza- ing, mation, sup- satis- …›…Ž‡
ography ject ers ers er needs needs ment ment ment ment †‡’Ž‘›Ǧ engi- tion vali- logis- port fac-
for refer- ment neer- dation tics tion

© ISO 2015 – All rights reserved

ences) 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],

http://mahdi.hashemitabar.com
[29], and
[48])
Production
control
plans (Ref- O
erences [2]
and [29])
Production
part ap-
proval plan
O
(PPAP)
(Reference
[6])
a –ƒ‰‡Ǧ
ƒ–‡̻‹•ƒ‡šƒ’Ž‡‘ˆƒ•—‹–ƒ„Ž‡’”‘†—…–ƒ˜ƒ‹Žƒ„Ž‡…‘‡”…‹ƒŽŽ›ǤŠ‹•‹ˆ‘”ƒ–‹‘‹•‰‹˜‡ˆ‘”–Š‡…‘˜‡‹‡…‡‘ˆ—•‡”•‘ˆ–Š‹•†‘…—‡–ƒ††‘‡•‘–…‘•–‹–—–‡ƒ
‡†‘”•‡‡–„›‘ˆ–Š‹•’”‘†—…–Ǥ
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 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
related ›’‡   Voice Iden- Prior- Voice Cus- Prior- —ƒǦ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu- De- Proto- Build Pack- Cus- Cus- Prod-
tools and of team of –‹–› itize of tomer itize –‹ˆ› —ƒŽǦ Tech- Cost Relia- Func- Parts Manu- tion sign –›’‹‰ plan- aging, tom- tom- uct
Methods   busi- cus- cus- cus- needs cus- cus- ‹–› ‘Ž‘‰› †‡’Ž‘›Ǧ „‹Ž‹–› tion †‡’Ž‘›Ǧ factur- con- opti- test- ning infor- er er life
BS ISO 16355-1:2015

(see bibli- pro- ness tom- tom- tom- tomer tomer †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment ing cept miza- ing, mation, sup- satis- …›…Ž‡
ography ject ers ers er needs needs ment ment ment ment †‡’Ž‘›Ǧ engi- tion vali- logis- port fac-
ISO 16355-1:2015(E)

for refer- ment neer- dation tics tion

ences) 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-

http://mahdi.hashemitabar.com
erences
[92], [126],
and [61])
—ƒŽ‹–›
control
process
charts O O
(Referenc-
es [2] and
[82])
a –ƒ‰‡Ǧ
ƒ–‡̻‹•ƒ‡šƒ’Ž‡‘ˆƒ•—‹–ƒ„Ž‡’”‘†—…–ƒ˜ƒ‹Žƒ„Ž‡…‘‡”…‹ƒŽŽ›ǤŠ‹•‹ˆ‘”ƒ–‹‘‹•‰‹˜‡ˆ‘”–Š‡…‘˜‡‹‡…‡‘ˆ—•‡”•‘ˆ–Š‹•†‘…—‡–ƒ††‘‡•‘–…‘•–‹–—–‡ƒ
‡†‘”•‡‡–„›‘ˆ–Š‹•’”‘†—…–Ǥ

© ISO 2015 – All rights reserved

 Table A.1 (continued)
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and 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
related ›’‡   Voice Iden- Prior- Voice Cus- Prior- —ƒǦ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu- De- Proto- Build Pack- Cus- Cus- Prod-
tools and of team of –‹–› itize of tomer itize –‹ˆ› —ƒŽǦ Tech- Cost Relia- Func- Parts Manu- tion sign –›’‹‰ plan- aging, tom- tom- uct
Methods   busi- cus- cus- cus- needs cus- cus- ‹–› ‘Ž‘‰› †‡’Ž‘›Ǧ „‹Ž‹–› tion †‡’Ž‘›Ǧ factur- con- opti- test- ning infor- er er life
(see bibli- pro- ness tom- tom- tom- tomer tomer †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment ing cept miza- ing, mation, sup- satis- …›…Ž‡
ography ject ers ers er needs needs ment ment ment ment †‡’Ž‘›Ǧ engi- tion vali- logis- port fac-
for refer- ment neer- dation tics tion

© ISO 2015 – All rights reserved

ences) ing
—ƒŽ‹–›
planning
table (A.14)
O
(Referenc-
es [2] and
[51])
—‡•–‹‘-
naires
(Referenc- O O O O O O O
es [35] and
[77])
‡Ž‹ƒ„‹Ž‹–›
†‡’Ž‘›‡–
(Referenc- O O
es [61] and
[2])

http://mahdi.hashemitabar.com
Reverse
 ȋA.20)
(Referenc-
O O
es [44],
[53], and
[78])
Risk
ƒƒŽ›•‹•
(Referenc- O O O O O
es [24] and
[55])
Risk
assessment
O O O O O
(Reference
[16])
a –ƒ‰‡Ǧ
ƒ–‡̻‹•ƒ‡šƒ’Ž‡‘ˆƒ•—‹–ƒ„Ž‡’”‘†—…–ƒ˜ƒ‹Žƒ„Ž‡…‘‡”…‹ƒŽŽ›ǤŠ‹•‹ˆ‘”ƒ–‹‘‹•‰‹˜‡ˆ‘”–Š‡…‘˜‡‹‡…‡‘ˆ—•‡”•‘ˆ–Š‹•†‘…—‡–ƒ††‘‡•‘–…‘•–‹–—–‡ƒ
‡†‘”•‡‡–„›‘ˆ–Š‹•’”‘†—…–Ǥ
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 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
related ›’‡   Voice Iden- Prior- Voice Cus- Prior- —ƒǦ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu- De- Proto- Build Pack- Cus- Cus- Prod-
tools and of team of –‹–› itize of tomer itize –‹ˆ› —ƒŽǦ Tech- Cost Relia- Func- Parts Manu- tion sign –›’‹‰ plan- aging, tom- tom- uct
Methods   busi- cus- cus- cus- needs cus- cus- ‹–› ‘Ž‘‰› †‡’Ž‘›Ǧ „‹Ž‹–› tion †‡’Ž‘›Ǧ factur- con- opti- test- ning infor- er er life
BS ISO 16355-1:2015

(see bibli- pro- ness tom- tom- tom- tomer tomer †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment ing cept miza- ing, mation, sup- satis- …›…Ž‡
ography ject ers ers er needs needs ment ment ment ment †‡’Ž‘›Ǧ engi- tion vali- logis- port fac-
ISO 16355-1:2015(E)

for refer- ment neer- dation tics tion

ences) ing
Sales call
reports
(Referenc- O O O
es [68] and
[82])
Scope
„‘—†ƒ”›
ƒƒŽ›•‹•
O O
(A.4)
(Reference
[112])
‡•‹–‹˜‹–›
ƒƒŽ›•‹•
O O
(Reference
[16])
Six Sigma
and DMAIC
(Referenc- O O
es [8] and

http://mahdi.hashemitabar.com
[96])
Social
media
O O
(Reference
[77])
Stage-
Gate™a)
(Referenc- O O
es [74] and
[15])
a –ƒ‰‡Ǧ
ƒ–‡̻‹•ƒ‡šƒ’Ž‡‘ˆƒ•—‹–ƒ„Ž‡’”‘†—…–ƒ˜ƒ‹Žƒ„Ž‡…‘‡”…‹ƒŽŽ›ǤŠ‹•‹ˆ‘”ƒ–‹‘‹•‰‹˜‡ˆ‘”–Š‡…‘˜‡‹‡…‡‘ˆ—•‡”•‘ˆ–Š‹•†‘…—‡–ƒ††‘‡•‘–…‘•–‹–—–‡ƒ
‡†‘”•‡‡–„›‘ˆ–Š‹•’”‘†—…–Ǥ

© ISO 2015 – All rights reserved

 Table A.1 (continued)
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and 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
related ›’‡   Voice Iden- Prior- Voice Cus- Prior- —ƒǦ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu- De- Proto- Build Pack- Cus- Cus- Prod-
tools and of team of –‹–› itize of tomer itize –‹ˆ› —ƒŽǦ Tech- Cost Relia- Func- Parts Manu- tion sign –›’‹‰ plan- aging, tom- tom- uct
Methods   busi- cus- cus- cus- needs cus- cus- ‹–› ‘Ž‘‰› †‡’Ž‘›Ǧ „‹Ž‹–› tion †‡’Ž‘›Ǧ factur- con- opti- test- ning infor- er er life
(see bibli- pro- ness tom- tom- tom- tomer tomer †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment ing cept miza- ing, mation, sup- satis- …›…Ž‡
ography ject ers ers er needs needs ment ment ment ment †‡’Ž‘›Ǧ engi- tion vali- logis- port fac-
for refer- ment neer- dation tics tion

© ISO 2015 – All rights reserved

ences) ing
Stakehold-
‡”ƒƒŽ›•‹•
(Referenc- O O
es [90] and
[112])
Statistical
process
control
O O O O O
(Referenc-
es [1] and
[118])
—’’Ž›
chain man-
agement O O O O O O
(Reference
[33])

http://mahdi.hashemitabar.com
›•–‡•
engineer-
ing (Refer- O
ences [71]
and [30])
Taguchi
methods
(Referenc- O O O
es [89] and
[93])
Task
†‡’Ž‘›-
ment table
O
(Referenc-
es [67] and
[72])
a –ƒ‰‡Ǧ
ƒ–‡̻‹•ƒ‡šƒ’Ž‡‘ˆƒ•—‹–ƒ„Ž‡’”‘†—…–ƒ˜ƒ‹Žƒ„Ž‡…‘‡”…‹ƒŽŽ›ǤŠ‹•‹ˆ‘”ƒ–‹‘‹•‰‹˜‡ˆ‘”–Š‡…‘˜‡‹‡…‡‘ˆ—•‡”•‘ˆ–Š‹•†‘…—‡–ƒ††‘‡•‘–…‘•–‹–—–‡ƒ
‡†‘”•‡‡–„›‘ˆ–Š‹•’”‘†—…–Ǥ
BS ISO 16355-1:2015
ISO 16355-1:2015(E)

43
 Table A.1 (continued)

44
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and 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
related ›’‡   Voice Iden- Prior- Voice Cus- Prior- —ƒǦ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu- De- Proto- Build Pack- Cus- Cus- Prod-
tools and of team of –‹–› itize of tomer itize –‹ˆ› —ƒŽǦ Tech- Cost Relia- Func- Parts Manu- tion sign –›’‹‰ plan- aging, tom- tom- uct
Methods   busi- cus- cus- cus- needs cus- cus- ‹–› ‘Ž‘‰› †‡’Ž‘›Ǧ „‹Ž‹–› tion †‡’Ž‘›Ǧ factur- con- opti- test- ning infor- er er life
BS ISO 16355-1:2015

(see bibli- pro- ness tom- tom- tom- tomer tomer †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment ing cept miza- ing, mation, sup- satis- …›…Ž‡
ography ject ers ers er needs needs ment ment ment ment †‡’Ž‘›Ǧ engi- tion vali- logis- port fac-
ISO 16355-1:2015(E)

for refer- ment neer- dation tics tion

ences) ing
Technical
visits and
mainte-
nance
O O
Records
(Referenc-
es [36] and
[26])
Test de-
’Ž‘›‡–
(Referenc- O
es [24] and
[119])
Š‡‘”›‘ˆ
constraints
(Referenc- O
es [124]
and [94])

http://mahdi.hashemitabar.com
Tolerance
design
O O O
(Reference
[8])
ȋ‡ˆ-
erences
O O O
[14] and
[114])
•ƒ„‹Ž‹–›
studies
O O
(Reference
[85])
a –ƒ‰‡Ǧ
ƒ–‡̻‹•ƒ‡šƒ’Ž‡‘ˆƒ•—‹–ƒ„Ž‡’”‘†—…–ƒ˜ƒ‹Žƒ„Ž‡…‘‡”…‹ƒŽŽ›ǤŠ‹•‹ˆ‘”ƒ–‹‘‹•‰‹˜‡ˆ‘”–Š‡…‘˜‡‹‡…‡‘ˆ—•‡”•‘ˆ–Š‹•†‘…—‡–ƒ††‘‡•‘–…‘•–‹–—–‡ƒ
‡†‘”•‡‡–„›‘ˆ–Š‹•’”‘†—…–Ǥ

© ISO 2015 – All rights reserved

 Table A.1 (continued)
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and 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
related ›’‡   Voice Iden- Prior- Voice Cus- Prior- —ƒǦ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu- De- Proto- Build Pack- Cus- Cus- Prod-
tools and of team of –‹–› itize of tomer itize –‹ˆ› —ƒŽǦ Tech- Cost Relia- Func- Parts Manu- tion sign –›’‹‰ plan- aging, tom- tom- uct
Methods   busi- cus- cus- cus- needs cus- cus- ‹–› ‘Ž‘‰› †‡’Ž‘›Ǧ „‹Ž‹–› tion †‡’Ž‘›Ǧ factur- con- opti- test- ning infor- er er life
(see bibli- pro- ness tom- tom- tom- tomer tomer †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment ing cept miza- ing, mation, sup- satis- …›…Ž‡
ography ject ers ers er needs needs ment ment ment ment †‡’Ž‘›Ǧ engi- tion vali- logis- port fac-
for refer- ment neer- dation tics tion

© ISO 2015 – All rights reserved

ences) ing
User
personae
O O
(Reference
[104])
Value
ƒƒŽ›•‹•
(Referenc-
O
es [2],[82],
[107], and
[21])
Value chain
mapping
O O O
(Reference
[99])
Value en-

http://mahdi.hashemitabar.com
gineering
(Referenc-
O O
es [2], [82],
[107], and
[21])
Value
stream
mapping
for lean
O
processes
(Referenc-
es [98] and
[31])
V-Model
‘ˆ•›•–‡•
engineer- O
ing (Refer-
ence [28])
a –ƒ‰‡Ǧ
ƒ–‡̻‹•ƒ‡šƒ’Ž‡‘ˆƒ•—‹–ƒ„Ž‡’”‘†—…–ƒ˜ƒ‹Žƒ„Ž‡…‘‡”…‹ƒŽŽ›ǤŠ‹•‹ˆ‘”ƒ–‹‘‹•‰‹˜‡ˆ‘”–Š‡…‘˜‡‹‡…‡‘ˆ—•‡”•‘ˆ–Š‹•†‘…—‡–ƒ††‘‡•‘–…‘•–‹–—–‡ƒ
‡†‘”•‡‡–„›‘ˆ–Š‹•’”‘†—…–Ǥ
BS ISO 16355-1:2015
ISO 16355-1:2015(E)

45
 Table A.1 (continued)

46
QFD Process Steps
QFD Customers Product development Product Operations
project design
QFD and 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
related ›’‡   Voice Iden- Prior- Voice Cus- Prior- —ƒǦ 5.2 5.4 5.6 5.8 6.1 6.3 6.5 Solu- De- Proto- Build Pack- Cus- Cus- Prod-
tools and of team of –‹–› itize of tomer itize –‹ˆ› —ƒŽǦ Tech- Cost Relia- Func- Parts Manu- tion sign –›’‹‰ plan- aging, tom- tom- uct
Methods   busi- cus- cus- cus- needs cus- cus- ‹–› ‘Ž‘‰› †‡’Ž‘›Ǧ „‹Ž‹–› tion †‡’Ž‘›Ǧ factur- con- opti- test- ning infor- er er life
BS ISO 16355-1:2015

(see bibli- pro- ness tom- tom- tom- tomer tomer †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment †‡’Ž‘›Ǧ †‡’Ž‘›Ǧ ment ing cept miza- ing, mation, sup- satis- …›…Ž‡
ography ject ers ers er needs needs ment ment ment ment †‡’Ž‘›Ǧ engi- tion vali- logis- port fac-
ISO 16355-1:2015(E)

for refer- ment neer- dation tics tion

ences) ing
ƒ””ƒ–›
returns,
complaints O O O O
(Reference
[83])
World class
manu-
facturing O
(Reference
[10])
a –ƒ‰‡Ǧ
ƒ–‡̻‹•ƒ‡šƒ’Ž‡‘ˆƒ•—‹–ƒ„Ž‡’”‘†—…–ƒ˜ƒ‹Žƒ„Ž‡…‘‡”…‹ƒŽŽ›ǤŠ‹•‹ˆ‘”ƒ–‹‘‹•‰‹˜‡ˆ‘”–Š‡…‘˜‡‹‡…‡‘ˆ—•‡”•‘ˆ–Š‹•†‘…—‡–ƒ††‘‡•‘–…‘•–‹–—–‡ƒ
‡†‘”•‡‡–„›‘ˆ–Š‹•’”‘†—…–Ǥ

http://mahdi.hashemitabar.com
© 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 ƒ’ƒ„Ž‡‘ˆ„‡‹‰—•‡†‘ƒ˜ƒ”‹‡–›‘ˆ˜‡Š‹…Ž‡’Žƒ–ˆ‘”•Ȁ‘™†‡•‹‰”‹•Ǥ
Low BOM price Cost reduced from current sensor. Cost not to be passed on to other areas of the
•›•–‡Ǥ
‡…Š‘Ž‘‰›Ž‡ƒ†‡”•Š‹’ Low error performance.
Low customer risk ‘Ž‘••‹’‡”ˆ‘”ƒ…‡†—‡–‘…‘’‘‡–˜ƒ”‹ƒ–‹‘‘”ƒŽŽǦ‘—–ˆƒ‹Ž—”‡ǡDzƒ†‡“—ƒ–‡
”‡†—†ƒ…›dzǤ‘Dz—”’”‹•‡•dzƒ–Ȁƒ—…ŠǤ

Š‡’”‘Œ‡…–‰‘ƒŽ•–ƒ„Ž‡Š‡Ž’•–Š‡ –‡ƒ‡•–ƒ„Ž‹•Š…‘•‡•—•ƒ„‘—––Š‡’”‘Œ‡…–†‡Ž‹˜‡”ƒ„Ž‡•–‘–Š‡
business. See Table A.2 and Reference [51].
 –Š‡‡šƒ’Ž‡ǡ–Š‡ϐ‹”•–‰‘ƒŽ‹•ϐŽ‡š‹„Ž‡†‡•‹‰ƒ†–Š‡„‡‡ϐ‹––‘–Š‡„—•‹‡••‹•–Šƒ–‹–…ƒ„‡—•‡†
‘—Ž–‹’Ž‡˜‡Š‹…Ž‡’Žƒ–ˆ‘”•ƒ†Ž‘™‡”•–Š‡†‡•‹‰”‹•ǤŠ‹•‹•†‘‡„›–Š‡ –‡ƒ‹…‘Œ—…–‹‘™‹–Š–Š‡
’”‘Œ‡…–‘™‡”ǡ–›’‹…ƒŽŽ›ƒ’”‘†—…–ƒƒ‰‡”Ǥˆ–‡ǡ–Š‡•‡‰‘ƒŽ•–ƒ–‡‡–•…ƒ„‡ˆ‘—†‹–Š‡’”‘Œ‡…–…Šƒ”–‡”‘”
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 %
”‘ϐ‹–‹’”‘˜‡‡–ȋȌ 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 [67ȐǤŠ‡–Š‡”‡ƒ”‡ƒ›’”‘Œ‡…–‰‘ƒŽ•‘”™Š‡–Š‡”‡‹•‘…‘•‡•—•‘

™Š‹…Šƒ”‡†”‹˜‹‰–Š‡’”‘Œ‡…–ǡ–Š‡‰‘ƒŽ•ƒ›„‡’”‹‘”‹–‹œ‡†—•‹‰–Š‡ƒƒŽ›–‹…Š‹‡”ƒ”…Š›’”‘…‡••ȋȌǤ
 ’”‡•‡–• ‡ƒ…Š ‰‘ƒŽ ‹ ƒ ’ƒ‹”™‹•‡ …‘’ƒ”‹•‘ǡ –Š‡ ”‘™ …‘’ƒ”‡† –‘ –Š‡ …‘Ž—ǡ „› ƒ•‹‰ –Š‡
‡˜ƒŽ—ƒ–‘”•ȋ–‡ƒƒ†’”‘†—…–ƒƒ‰‡”Ȍǡ™Š‹…Š‹•‘”‡‹’‘”–ƒ–ƒ†„›Š‘™—…Šǡ„ƒ•‡†‘ƒ˜‡”„ƒŽ
scale. The verbal scale is
Ȅ ‡š–”‡‡Ž›‘”‡‹’‘”–ƒ–ǡ”‡’”‡•‡–‡†„›ƒͻ‘”ͳͲǡ
Ȅ ˜‡”›‹’‘”–ƒ–ǡ”‡’”‡•‡–‡†„›ƒ͹ǡ
Ȅ •–”‘‰Ž›‘”‡‹’‘”–ƒ–ǡ”‡’”‡•‡–‡†„›ƒͷǡ
Ȅ ‘†‡”ƒ–‡Ž›‘”‡‹’‘”–ƒ–ǡ”‡’”‡•‡–‡†„›ƒ͵ǡƒ†
Ȅ ‡“—ƒŽŽ›‹’‘”–ƒ–ǡ”‡’”‡•‡–‡†„›ƒͳǤ

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When the row is more important, the integer is entered into the cell. When the column is more
important, the fraction is entered.
 –Š‹•‡šƒ’Ž‡ˆ‘”ƒ‹”’‘”–„”‡ƒˆƒ•–•‡”˜‹…‡ǡ–Š‡—’’‡”Ž‡ˆ–…‡ŽŽ…‘’ƒ”‡•…—•–‘‡”•ƒ–‹•ˆƒ…–‹‘
ȋȌ–‘‹–•‡Žˆ•‘ƒͳ‹•‡–‡”‡†ǡ‡ƒ‹‰ǡ–Š‡›ƒ”‡‡“—ƒŽŽ›‹’‘”–ƒ–ǤŠ‡†‹ƒ‰‘ƒŽ‘ˆ–Š‡†‡…‹•‹‘ƒ–”‹š™‹ŽŽ
ƒŽ™ƒ›•„‡ͳ•ǤŠ‡‡š–…‡ŽŽ–‘–Š‡”‹‰Š–…‘’ƒ”‡•…—•–‘‡”•ƒ–‹•ˆƒ…–‹‘ȋȌ–‘ƒ••‘…‹ƒ–‡•ƒ–‹•ˆƒ…–‹‘ȋȌƒ†
–Š‡ –‡ƒŠƒ•ƒ‰”‡‡†–Šƒ–‹••–”‘‰Ž›‘”‡‹’‘”–ƒ––Šƒǡ•‘–Š‡›‡–‡”–Š‡‹–‡‰‡”ͷǤ–Š‡…‡ŽŽ–‘
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
…‡ŽŽǤ
‡‡”ƒŽŽ›ǡ–Š‡…‡ŽŽ•–‘–Š‡Ž‘™‡”Ž‡ˆ–ƒ”‡”‡…‹’”‘…ƒŽ•‘ˆ–Š‡…‡ŽŽ•‹–Š‡—’’‡””‹‰Š–ǡ•‘–Š‡›†‘‘–‡‡†–‘„‡
“—‡”‹‡†–™‹…‡ǤŠ—•ǡ‘Ž›–Š‡—’’‡””‹‰Š–’ƒ‹”•ƒ”‡“—‡”‹‡†ǤŠ‡–Š‡”‡ƒ”‡ˆ‘—”‹–‡•ǡƒ•‹–Š‹•‡šƒ’Ž‡ǡ–Šƒ–
‡ƒ•‘Ž›•‹š’ƒ‹”•ƒ”‡“—‡”‹‡†Ǥ

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 Proitable 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 Beneits 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 [112ȐǤŠ‡ –‡ƒƒ†’”‘†—…–ƒƒ‰‡”…ƒ…Ž‡ƒ”Ž›†‡ϐ‹‡–Š‡•…‘’‡

of the project in order to prevent scope creep (expansion of the scope) or scope drift (changing
’”‘Œ‡…–‰‘ƒŽ•ȌǤŠ‡•…‘’‡„‘—†ƒ”‹‡•…ƒ„‡†‹•’Žƒ›‡†ƒ•™Šƒ–‹•‹Ǧ•…‘’‡ǡ‘—–Ǧ‘ˆǦ•…‘’‡ǡ‘–•—”‡ǤŽ•‘ǡ
dependencies can indicate related concerns or tasks.
 –Š‡‡šƒ’Ž‡ˆ‘”…—•–‘‡”ƒƒ‰‡‡–•‘ˆ–™ƒ”‡ǡ‰‘ƒŽ••—…Šƒ•‹’”‘˜‡†…—•–‘‡”‡š’‡”‹‡…‡
with brand in scope, while information cleansing, is out-of-scope.

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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 ‘•‹•–‡–Ž› Discharged Patients and fami- None
make patients from depart- Ž›‘ˆŽƒ„ǡ‘…‘Ž‘‰›ǡ
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
’”‘…‡•• •‹•–Š‹•’”‘…‡••„‡‰‹‹‰ƒ†‡†–ƒ„Ž‡Ǥ
 –Š‹•‡šƒ’Ž‡ǡ–Š‡Š‘•’‹–ƒŽ…Ž‹‹…™‹ŽŽ„‡‰‹–Š‡‹”‹˜‡•–‹‰ƒ–‹‘ˆ”‘–Š‡’‘‹–™Š‡”‡ƒ’ƒ–‹‡–
‡–‡”•–Š‡…Ž‹‹…—–‹Ž–Š‡›ƒ”‡†‹•…Šƒ”‰‡†‘—––Š‡…Ž‹‹…†‘‘”Ǥ††‹–‹‘ƒŽŽ›ǡ‘–Š‡”•–ƒ‡Š‘Ž†‡”•‹–‡”‡•–‡†‹–Š‡
’‡”ˆ‘”ƒ…‡‘ˆ–Š‡’”‘…‡••ƒ”‡‹†‡–‹ϐ‹‡†•‘–Šƒ–”‡•—Ž–•ƒ”‡Ž‹‹–‡†–‘–Š‡‹”‡š’‡”‹‡…‡•Ǥ

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 •’‹ƒ„‹ϐ‹†ƒ improve CMH main †ƒ›–‹‡ visiting develop new
ˆƒ‹Ž› interaction campus ƒ„—Žƒ–‘”› ’Š›•‹…‹ƒ•†‘ tools to better
between clinic not have suf- evaluate treat-
˜‹•‹–‹‰’Š›- ϐ‹…‹‡––‹‡ ment options
sicians to interact
‹•‹–‹‰’Š›•‹…‹ƒ• mild traumat- Share med- Improve com-
‹…„”ƒ‹‹Œ—”› ical records munication be-
from urban –™‡‡’Š›•‹…‹ƒ
to rural facil- and patient
‹–›‡„‡”•
Nursing Staff and Ac- muscle and Improve com-
cess Representatives nerve munication
among provid-
ers

See Table A.5 and Reference [31ȐǤ Š‡ …—•–‘‡” •‡‰‡–• –ƒ„Ž‡ ‹• —•‡† –‘ …Žƒ”‹ˆ› ™Š‹…Š …—•–‘‡”•
ƒ†ƒ’’Ž‹…ƒ–‹‘•ƒ”‡‘•–‹–‡”‡•–‹‰ˆ‘”–Š‡ –‡ƒ–‘‹˜‡•–‹‰ƒ–‡ϐ‹”•–Ǥƒ…Š…—•–‘‡”•‡‰‡–‹•
detailed in terms of who is using the product, service, process, application, and other characteristics,
™Šƒ–‹•–Š‡’”‘†—…–—•‡†ˆ‘”ǡ™Š‡”‡‹•‹–—•‡†ǡ™Š‡‹•‹–—•‡†ǡ™Š›‹–‹•—•‡†ǡƒ†Š‘™‹–‹•—•‡†ȋͷͳȌǤ
††‹–‹‘ƒŽ…‘Ž—•ƒ›„‡ƒ††‡†ƒ……‘”†‹‰–‘–Š‡’”‘Œ‡…–ǤŠ‡ͷͳƒ›ƒŽ•‘„‡—•‡†–‘•’‡…‹ˆ›–Š‡
details of a customer visit to see certain activities or events.
  –Š‹• ‡šƒ’Ž‡ ‘ˆ ƒ ’ƒ‡†‹ƒ–”‹… …Ž‹‹…ǡ –Š‡ ’ƒ–‹‡– ƒ† ˆƒ‹Ž› •—ˆˆ‡”‹‰ ˆ”‘ •’‹ƒ„‹ϐ‹†ƒ ƒ”‡ –Š‡
subject of a new software application to improve the interactions between all the medical specialists treating the
…Š‹Ž†ˆ‘”†‹ˆˆ‡”‡–ƒŽƒ†‹‡•ǤŠ‡•‡†‘…–‘”•…‘‡–‘–Š‡ƒ‹‡†‹…ƒŽ…ƒ’—•ƒ–Š‹Ž†”‡ǯ•‡”…›‘•’‹–ƒŽȋȌ
†—”‹‰ –Š‡ ‘”ƒŽ †ƒ›–‹‡ …Ž‹‹… Š‘—”•Ǥ Š‡ †‹ˆˆ‡”‡– †‘…–‘”• †‘ ‘– Šƒ˜‡ •—ˆϐ‹…‹‡– –‹‡ –‘ …‘ˆ‡” ƒ„‘—– –Š‡
’ƒ–‹‡–ƒ†˜ƒ”‹‘—•–”‡ƒ–‡–‘’–‹‘•ǤŠ‹••‹–—ƒ–‹‘‹•ƒ‡›–ƒ”‰‡–ˆ‘”–Š‡ –‡ƒ–‘‹’”‘˜‡Ǥ

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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  ѷ ѷ  ȟ  ȟ
—ƒŽ‹–› 0,127 ȟ ѷ  ѷ ѷ ȟ 

”‘ϐ‹– 0,131 ȟ ȟ  ȟ  ȟ 

Time 2 market 0,154  ѷ ѷ  ȟ  ȟ

Brand 0,254 ȟ ѷ ȟ ѷ ѷ ȟ ȟ
Market share 0,302 ȟ ѷ ѷ ѷ  ȟ 

9 Segment weights % 9 8 16 13 21 9 24
ȟᙇƒ”‡Žƒ–‹‘•Š‹’‘ˆͳǢ጖Ꮡ†‡”ƒ–‡”‡Žƒ–‹‘•Š‹’‘ˆ͵Ǣα•–”‘‰”‡Žƒ–‹‘•Š‹’‘ˆͻ

See Table A.6 and Reference [96ȐǤŠ‡ –Š‡”‡ ƒ”‡ ƒ› …—•–‘‡”• –‘ …‘•‹†‡”ǡ ‹– ƒ› „‡ —•‡ˆ—Ž –‘
’”‹‘”‹–‹œ‡–Š‡‹‘”†‡”–‘ƒ••—”‡–Šƒ––Š‡‘•–‹’‘”–ƒ–…—•–‘‡”•ƒ”‡˜‹•‹–‡†ϐ‹”•–ǤŠ‡’”‹‘”‹–‹œ‡†
project goals become the prioritization criteria and weights (called objectives in this example).
  –Š‹• ‘„‹Ž‡ †‡˜‹…‡ ‡šƒ’Ž‡ǡ •‡˜‡ …—•–‘‡” •‡‰‡–• ƒ”‡ Œ—†‰‡† ˆ‘” –Š‡‹” —•‡ˆ—Ž‡•• –‘
ƒ…Š‹‡˜‹‰ –Š‡ ‰‘ƒŽ•Ǥ Š‡•‡ Œ—†‰‡–• ƒ”‡ ™‡‹‰Š–‡† ƒ† …”‘••Ǧ–ƒ„—Žƒ–‡† ™‹–Š –Š‡ ‘„Œ‡…–‹˜‡ ™‡‹‰Š–• –‘ ›‹‡Ž†
•‡‰‡–™‡‹‰Š–•Ǥ–Š‹•‡šƒ’Ž‡ǡ•‡‰‡–•ͷƒ†͹ƒ”‡˜‡”›—•‡ˆ—Ž–‘•–—†›‹†‡’–Š‹‘”†‡”–‘ƒ…Š‹‡˜‡–Š‡‘•–
important objective of market share with 0,302 % or 30,2 % of the project goals. That drives these segments to
„‡™‡‹‰Š–‡†ƒ–ʹͳΨƒ†ʹͶΨǡ”‡•’‡…–‹˜‡Ž›Ǥ‡…‘—Ž†—•‡–Š‡•‡™‡‹‰Š–•–‘ƒŽŽ‘…ƒ–‡…—•–‘‡”˜‹•‹–„—†‰‡–•ȋʹͳΨ
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 [9ȐǤŠ‡ƒ‘–ƒ–‡…—•–‘‡”‘†‡Žƒ›„‡—•‡†–‘‹†‡–‹ˆ›‡›•–‡’•‘”

–ƒ••–Šƒ––Š‡…—•–‘‡”†‘‡•‹–Š‡‹”™‘”‘”Ž‹ˆ‡Ǥ‘–ƒ–‹‘•ƒ›‹…Ž—†‡…—•–‘‡”•–ƒ–‡‡–•ƒ„‘—–
likes and dislikes with each step, as well as areas to be investigated further.
 –Š‹•‡šƒ’Ž‡‘ˆƒƒ…Š‹‹‰’”‘…‡••ǡ’”‘…‡••ˆƒ‹Ž—”‡‘†‡•ȋ Ȍƒ†ˆƒ‹Ž—”‡‡ˆˆ‡…–ȋ ȌŠƒ˜‡
ƒŽ•‘„‡‡‘–‡†ǤŠ‹•Š‡Ž’•–Š‡ –‡ƒ•‡‡Š‘™ƒˆƒ‹Ž—”‡‘†‡…ƒ„‡’”‡˜‡–‡†‘”–Š‡‡ˆˆ‡…–‹–‹‰ƒ–‡†Ǥ

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A.9 Gemba visit table

Table A.7 — Gemba visit table

Interviewee: ‘Š‘‡ Interviewer(s): Ted Hopwood
Contact info: Œ†‘‡̷ƒ„…Ǥ‘”‰ Date and Time: 30-Sep-03
Place: ‹•–‘”‹…ˆϐ‹…‡Ǧ‘™Ž‹‰
”‡‡

Interviewee Characteristics (*memorable):

Environment: ‹•…—••‹‘‘ˆ•—„Ǧ†‹˜‹•‹‘‘™‡”ˆ‡‡†„ƒ…ˆ”‘…‘—‹–›‡‡–‹‰Ǥ

Process Observations Verbatims Documents Notes Žƒ”‹ϐ‹‡†–‡•

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 Dz‘—–”›dz˜‹‡™ˆ”‘Žƒ™ƒ†
will be relo- windows maintained (degree
cated ‘ˆDz•—””‘—†‡†„›™‘‘†•dz—-
changed)
No unwanted views of activities
‘‘˜‡”ǯ•ƒ‡ȋ†‡‰”‡‡‘ˆDz•—”-
”‘—†‡†„›™‘‘†•dz—…Šƒ‰‡†Ȍ
Sub-division ƒ•‡‘ˆ‡–”›‹–‘•—„Ǧ†‹˜‹•‹‘
entrances will ȋ…ƒ‹†‡–‹ˆ›™Š‡”‡–‘–—”‹
be eliminated time)
ƒ•›–‘‹†‡–‹ˆ›•—„Ǧ†‹˜‹•‹‘
(sub-division name visible in
time to turn)
š…Ž—•‹˜‹–›‘ˆ•—„Ǧ†‹˜‹•‹‘ƒ‹-
tained (design consistent with
home architectures)

See Table A.7 and Reference [45]. More detail about customer process steps can be captured with
‘„•‡”˜ƒ–‹‘‘ˆ–Š‡…—•–‘‡”Dzƒ–™‘”dz‹–Š‡‹”‰‡„ƒǤŠ‡–‘’’‘”–‹‘‘ˆ–Š‡–ƒ„Ž‡…ƒ’–—”‡••‘‡‘ˆ–Š‡
†‡–ƒ‹Ž• ‘ˆ –Š‡ ˜‹•‹– ‹…Ž—†‹‰ ™Š‡ ƒ† ™Š‡”‡Ǥ ††‹–‹‘ƒŽ †‡•…”‹’–‹‘• ‘ˆ ‡˜‹”‘‡–ƒŽ …‘–‡š– ƒ›
„‡‘–‡†Ǥ–Š‡Ž‘™‡”ŠƒŽˆ‘ˆ–Š‡–ƒ„Ž‡ǡ‡›’”‘…‡•••–‡’•ǡ‘„•‡”˜ƒ–‹‘ƒŽƒ†˜‡”„ƒ–‹†ƒ–ƒǡƒ•™‡ŽŽƒ•
†‘…—‡–•ƒ†–‡ƒ‘–‡•ƒ›„‡…ƒ’–—”‡†ǤŠ‡‘—–’—–‘ˆ–Š‡–ƒ„Ž‡‹•–‘…Žƒ”‹ˆ›ƒ†•‹’Ž‹ˆ›…‘’Ž‡š
†ƒ–ƒ‹–‘•‹‰Ž‡‹••—‡•–ƒ–‡‡–•ƒ†‡ƒ•—”‡‡–•ǤŠ‹•™‹ŽŽ‹’”‘˜‡–Š‡ƒ……—”ƒ…›‘ˆ’”‹‘”‹–‹œƒ–‹‘
Žƒ–‡”‹–Š‡ „‡…ƒ—•‡…—•–‘‡”•™‹ŽŽ„‡•…‘”‹‰†‹•…”‡–‡•–ƒ–‡‡–•‹•–‡ƒ†‘ˆ…‘’‘—†•–ƒ–‡‡–•Ǥ
  –Š‹• ‡šƒ’Ž‡ ‘ ”‘ƒ† …‘•–”—…–‹‘ǡ …—•–‘‡” ”‡“—‡•–• ˆ‘” –™‘Ǧˆ‘‘– „‡”• ƒ”‡ …Žƒ”‹ϐ‹‡† ƒ•
adequate sound barrier and visual separation from the road.

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

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 [38ȐǤ Š‡ ˜‘‹…‡ ‘ˆ –Š‡ …—•–‘‡” ‘” •–ƒ‡Š‘Ž†‡” ƒ› ‹…Ž—†‡ ’”‘†—…–
”‡“—‹”‡‡–• –Šƒ– •Š‘—Ž† „‡ –”ƒ•Žƒ–‡† ‹–‘ …—•–‘‡” ‡‡†• ‹ ‘”†‡” –‘ ‡š’Žƒ‹ ™Š› –Š‡ …—•–‘‡”
™ƒ–• –Š‡Ǥ Š‹• ‹• ‹’‘”–ƒ– –‘ —†‡”•–ƒ†‹‰ –Š‡ „‡‡ϐ‹– –‘ –Š‡ …—•–‘‡”ǡ ™Š‹…Š ‹• ‡› –‘ –Š‡
customer accepting the new product. It will also improve prioritization since the customer is more
‘™Ž‡†‰‡ƒ„Ž‡ ƒ„‘—– –Š‡‹” ‡‡†• –Šƒ ‘—” ’”‘†—…– ˆ‡ƒ–—”‡• ƒ† …ƒ ‘”‡ ƒ……—”ƒ–‡Ž› ƒ••‡•• ™Šƒ– ‹•
most important to them.
 …—•–‘‡” ‡‡† ‹   ‹• –Š‡ „‡‡ϐ‹– –‘ –Š‡ …—•–‘‡” ‘ˆ –Š‡‹” ’”‘„Ž‡ •‘Ž˜‡†ǡ –Š‡‹” ‘’’‘”–—‹–›
enabled, or their image enhanced, independent of the product.
 –Š‹•Š‡ƒŽ–Š‹•—”ƒ…‡‡šƒ’Ž‡ǡ–Š‡˜‘‹…‡‘ˆ…—•–‘‡”‹•Š‡ƒŽ–Š’Žƒ•ƒ”‡‡ƒ•›–‘—†‡”•–ƒ†Ǥ
†‡”•–ƒ†ƒ„‹Ž‹–›‹•ƒ…Šƒ”ƒ…–‡”‹•–‹…‘ˆ–Š‡Š‡ƒŽ–Š’Žƒƒ†–Š‡”‡ˆ‘”‡ƒ’”‘†—…–”‡“—‹”‡‡–Ǥ–Š‡ƒƒŽ›•‹•ǡ–Š‡
 –‡ƒ†‡–‡”‹‡†–Šƒ––Š‹•™ƒ•”‡Žƒ–‡†–‘ƒˆƒ‹Ž—”‡‘†‡‘ˆ‡’Ž‘›‡‡•ˆ‡‡Ž‹‰…Š‡ƒ–‡†™Š‡–Š‡‹”…‘’ƒ›
’Žƒ †‹† ‘– …‘˜‡” ™Šƒ– –Š‡› –Š‘—‰Š– ™ƒ• …‘˜‡”‡† ƒ……‘”†‹‰ –‘ –Š‡ ’—„Ž‹•Š‡† †‘…—‡–• –Šƒ– ‡š’Žƒ‹‡† –Š‡‹”
‹•—”ƒ…‡…‘˜‡”ƒ‰‡ǤŠ‹•Ž‡ƒ†•–‘–Š‡…—•–‘‡”‡‡†–Šƒ–‡’Ž‘›‡‡•‘™‡šƒ…–Ž›™Šƒ––Š‡›ƒ”‡‡–‹–Ž‡†–‘ǤŠ‹•
™‘—Ž†ƒŽ•‘Š‡Ž’–Š‡…‘’ƒ›Š‹”‡–Š‡„‡•–‡™…‘ŽŽ‡‰‡‰”ƒ†—ƒ–‡•™Š‘™‡”‡ƒ––”ƒ…–‡†–‘‰‘‘†Š‡ƒŽ–Š‹•—”ƒ…‡Ǥ

Ǥͳͳˆϐ‹‹–›†‹ƒ‰”ƒ‘ˆ…—•–‘‡”‡‡†•

‹‰—”‡ǤͶȄˆϐ‹‹–›†‹ƒ‰”ƒ‘ˆ…—•–‘‡”‡‡†•

See Figure A.4 and Reference [38ȐǤŠ‡–Š‡”‡ƒ”‡ƒ›…—•–‘‡”‡‡†•ǡƒƒˆϐ‹‹–›†‹ƒ‰”ƒƒ›„‡

—•‡†–‘ƒƒ‰‡–Š‡ǤŠ‡ƒˆϐ‹‹–›†‹ƒ‰”ƒƒŽŽ‘™•…—•–‘‡”•–‘‰”‘—’–Š‡‹”‡‡†•‹ƒ™ƒ›–Šƒ–ƒ‡•
•‡•‡–‘–Š‡ǤŠ‹•Š‡Ž’•ϐ‹†—•’‘‡‡‡†•Žƒ–‡”‹–Š‡Š‹‡”ƒ”…Š›†‹ƒ‰”ƒ–Šƒ–‹•—•‡†–‘ƒƒŽ›•‡–Š‡
ƒˆϐ‹‹–›†‹ƒ‰”ƒǤŠ‡…—•–‘‡”‡‡†•ƒˆϐ‹‹–›†‹ƒ‰”ƒ‹•„—‹Ž–—•‹‰–Š‡ ̻‡–Š‘††‡˜‡Ž‘’‡†„›–Š‡
ƒ’ƒ‡•‡ƒ–Š”‘’‘Ž‘‰‹•–ƒ™ƒ‹–ƒ ‹”‘ȋŠ‡…‡ǡ–Š‡ƒ‡ Ȍˆ‘ŽŽ‘™‹‰–Š‡•‡•–‡’•ǣ
ƒȌ ™”‹–‡‡ƒ…Š…—•–‘‡”‡‡†‘ƒ•‡’ƒ”ƒ–‡…ƒ”†Ǣ

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„Ȍ Šƒ˜‡…—•–‘‡”••‹Ž‡–Ž›‰”‘—’–Š‡…ƒ”†•™Š‡”‡–Š‡›ƒ‡‘•–•‡•‡Ǣ
c) label each group of cards with a description of their common theme.
 –Š‹•Š‡ƒŽ–Š‹•—”ƒ…‡‡šƒ’Ž‡ǡ–Š‡…—•–‘‡”‹•–Š‡…‘’ƒ›‡’Ž‘›‡”‘ˆˆ‡”‹‰Š‡ƒŽ–Š‹•—”ƒ…‡
’Žƒ•–‘‹–•‡’Ž‘›‡‡•Ǥ‡‰”‘—’‘ˆ…—•–‘‡”‡‡†••—…Šƒ•Dz›‡’Ž‘›‡‡•ƒ’’”‡…‹ƒ–‡–Š‡„‡‡ϐ‹–•’”‘˜‹†‡
–Š‡dzƒ†Dz‡‡’›‡’Ž‘›‡‡•ƒ†–Š‡‹”ˆƒ‹Ž‹‡•Š‡ƒŽ–Š›dzƒ”‡‰”‘—’‡†™‹–Š–Š‡Žƒ„‡ŽDz’Ž‘›‡‡ƒ–‹•ˆƒ…–‹‘dzǤ

A.12 Hierarchy diagram of customer needs

Figure A.5 — Hierarchy diagram of customer needs

See Figure A.5 and Reference [75ȐǤ Š‡ …—•–‘‡” ‡‡†• Š‹‡”ƒ”…Š› †‹ƒ‰”ƒ ‹• —•‡† –‘ ƒ††”‡•• ƒ›
•–”—…–—”ƒŽ‹••—‡•™‹–Š–Š‡…—•–‘‡”‡‡†•ƒˆϐ‹‹–›†‹ƒ‰”ƒǤŠ‹•‹•‹’‘”–ƒ–ˆ‘”ϐ‹†‹‰—•’‘‡‘”
‹••‹‰…—•–‘‡”‡‡†•ǡƒ•™‡ŽŽƒ•‹’”‘˜‹‰–Š‡ƒ……—”ƒ…›ƒ†‡ˆϐ‹…‹‡…›‘ˆ–Š‡’”‹‘”‹–‹œƒ–‹‘’”‘…‡••Ǥ
ƒȌ ‘–ƒ–‡–Š‡ƒˆϐ‹‹–›†‹ƒ‰”ƒ…‘—–‡”…Ž‘…™‹•‡ͻͲιǤŠ‹•ƒ‡•–Š‡ˆ‘ŽŽ‘™‹‰•–‡’•‡ƒ•‹‡”Ǥ
„Ȍ –ƒ”–‹‰ˆ”‘–Š‡Ž‡ˆ–ȋ…ƒŽŽ‡†–Š‡’”‹ƒ”›Ž‡˜‡ŽȌǡ…‘ϐ‹”–Šƒ––Š‡…—•–‘‡”‡‡†•Žƒ„‡Ž•Šƒ˜‡–Š‡
same level of abstraction.
…Ȍ Š‡†‡–‡”‹‡‹ˆ–Š‡”‡ƒ”‡ƒ›‹••‹‰‡‡†•ƒ––Šƒ–Ž‡˜‡Ž‘ˆƒ„•–”ƒ…–‹‘–Šƒ–…‘—Ž†„‡ƒ††‡†Ǥ
†Ȍ ‡’‡ƒ–ƒ–‡ƒ…ŠŽ‡˜‡Ž–‘–Š‡”‹‰Š–ˆ‘”–Š‡•‡…‘†ƒ”›ƒ†–‡”–‹ƒ”›Ž‡˜‡Ž•Ǥ
 –Š‡‡šƒ’Ž‡ˆ”‘–Š‡ •–—†›–‘†‡˜‡Ž‘’–Š‡ͳ͸͵ͷͷ•–ƒ†ƒ”†ǡ–Š‡”‡™‡”‡–Š”‡‡’”‹ƒ”›
‹–‡•‘ˆ•—„Œ‡…–ƒ––‡”‡š’‡”–ǡ‰‘‘†…‘—‹…ƒ–‘”ǡƒ†Š‡Ž’•’”‘‰”‡••–Š‡†‘…—‡–•Ǥ‘–Š‡•‡…‘†ƒ”›‹–‡•
—†‡”‰‘‘†…‘—‹…ƒ–‘”ǡ”‡•’‘†•–‘…‘—‹…ƒ–‹‘•…‘’Ž‡–‡Ž›™ƒ•ƒ††‡†Ǥ

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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 [117ȐǤ ƒ••–Š‡“—‡•–‹‘Dz”‡ƒŽŽ…—•–‘‡”‡‡†•‡“—ƒŽŽ›‹’‘”–ƒ–

‘”ƒ”‡•‘‡‘”‡‹’‘”–ƒ––Šƒ‘–Š‡”•ǫdzˆ™‡Œ—•–Šƒ†–Š‡…—•–‘‡”ƒŽ‹•–‘ˆ‡‡†•ǡ–Š‡›ƒ”‡Ž‹‡Ž›
–‘ †‹•‹•• –Š‡ “—‡•–‹‘ ™‹–Š DzŠ‡› ƒ”‡ ƒŽŽ ‹’‘”–ƒ–Ǥdz Š‹• ‹• ‘– Š‡Ž’ˆ—Ž –‘ ƒ ’”‘†—…– ”‡ƒŽ‹œƒ–‹‘
–‡ƒ –Šƒ– •ŠƒŽŽ ˆ‘…—• ‹–• Ž‹‹–‡† ”‡•‘—”…‡•Ǥ Žƒ••‹…ƒŽ   —•‡• ƒ ϐ‹˜‡Ǧ’‘‹– ‘”†‹ƒŽ •…ƒŽ‡ •‹‹Žƒ” –‘ ƒ
‹‡”–•…ƒŽ‡•‘–Šƒ–…—•–‘‡”•…ƒ”ƒ–‡–Š‡‹”‡‡†•Ǥ”†‹ƒŽ•…ƒŽ‡•†‘‘–Šƒ˜‡†‡ϐ‹‡†‹–‡”˜ƒŽ•ƒ†
…‘–ƒ‹•—ˆϐ‹…‹‡–‹ˆ‘”ƒ–‹‘‘Ž›ˆ‘”‘†ƒŽ…‘—–•‘”‡†‹ƒ…ƒŽ…—Žƒ–‹‘Ǥ‹–Š‘—–†‡ϐ‹‡†‹–‡”˜ƒŽ•ǡ
‘–Š‡”   ƒ–Š‡ƒ–‹…ƒŽ ‘’‡”ƒ–‹‘• •—…Š ƒ• ƒ††‹–‹‘ǡ —Ž–‹’Ž‹…ƒ–‹‘ǡ †‹˜‹•‹‘ǡ ƒ† ƒ˜‡”ƒ‰‹‰ Šƒ˜‡ ‘
‡ƒ‹‰Ǥ ƒ–‹‘ •…ƒŽ‡ ’”‹‘”‹–‹‡• †‘ ’‡”‹– –Š‡•‡ ‘’‡”ƒ–‹‘•Ǥ ‘†‡”   —•‡• –Š‡ ƒƒŽ›–‹… Š‹‡”ƒ”…Š›
’”‘…‡••ȋȌ–‘†‡”‹˜‡”ƒ–‹‘•…ƒŽ‡’”‹‘”‹–‹‡•„›Šƒ˜‹‰…—•–‘‡”•…Š‘‘•‡„‡–™‡‡’ƒ‹”•‘ˆ‡‡†•ƒ†
†‡–‡”‹‡™Š‹…Š‘ˆ–Š‡’ƒ‹”•‹•‘”‡‹’‘”–ƒ–ƒ†„›Š‘™—…ŠǤ—•–‘‡”•ƒ”‡‡…‘—”ƒ‰‡†–‘”ƒ–‡
—•‹‰ ƒ ˜‡”„ƒŽ •…ƒŽ‡ ȋ‡“—ƒŽŽ› ‹’‘”–ƒ–ǡ ‘†‡”ƒ–‡Ž› ‘”‡ ‹’‘”–ƒ–ǡ •–”‘‰Ž› ‘”‡ ‹’‘”–ƒ–ǡ ˜‡”›
•–”‘‰Ž›‘”‡‹’‘”–ƒ–ǡƒ†‡š–”‡‡Ž›‘”‡‹’‘”–ƒ–Ȍ™Š‹…Š–Š‡•—„•–‹–—–‡•—„‡”•ȋͳǡ͵ǡͷǡ͹ǡ
ͻǡ”‡•’‡…–‹˜‡Ž›Ȍ‹ƒ†‡…‹•‹‘ƒ–”‹šǤŠ‡‡‹‰‡˜‡…–‘”‘ˆ–Š‡†‡…‹•‹‘ƒ–”‹š…Ž‘•‡Ž›ƒ’’”‘š‹ƒ–‡•–Š‡
”‡Žƒ–‹˜‡’”‹‘”‹–‹‡•‘ˆ–Š‡…—•–‘‡”‡‡†•Ǥ…ƒƒŽ•‘”‡’‘”–™Š‡Œ—†‰‡–‹…‘•‹•–‡…›ȋƒε„ǡ„ε…ǡ
…εƒȌ‹•‰”‡ƒ–‡”–Šƒ–Š‡ͳͲΨƒ……‡’–ƒ„Ž‡Ž‡˜‡ŽǤ‡•’‘•‡•ˆ”‘—Ž–‹’Ž‡…—•–‘‡”•…ƒ„‡ƒ˜‡”ƒ‰‡†
using the geometric mean, which is then entered into cells of the decision matrix. AHP can be applied to
–Š‡…—•–‘‡”‡‡†•Š‹‡”ƒ”…Š›Ǥ
  –Š‡ ‡šƒ’Ž‡ ˆ‘” …‘”’‘”ƒ–‡ ‰‘˜‡”ƒ…‡ ‘ˆ ƒ ’‘™‡” —–‹Ž‹–›ǡ ’—„Ž‹… ‹• •ƒˆ‡ ”‡‰ƒ”†Ž‡•• ‘ˆ ƒ–—”ƒŽ
‘”ƒǦƒ†‡†‹•ƒ•–‡”•‹•†‡–‡”‹‡†„›–Š‡…—•–‘‡”–‘„‡˜‡”›•–”‘‰Ž›‘”‡‹’‘”–ƒ––Šƒ’”‘’‡”–›‹••ƒˆ‡
ˆ”‘ƒ––ƒ…‘”‡ƒ…–‘”•ƒ•‹†‹…ƒ–‡†„›–Š‡—„‡”ͷ™Š‡”‡–Š‡–™‘‡‡†•‹–‡”•‡…–‹–Š‡†‡…‹•‹‘ƒ–”‹šǤŠ‡
‡‹‰‡˜‡…–‘”‹•–Š‡…ƒŽ…—Žƒ–‡†„›–ƒ‹‰–Š‡”‘™ƒ˜‡”ƒ‰‡‘ˆ–Š‡‘”ƒŽ‹œ‡†…‘Ž—•ǤŠ‡”‡•—Ž–••Š‘™–Šƒ–ˆ‘”
these four customer needs, public is safe regardless of natural or man-made disasters has a ratio scale relative
‹’‘”–ƒ…‡‘ˆͷͻǡ͹ΨǤƒŽ—‡•†‹•’Žƒ›‡†‹–Š‡–ƒ„Ž‡ƒ”‡”‘—†‡†–‘–Š”‡‡†‡…‹ƒŽ’Žƒ…‡•Ǥ

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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)

Š‡“—ƒŽ‹–›’Žƒ‹‰–ƒ„Ž‡‹•—•‡†–‘…ƒ’–—”‡…—•–‘‡”’‡”…‡’–‹‘‘ˆ…—””‡–ƒ†…‘’‡–‹–‹˜‡’”‘†—…–
alternatives, propose an improvement target, and select potential selling points for later promotion.
…Žƒ••‹…ƒŽ ǡ–Š‡•‡™‡”‡•…‘”‡†™‹–Š‘”†‹ƒŽ”ƒ–‹‰•„—–‘†‡” …ƒƒŽ•‘ƒ……‘‘†ƒ–‡‘”‡
†‡–ƒ‹Ž‡†‹ˆ‘”ƒ–‹‘Ǥ–Š‡”–›’‡•‘ˆ‹ˆ‘”ƒ–‹‘ƒ›„‡ƒ††‡†Ǥ‹…‡–Š‡‡ˆˆ‘”––‘ƒ…“—‹”‡…‘’‡–‹–‹˜‡
’”‡ˆ‡”‡…‡•ƒ›„‡‰”‡ƒ–ǡ‹–‹•”‡…‘‡†‡†–‘„‡‰‹™‹–Š–Š‡Š‹‰Š‡•–’”‹‘”‹–›…—•–‘‡”‡‡†•ǤŠ‡
“—ƒŽ‹–›’Žƒ‹‰ƒ›„‡™‡‹‰Š–‡†–‘ƒ†Œ—•––Š‡…—•–‘‡”‡‡†’”‹‘”‹–‹‡•Ǥ”†‹ƒŽ”ƒ–‹‰•†‘‘–Šƒ˜‡
†‡ϐ‹‡†‹–‡”˜ƒŽ•ƒ†•‘‘–Š‡” ƒ–Š‡ƒ–‹…ƒŽ‘’‡”ƒ–‹‘••—…Šƒ•ƒ††‹–‹‘ǡ—Ž–‹’Ž‹…ƒ–‹‘ǡ†‹˜‹•‹‘ǡ
and averaging have no meaning.
 ‘‡–‹‡•…ƒŽŽ‡†–Š‡”‹‰Š–Ǧ•‹†‡”‘‘‘ˆ–Š‡‘—•‡‘ˆ—ƒŽ‹–›ǡ–Š‹•–ƒ„Ž‡…ƒƒŽ•‘„‡—•‡†ƒŽ‘‡Ǥ

 –Š‹•‡šƒ’Ž‡ˆ”‘ƒ•ƒ”–’Š‘‡’”‘Œ‡…–ǡDz™ƒ––‘‘™™Šƒ–ϐ‹•Š‹•–Š‡ˆ”‡•Š‡•–ƒ˜ƒ‹Žƒ„Ž‡dz

Šƒ†ƒŠ‹‰Š’”‹‘”‹–›‘ˆͲǡͷͳͻǤŠ‡…—””‡–•‡”˜‹…‡ƒ†–Š‡…‘’‡–‹–‹˜‡•‡”˜‹…‡…ƒ†‹•’Žƒ›–Š‹•‹ˆ‘”ƒ–‹‘ƒˆ–‡”
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
‘ˆ–Š‡ –‡ƒ„‡Ž‹‡˜‡–Š‹•…‘—Ž†„‡ƒƒŒ‘”•‡ŽŽ‹‰’‘‹–ˆ‘”–Š‡—’‰”ƒ†‡†•‡”˜‹…‡Ǥ

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A.15 Maximum value table

Figure A.8 — Maximum value table

See Figure A.8 and Reference [38ȐǤ Š‡ ƒš‹— ˜ƒŽ—‡ –ƒ„Ž‡ ‹• ƒ –‘‘Ž ‹ ‘†‡”   –‘ “—‹…Ž›
–”ƒ•ˆ‘”Š‹‰Š’”‹‘”‹–›…—•–‘‡”‡‡†•‹–‘’”‘†—…–ˆ‡ƒ–—”‡•ƒ†ƒ••—”‡–Š‡‹”“—ƒŽ‹–›–Š”‘—‰Š‘—––Š‡
’”‘†—…–”‡ƒŽ‹œƒ–‹‘’”‘…‡••ǤŠ‡ƒ†˜ƒ–ƒ‰‡‘ˆ–Š‹•–ƒ„Ž‡‹•–Šƒ–‹–…ƒ‹…Ž—†‡‹’—–•ˆ”‘‡˜‡”›„—•‹‡••
ƒ…–‹˜‹–›‡…‡••ƒ”›–‘†‡•‹‰ǡ†‡˜‡Ž‘’ǡ’”‘†—…‡ǡ…‘‡”…‹ƒŽ‹œ‡ǡ•—’’‘”–ǡƒ†‡˜‡”‡–‹”‡ƒ’”‘†—…–Ǥ–•
‡ˆϐ‹…‹‡…›‹•–Šƒ–‹–†‘‡•–Š‹•‘Ž›ˆ‘”–Š‡Š‹‰Š‡•–’”‹‘”‹–›…—•–‘‡”‡‡†•ƒ•†‡–‡”‹‡†„›–Š‡Ǥ
Šƒ–‹•™Š›ƒ……—”ƒ–‡’”‹‘”‹–‹œƒ–‹‘‹•‹’‘”–ƒ–Ǥ
NOTE The columns of the table can be customized for each project.

–Š‹•Š‡ƒŽ–Š‹•—”ƒ…‡‡šƒ’Ž‡ǡ–Š‡Š‹‰Š‡•–’”‹‘”‹–›…—•–‘‡”‡‡†‹•Dz›‡’Ž‘›‡‡•ƒ’’”‡…‹ƒ–‡–Š‡
„‡‡ϐ‹–•’”‘˜‹†‡–‘–Š‡Ǥdz‘ˆ—Žϐ‹Ž–Š‹•‡‡†ƒ†ƒ••—”‡–Šƒ–†‘™•–”‡ƒ•‡”˜‹…‡ƒ…–‹˜‹–‹‡•’‡”ˆ‘”
•—ˆϐ‹…‹‡–Ž›ǡ–Š‡ˆ‘ŽŽ‘™‹‰•ŠƒŽŽ–ƒ‡’Žƒ…‡ǣ
ƒȌ –Š‡…‘–”ƒ…–•Š‘—Ž†•Š‘™•ƒ˜‹‰•–‘‡’Ž‘›‡‡‘ˆ—•‹‰‹•—”ƒ…‡Ǣ
b) the provider network (doctors and hospitals) should show their Blue Cross network is superior to
…ƒ”‡‘ˆˆ‡”‡†„›…‘’‡–‹‰’”‘˜‹†‡”‡–™‘”•Ǣ
…Ȍ –‘ …‘—‹…ƒ–‡ –Š‹•ǡ –Š‡ •ƒŽ‡• „”‘‡” ‘” ”‡’”‡•‡–ƒ–‹˜‡ •Š‘—Ž† ‡š’Žƒ‹ ‡šƒ…–Ž› Š‘™ –Š‡ …Žƒ‹•
‡…Šƒ‹•™‘”•Ǣ
†Ȍ –Š‡•›•–‡•Š‘—Ž†…‘ŽŽ‡…–—•‡”ˆ‡‡†„ƒ…–‘ƒ••—”‡‹–™‘”•ƒ•’”‘‹•‡†Ǣ
‡Ȍ –Š‡•›•–‡Ž‡˜‡Ž†‡•‹‰•Š‘—Ž†”‡’‘”–‡’Ž‘›‡‡•ƒ˜‹‰•ƒ†…‘’ƒ”‹•‘•–‘•–”‡‡–ȋ—‹•—”‡†Ȍˆ‡‡•Ǥ

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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
™‡‹‰Š–•Ǥ Š‡ …—•–‘‡” ‡‡†• …‘‡ ˆ”‘ –Š‡ Š‹‡”ƒ”…Š› †‹ƒ‰”ƒ ƒ† –Š‡ ™‡‹‰Š–• ˆ”‘ –Š‡ Ǥ
Functional requirements describe what the product shall be or do without describing how it is to be
†‘‡Ǣ–Š‡›…‘‡ˆ”‘–Š‡‡„‡”•‘ˆ–Š‡ –‡ƒǤƒ…Š‡‡†‹•–Š‡‡šƒ‹‡†–‘†‡–‡”‹‡‹ˆ–Š‡
functional requirement has a relationship, and if so, how strong is that relationship. The relationship
strength can be expressed with icons or numbers.
ͳ ‘†‡”   —•‡• ϐ‹˜‡ ‘” ‹‡ Ž‡˜‡Ž• ‘ˆ ”‡Žƒ–‹‘•Š‹’• ƒ† ”ƒ–‹‘ •…ƒŽ‡ —„‡”•Ǥ Š‡ ’”‹‘”‹–› ‘ˆ –Š‡
…—•–‘‡”‡‡†‹•—Ž–‹’Ž‹‡†„›–Š‡”‡Žƒ–‹‘•Š‹’•–”‡‰–ŠͳȋͲǡͲ͸ͻȌǡ͵ȋͲǡͳ͵ͷȌǡͷȋͲǡʹ͸͹Ȍǡ͹ȋͲǡͷͳͺȌǡͻȋͳǡͲͲȌǡ…‡ŽŽ„›
…‡ŽŽƒ†–Š‡•—‡†…‘Ž—„›…‘Ž—ƒ†‘”ƒŽ‹œ‡†–‘…ƒŽ…—Žƒ–‡–Š‡ˆ—…–‹‘ƒŽ”‡“—‹”‡‡–™‡‹‰Š–ƒ––Š‡
„‘––‘ǤƒŽ—‡•†‹•’Žƒ›‡†‹–Š‡–ƒ„Ž‡ƒ”‡”‘—†‡†–‘–Š”‡‡†‡…‹ƒŽ’Žƒ…‡•Ǥ

ʹ ˜ƒŽ—ƒ–‹‰ ƒŽŽ …—•–‘‡” ‡‡†• –Š”‘—‰Š‘—– –Š‡ ‡–‹”‡ ’”‘†—…– †‡˜‡Ž‘’‡– ’”‘…‡•• ƒ› ”‡“—‹”‡
multiple L-matrices.

 –Š‹•‡šƒ’Ž‡ˆ”‘–Š‡ͳ͸͵ͷͷ†‡˜‡Ž‘’‡–’”‘Œ‡…–ǡ–Š‡…—•–‘‡”‡‡†‘ˆ•–ƒ†ƒ”†Š‡Ž’•›

’”‘†—…–•‰‡–…‡”–‹ϐ‹‡†…ƒ„‡‡–•–”‘‰Ǧ–‘Ǧ˜‡”›Ǧ•–”‘‰Ž›„›†‡ˆ‡•‹„‹Ž‹–›‘ˆ–Š‡•–ƒ†ƒ”†Ǥ

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A.17 Design planning table

Visibility of options

# Topping varieties
# Product varieties
Functional

# Heating options
requirements

FR1 FR2 FR3 FR4

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

10%
performance
information

current 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
’”‘†—…– ƒŽ–‡”ƒ–‹˜‡•ǡ •‡– ƒ ‹’”‘˜‡‡– –ƒ”‰‡–ǡ ƒ† ‘’–‹‘ƒŽŽ› †‡–‡”‹‡ –Š‡ –‡…Š‹…ƒŽ …ŠƒŽŽ‡‰‡
ƒ† ƒ†˜ƒ–ƒ‰‡ ‘ˆ ƒ…Š‹‡˜‹‰ –Š‡ –ƒ”‰‡–Ǥ ‹…‡ –Š‡ ‡ˆˆ‘”– –‘ „‡…Šƒ” …‘’‡–‹–‹˜‡ ’‡”ˆ‘”ƒ…‡ ƒ›
„‡ ‰”‡ƒ–ǡ ‹– ‹• ”‡…‘‡†‡† –‘ „‡‰‹ ™‹–Š –Š‡ Š‹‰Š‡•– ’”‹‘”‹–› ˆ—…–‹‘ƒŽ ”‡“—‹”‡‡–•Ǥ Š‡ †‡•‹‰
’Žƒ‹‰ƒ›„‡™‡‹‰Š–‡†–‘ƒ†Œ—•––Š‡ˆ—…–‹‘ƒŽ”‡“—‹”‡‡–’”‹‘”‹–‹‡•Ǥ”†‹ƒŽ”ƒ–‹‰•†‘‘–Šƒ˜‡
†‡ϐ‹‡†‹–‡”˜ƒŽ•ƒ†•‘‘–Š‡” ƒ–Š‡ƒ–‹…ƒŽ‘’‡”ƒ–‹‘••—…Šƒ•ƒ††‹–‹‘ǡ—Ž–‹’Ž‹…ƒ–‹‘ǡ†‹˜‹•‹‘ǡ
and averaging have no meaning.
 ‘‡–‹‡•…ƒŽŽ‡†–Š‡„ƒ•‡‡–‘ˆ–Š‡‘—•‡‘ˆ—ƒŽ‹–›ǡ–Š‹•–ƒ„Ž‡…ƒƒŽ•‘„‡—•‡†ƒŽ‘‡Ǥ

  –Š‡ ‡šƒ’Ž‡ ˆ‘” ƒ‹”’‘”– „”‡ƒˆƒ•– •‡”˜‹…‡ǡ –Š‡ —„‡” ‘ˆ ’”‘†—…– ˜ƒ”‹‡–‹‡• ȋ–Š‡ Š‹‰Š‡•–
’”‹‘”‹–› ˆ—…–‹‘ƒŽ ”‡“—‹”‡‡–Ȍ ‹• ‘Ž› –™‘ ‹–‡• ƒ† –Š‡ …‘’‡–‹–‘” ‘ˆˆ‡”• ‘Ž› –™‘ ƒ• ™‡ŽŽǤ  –ƒ”‰‡– ‘ˆ •‹š
‹–‡•‹•†‡–‡”‹‡†„›–Š‡ –‡ƒ–‘„‡•—ˆϐ‹…‹‡––‘„‡„‡––‡”–Šƒ–Š‡…‘’‡–‹–‹‘ǡŠƒ•‘Ž›‹‘”–‡…Š‹…ƒŽ
…ŠƒŽŽ‡‰‡ǡƒ†‘ˆˆ‡”•ƒƒŒ‘”–‡…Š‹…ƒŽƒ†˜ƒ–ƒ‰‡Ǥ‡™ƒ‘‘†‡Ž•—”˜‡›”‡–—”•”‡•—Ž–•–Šƒ––Š‹•™‘—Ž†„‡ƒ
†‡•‹”‡†Ž‡˜‡Ž‘ˆ“—ƒŽ‹–›Ǥ

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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
‹• –‡…Š‘Ž‘‰› •‡Ž‡…–‹‘Ǥ Š‡ •—’‡” —‰Š ‡–Š‘† ‹• ƒ …‘„‹ƒ–‹‘ ‘ˆ –—ƒ”– —‰Šǯ• …‘…‡’– •‡Ž‡…–‹‘
and AHP. Pugh originated his approach to help graduate students develop strong technical concepts
–‘ ‹’”‘˜‡ …‘’‡–‹–‹˜‡‡••Ǥ —‰Šǯ• ƒ’’”‘ƒ…Š †‹•’Žƒ›‡† …‘…‡’– •–”‡‰–Š• ƒ† ™‡ƒ‡••‡• ƒ‰ƒ‹•– ƒ
†ƒ–—‹’‡”ˆ‘”ƒ…‡‘ˆ—™‡‹‰Š–‡†–‡…Š‹…ƒŽ…”‹–‡”‹ƒǡƒŽŽ‘™‹‰Š›„”‹†‹œƒ–‹‘‘ˆ…‘…‡’–•–‘ƒ…Š‹‡˜‡ƒ
•–”‘‰‡”‘‡Ǥ•–”‡‰–Š‡•–Š‹•’”‘…‡••„›ƒŽŽ‘™‹‰™‡‹‰Š–‹‰‘ˆ–Š‡…”‹–‡”‹ƒƒ†‡˜ƒŽ—ƒ–‹‰…‘…‡’–
strengths and weaknesses with ratio scale counts or judgments.
   –Š‡ …‘…‡’– •‡Ž‡…–‹‘ ƒ–”‹š ‘ˆ ϐŽƒ•ŠŽ‹‰Š–• ȋ–‘”…Š‡•Ȍǡ ˆ‘—” ’”‹‘”‹–‹œ‡† ȋ—•‹‰ Ȍ •‡Ž‡…–‹‘
…”‹–‡”‹ƒ–›’‡•ƒ”‡’‘™‡”‘—–’—–ȋ”ƒ–‹‘…‘—–™Š‡”‡„‹‰‰‡”‹•„‡––‡”Ȍǡ™‡‹‰Š–ȋ”ƒ–‹‘…‘—–™Š‡”‡•ƒŽŽ‡”‹•„‡––‡”Ȍǡ
”‹•‘ˆ’”‘Œ‡…–†‡Žƒ›ȋƒ„•‘Ž—–‡Œ—†‰‡–Ȍǡƒ†ƒ……‡’–ƒ…‡„›ƒ”‡–ȋ”‡Žƒ–‹˜‡Œ—†‰‡–ȌǤƒ…ŠŽ‹‰Š–‹•‡˜ƒŽ—ƒ–‡†
against each criterion and the score is normalized. For example, the slender light has a power output of 15 W, the
•‘Žƒ”ͺǡƒ†•‘ˆ‘”–ŠǤŠ‡‘”ƒŽ‹œ‡†•…‘”‡•ƒ”‡͵ͶǡͳΨƒ†ͳͺǡʹΨ”‡•’‡…–‹˜‡Ž›ƒ†ƒ”‡…ƒŽŽ‡†Ž‘…ƒŽ’”‹‘”‹–‹‡•Ǥ
Š‡•‡•…‘”‡•ƒ”‡–Š‡—Ž–‹’Ž‹‡†„›–Š‡…”‹–‡”‹ƒ™‡‹‰Š–•ȋͷ͵ǡͻΨέ͵ͶǡͳΨαͳͺǡͶΨȌƒ†ȋͷ͵ǡͻΨέͳͺǡʹΨαͻǡͺΨȌǡ
”‡•’‡…–‹˜‡Ž›ǤŠ‡•‡ƒ”‡…ƒŽŽ‡†‰Ž‘„ƒŽ’”‹‘”‹–‹‡•Ǥ
Ž‘„ƒŽ’”‹‘”‹–‹‡•ƒ”‡•—‡†„›…‘Ž—ȋͳͺǡͶΨΪͺǡʹΨΪ͵ǡͻΨ
ΪͷǡͷΨα͵ͷǡͻΨȌ™Š‹…Š‹†‹…ƒ–‡•–Š‡”‡Žƒ–‹˜‡•–”‡‰–Š‘ˆ–Šƒ––‡…Š‹…ƒŽ…‘…‡’–ǤƒŽ—‡•†‹•’Žƒ›‡†‹–Š‡–ƒ„Ž‡ƒ”‡
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 [116ȐǤ ƒ› ’”‘†—…–• •—……‡‡† ƒ• —…Š ‘ –Š‡‹” ‡‘–‹‘ƒŽ “—ƒŽ‹–› ƒ•
–Š‡‹” ˆ—…–‹‘ƒŽ “—ƒŽ‹–›Ǥ ƒ•‡‹ ‡‰‹‡‡”‹‰ ™ƒ• †‡˜‡Ž‘’‡† „› ‹…Š‹‘ ƒ‰ƒƒ…Š‹ ‹ ƒ’ƒ –‘ ˆ—”–Š‡”
‡š’Ž‘”‡–Š‡’‘™‡”‘ˆ–Š‡•‡•‘”›…Šƒ”ƒ…–‡”‹•–‹…•‘ˆƒ’”‘†—…–Ǥ
 –Š‹•‹‰Šƒ„‡‡”‡šƒ’Ž‡ǡ…—•–‘‡”ƒ””ƒ–‹‘•ȋȌ™‡”‡…Žƒ”‹ϐ‹‡†ƒ†–Š‡–”ƒ•Žƒ–‡†‹–‘
‹ƒ‰‡Ǧƒ†•‡•‘”›Ǧ”‡Žƒ–‡†‡‡†•ǤŠ‡•‡™‡”‡Žƒ–‡”‡’Ž‘›‡†–‘†‡˜‡Ž‘’ƒƒ”‡–‹‰…ƒ’ƒ‹‰Ǥ

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 [44ȐǤŠ‹Ž‡ƒ› ’”‘Œ‡…–•ƒ”‡…—•–‘‡”Ǧ†”‹˜‡ǡ–Š‡”‡ƒ”‡’”‘Œ‡…–•

–Šƒ– ƒ”‡ –‡…Š‘Ž‘‰›Ǧ†”‹˜‡ǡ ”‡‰—Žƒ–‘”› †”‹˜‡ǡ …‘•–Ǧ†”‹˜‡ǡ ‘” †”‹˜‡ „› ‘–Š‡” ‹’‡”ƒ–‹˜‡•Ǥ Š‡•‡

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’”‘Œ‡…–•ƒ›ϐ‹†”‡˜‡”•‡ Š‡Ž’ˆ—ŽǤ‡˜‡”•‡ „‡‰‹•™‹–Š–Š‡†”‹˜‡”‘ˆ–Š‡…Šƒ‰‡ƒ†™‘”•‹

reverse to discover the effects on customer needs.
 –Š‹•Š‡ƒŽ–Š‹•—”ƒ…‡’”‘Œ‡…–ǡ–‡…Š‘Ž‘‰›•‘Ž—–‹‘•™‡”‡‘ˆˆ‡”‡†„›‡’Ž‘›‡‡•ƒ†”‡˜‡”•‡ 
™ƒ•—•‡†–‘†‹•…‘˜‡”‹ˆ–Š‡‡‡†•–Š‡•‘Ž—–‹‘•…‘—Ž†ƒ††”‡••Šƒ†ƒŠ‹‰Š’”‹‘”‹–›Ǥ ‘”‡šƒ’Ž‡ǡ‘ˆˆ‡”‹‰Š‡ƒŽ–Š
…Ž—„‡„‡”•Š‹’•™‘—Ž†Šƒ˜‡–Š‡…Šƒ”ƒ…–‡”‹•–‹…‘ˆƒ‹‰‡„‡”•ƒ……‘—–ƒ„Ž‡ˆ‘”–Š‡‹”‘™’Š›•‹…ƒŽƒ…–‹˜‹–›
™Š‹…Š…‘—Ž†ƒ††”‡••–Š‡…—•–‘‡”‡‡†‘ˆDz‡‡†Š‡Ž’™‹–Šƒ’’”‘’”‹ƒ–‡’Š›•‹…ƒŽƒ…–‹˜‹–›Ǥdzˆ–Š‹•‡‡†™ƒ•Š‹‰ŠŽ›
’”‹‘”‹–‹œ‡†„›…—•–‘‡”•ǡ–Š‡–Š‡‹•—”ƒ…‡…‘’ƒ›™‘—Ž†‘ˆˆ‡”‹–Ǥ

A.21 New 7 management and planning tools

Figure A.14 — New 7 management and planning tools

—‡–‘–Š‡•—„Œ‡…–‹˜‡ƒ†˜‡”„ƒŽƒ–—”‡‘ˆ…—•–‘‡”‡‡†•ǡƒ“—ƒŽ‹–ƒ–‹˜‡–‘‘Ž•‡–™ƒ•ƒ••‡„Ž‡†„›
 …‘ˆ‘—†‡”Š‹‰‡”—‹œ—‘ƒ†‘•Š‹‘„—ƒ›ƒ–ƒ‹–‘Š‡Ž’ƒƒ‰‡–Š‡†ƒ–ƒǤŠ‡•‡–‘‘Ž•ƒ”‡—•‡†
‡š–‡•‹˜‡Ž›–Š”‘—‰Š‘—––Š‡ ’”‘…‡••–‘ƒ…“—‹”‡ǡ•‘”–ǡƒƒŽ›•‡ǡ’”‹‘”‹–‹œ‡ǡƒ†–”ƒ•ˆ‡”“—ƒŽ‹–ƒ–‹˜‡
‹ˆ‘”ƒ–‹‘Ǥ ‘†‡”   Šƒ• ƒ††‡† ƒ††‹–‹‘ƒŽ –‘‘Ž• •—…Š ƒ•  ƒ† ˆƒ‹Ž—”‡ ‘†‡ ƒ† ‡ˆˆ‡…–•
ƒƒŽ›•‹•ȋ ȌǤ

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Ǥʹʹ‘’”‡Š‡•‹˜‡ †‡’Ž‘›‡–ϐŽ‘™†‹ƒ‰”ƒ

‹‰—”‡ǤͳͷȄ‘’”‡Š‡•‹˜‡ †‡’Ž‘›‡–ϐŽ‘™†‹ƒ‰”ƒ

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See Figure A.15 and Reference [2ȐǤ• ƒ’’Ž‹…ƒ–‹‘•‰”‡™–‘‹…Ž—†‡…‘’Ž‡š’”‘†—…–••—…Šƒ••Š‹’•ǡ

–Š‡‡‡†ˆ‘”„‡––‡”Ž‹ƒ‰‡•„‡–™‡‡†‡•‹‰†‹‡•‹‘•‰”‡™Ǥ‘Œ‹ƒ‘ǡ…‘ˆ‘—†‡”‘ˆ ǡƒ••‡„Ž‡†
˜ƒ”‹‘—•ƒ–”‹…‡•‹–‘ƒ•‡”‹‡•‘ˆ†‡’Ž‘›‡–•–Šƒ–Ž‹‡†–Š‡˜ƒ”‹‘—•ƒ–”‹…‡•ƒ†–ƒ„Ž‡•„‘–Š˜‡”–‹…ƒŽŽ›
ƒ†Š‘”‹œ‘–ƒŽŽ›ƒ……‘”†‹‰–‘–Š‡‹”’—”’‘•‡Ǥ‡”–‹…ƒŽ†‡’Ž‘›‡–•‹…Ž—†‡“—ƒŽ‹–›ǡ–‡…Š‘Ž‘‰›ǡ…‘•–ǡƒ†
”‡Ž‹ƒ„‹Ž‹–›Ǥ‘”‹œ‘–ƒŽ†‡’Ž‘›‡–•‹…Ž—†‡ˆ—…–‹‘ǡ…‘…‡’–•ǡ’ƒ”–•ǡƒ—ˆƒ…–—”‹‰ƒ†’”‘†—…–‹‘Ǥ
Š‡ ‘—•‡ ‘ˆ —ƒŽ‹–› ‹• –Š‡ —’’‡” Ž‡ˆ– ƒ–”‹š ƒ† –Š‡ ’‘’—Žƒ” ˆ‘—”Ǧ’Šƒ•‡ ‘†‡Ž —•‡† „› ƒ—–‘ ’ƒ”–•
suppliers in the 1980s add three additional matrices in the lower left and bottom. Additional matrices
ƒ›„‡…”‡ƒ–‡†ƒ•‡‡†‡†Ǥ

A.23 Modern Blitz QFD®3)ϐŽ‘™†‹ƒ‰”ƒ

Figure A.16 — Modern Blitz QFD®ϐŽ‘™†‹ƒ‰”ƒ

See Figure A.16 and Reference [76]. Increasing constraints on product development resources have
”‡†—…‡† –‹‡ ƒ† „—†‰‡– ˆ‘” ƒ›   ’”‘Œ‡…–• ‹ ‘†‡” …‘’ƒ‹‡•Ǥ Š‡   •–‹–—–‡ ȋȌ
developed a faster, more focused approach to accommodate such projects. The basic concept is to focus
‘–Š‡…”‹–‹…ƒŽˆ‡™…—•–‘‡”‡‡†•ϐ‹”•–ƒ†™‹–Š„‡•–‡ˆˆ‘”–Ǥ…Ž‡ƒ”—†‡”•–ƒ†‹‰‘ˆ‡›…—•–‘‡”•
ƒ† –Š‡‹” ‡› ‡‡†• ‹’”‘˜‡• –Š‹• ’”‘…‡•• ƒ† ƒ’’Ž‹…ƒ„Ž‡ ˜‘‹…‡ ‘ˆ …—•–‘‡” ƒ…“—‹•‹–‹‘ ƒ† ƒƒŽ›•‹•
tools are included in phases 1-5 above.
Šƒ•‡ ͸ ‹• —•‡† –‘ ˆ‘”—Žƒ–‡ ƒ ’”‘†—…– ‘” •‘Ž—–‹‘ •–”ƒ–‡‰› –‘ –Š‡ …”‹–‹…ƒŽ ˆ‡™ …—•–‘‡” ‡‡†• ƒ†
–‘ †‡’Ž‘› –Š‡ •‘Ž—–‹‘ –Š”‘—‰Š‘—– –Š‡ †‡•‹‰ǡ †‡˜‡Ž‘’‡–ǡ „—‹Ž†ǡ …‘‡”…‹ƒŽ‹œƒ–‹‘ǡ •—’’‘”–ǡ ƒ†
”‡–‹”‡‡–’Šƒ•‡•Ǥ••‡–‹ƒŽŽ›ǡ–Š‹•…‘˜‡”•ƒŽŽ–Š‡†‡’Ž‘›‡–•‹–Š‡…‘’”‡Š‡•‹˜‡ ‘†‡Ž„—–‘Ž›
ˆ‘”ƒˆ‡™…—•–‘‡”‡‡†•ǡƒ†•‘ƒ–”‹…‡•ƒ”‡—•—ƒŽŽ›—‡…‡••ƒ”›ǡ—Ž‡••‰”‡ƒ–‡”†‡–ƒ‹Ž‹•”‡“—‹”‡†Ǥ
Š‹•‘†‡Ž…ƒ„‡—•‡†ˆ‘”’Š›•‹…ƒŽ’”‘†—…–ǡ…Š‡‹…ƒŽƒ†’”‘…‡••‡†’”‘†—…–•ǡ•‡”˜‹…‡ǡ•‘ˆ–™ƒ”‡ǡƒ†
internal business processes.

3)  Ž‹–œ  ̺ ‹• ƒ ‡šƒ’Ž‡ ‘ˆ ƒ •—‹–ƒ„Ž‡ ’”‘†—…– ƒ˜ƒ‹Žƒ„Ž‡ …‘‡”…‹ƒŽŽ›Ǥ Š‹• ‹ˆ‘”ƒ–‹‘ ‹• ‰‹˜‡ ˆ‘” –Š‡
…‘˜‡‹‡…‡‘ˆ—•‡”•‘ˆ–Š‹•†‘…—‡–ƒ††‘‡•‘–…‘•–‹–—–‡ƒ‡†‘”•‡‡–„›‘ˆ–Š‹•’”‘†—…–Ǥ

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ǤʹͶ
‡”ƒ ‹•–‹–—–‡„‡•–’”ƒ…–‹…‡ϐŽ‘™†‹ƒ‰”ƒ

‹‰—”‡Ǥͳ͹Ȅ
‡”ƒ ‹•–‹–—–‡„‡•–’”ƒ…–‹…‡ϐŽ‘™†‹ƒ‰”ƒ

See Figure A.17 and Reference [43ȐǤ Š‹• ‘†‡Ž ”‡’”‡•‡–• –Š‡ „‡•– ’”ƒ…–‹…‡• ‘ˆ –Š‡   •–‹–—–‡ Ȃ
‡—–•…ŠŽƒ†Ǥ–‹…Ž—†‡•˜‘‹…‡‘ˆ…—•–‘‡”ƒƒŽ›•‹•ǡ‹‘˜ƒ–‹‘ǡ…‘•–ǡƒ†”‡Ž‹ƒ„‹Ž‹–›•–—†‹‡•Ǥ

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A.25 Continuous QFD model

Figure A.18 — Continuous QFD model

See Figure A.18 and Reference [41ȐǤ ’”‘Œ‡…–‹•ƒŽ™ƒ›•ƒŒ‘‹––‡ƒ‡ˆˆ‘”–‘ˆ–Š‡…—•–‘‡”•ǯǡƒ•™‡ŽŽƒ•

–Š‡†‡˜‡Ž‘’‡”•ǯ•‹†‡Ǥ ƒŽ™ƒ›•ƒ‹•ƒ–‹’”‘˜‹‰…‘—‹…ƒ–‹‘„›‡•–ƒ„Ž‹•Š‹‰…”‘••Ǧ†‡’ƒ”–‡–ƒŽǡ
‹–‡”†‹•…‹’Ž‹ƒ”›–‡ƒ•™‹–Š‹–Š‡…‘’ƒ›ƒ†™‹–Š–Š‡…—•–‘‡”•Ǥ —”–Š‡”‘”‡ǡ–Š‡Žƒ…‘ˆ‡š’‡”‹‡…‡
ƒ† …Žƒ”‹–› ‹ …—•–‘‡” ”‡“—‹”‡‡–• ȋȌǡ ƒ• ™‡ŽŽ ƒ• ’”‘†—…– …Šƒ”ƒ…–‡”‹•–‹…• ȋȌǡ …ƒŽŽ• ˆ‘” ƒ ‡˜‡
…Ž‘•‡”ƒ†‹…”‡ƒ•‡†…‘ŽŽƒ„‘”ƒ–‹‘‘ˆƒŽŽ‹˜‘Ž˜‡†•–ƒ‡Š‘Ž†‡”•ȋ’”‹ƒ”‹Ž›‹†‹…ƒ–‡†„›–Š‡†‡ƒ†ˆ‘”ƒ
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

–‡”‹‘Ž‘‰›™‘”ǡ–Š‡”‡Žƒ–‹‘•Š‹’•„‡–™‡‡…‘…‡’–•ƒ”‡„ƒ•‡†‘ƒŠ‹‡”ƒ”…Š‹…ƒŽˆ‘”ƒ–‹‘–Šƒ–
‹• Š‡Ž’ˆ—Ž ‹ ‹†‡–‹ˆ›‹‰ –Š‡ ƒ–—”‡ ‘ˆ –Š‡ ”‡Žƒ–‹‘•Š‹’ „‡–™‡‡ ‘‡ …‘…‡’– ƒ† ƒ‘–Š‡” ™‹–Š‹ ƒ
…‘…‡’–•›•–‡Ǥ
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

66 http://mahdi.hashemitabar.com © ISO 2015 – All rights reserved

 BS ISO 16355-1:2015
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‡•‹‰ –ƒˆˆ ‡”˜‹…‡ š…‡ŽŽ‡…‡ ƒ– —–Žƒ† ‡‰‹‘ƒŽ ‡†‹…ƒŽ ‡–‡”Ǥdz Transactions of the 16th
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[13] CčĚ  ǤǦ Ǥ ȋͳͻͻ͸Ȍ Dz ‘„—•– —ƒŽ‹–› ‡•‹‰ ‘†‡Ž –Šƒ– –‡‰”ƒ–‡†   ƒ† ƒ‰—…Š‹ ‡–Š‘†•Ǥdz
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[15] CĔĔĕĊė R.G. Winning at New Products: Creating Value through Innovation. Basic Books, Fourth
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[17] CėĚğǦĚŃğ ǤǤ, TĆĒĆĞĔǦēėŃĖĚĊğ F., GĔēğġđĊğǦĔĘĈč V.ȋʹͲͲ͵ȌDz ƒ’’Ž‹…ƒ–‹‘ˆ‘”–ƒ…Ž‹‰
–‡”ƒŽ—•–‘‡”‡‡†•ƒ•ƒ„ƒ•‡ˆ‘”„—‹Ž†‹‰ƒ‡ƒƒ—ˆƒ…–—”‹‰›•–‡ǤdzTransactions of the
9th International and 15th North American Symposium on QFD. •–‹–—–‡ͳǦͺͺͻͶ͹͹ǦͳͷǦ

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[18] DĊ ĔēĔ E. Serious Creativity: Using the Power of Lateral Thinking to Create New Ideas .
Harperbusiness. 1993, ISBN-13 pp. 978–0887306358
[19] DĊĆēǤǤȋͳͻͻͷȌDzƒ”ƒ‡–”‹…‘•–‡’Ž‘›‡–ǤdzTransactions of the 7th Symposium on QFD. 
Institute ISBN 1-889477-07-9
[20] DĎĐĆǤ ǤǡƬĊČđĊĞǤǤȋͳͻͻͳȌDz‘…‡’–‡˜‡Ž‘’‡––Š”‘—‰Š‡ƒ™‘”Ǧ‘”‹‰ˆ‘”—ƒŽ‹–›ǡ
‘•–ǡ ‡‹‰Š– ƒ† ˜‡•–‡–Ǥdz Transactions of the 3rd Symposium on QFD.   •–‹–—–‡ 
1-889477-03-6
[21] DĎĒĘĊĞ  Ǥǡ Ƭ ĆğĚė 
Ǥ ȋʹͲͲʹȌ Dz  –‘ ‹”‡…– ƒŽ—‡ ‰‹‡‡”‹‰ ‹ –Š‡ ‡•‹‰ ‘ˆ ƒ ”ƒ‹‰
›•–‡ǤdzTransactions of the 14th Symposium on QFD. •–‹–—–‡ͳǦͺͺͻͶ͹͹ǦͳͶǦͳ
[22] DĚċċĞ G. Modular Kaizen: Continuous and Breakthrough Improvement. —ƒŽ‹–›”‡••, 2013
[23] EĉĉĞ B., DĆěĊ S., MĆğĚė
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‡‡”ƒ–‹‘š’Ž‘•‹˜‡”†ƒ…‡‹•’‘•ƒŽȋȌ
‘„‘–‹…‘–”‘ŽŽ‡†‡Š‹…Ž‡ǣ•‹‰ –‘‡ϐ‹‡–Š‡’‡”ƒ–‹‘ƒŽƒŽ›•‹•ǤdzTransactions of the
9th International and 15th North American Symposium on QFD. •–‹–—–‡ͳǦͺͺͻͶ͹͹ǦͳͷǦ
[24] FĊėČĚĘĔē  Ǥ ȋͳͻͻ͸ǤȌ Dz  ƒ† ”‘†—…– ƒ† ”‘…‡•• ‡Ž‹ƒ„‹Ž‹–›Ǥdz Transactions of the 2nd
International & 8th North American Symposium on QFDǤ •–‹–—–‡ͳǦͺͺͻͶ͹͹ǦͲͺǦ͹
[25] FĎēĊ C.H., & WčĎęēĊĞ  ǤǤ • –Š‡ ƒ‡Ǧ—› ‡…‹•‹‘ ƒ ‘”‡ ‘’‡–‡…›ǫ MIT Center for
Technology, Policy, and Industrial Development, 1996
[26] FėĆēĐĔĘ D., & MĆğĚė
ǤȋʹͲͳͶȌDz”‘’‘•‡†›•–‡ƒ–‹…”‹‘”‹–›‡’Ž‘›‡–‡–Š‘†‘ˆ–”ƒ–‡‰‹…
‹–‹ƒ–‹˜‡•ǤdzTransactions of the 26th Symposium on QFD. •–‹–—–‡ǤͳǦͺͺͻͶ͹͹Ǧʹ͸Ǧͷ
[27] GĆėćĎ G.P., & LĔĚėĊĎėĔ
ǤȋʹͲͳ͵ȌDz—•‹‡••Ǧ”‘†—…–Ǧ‡”˜‹…‡‘”–ˆ‘Ž‹‘ƒƒ‰‡‡–ǤdzProceedings
of the 20th ISPE International Conference on Concurrent Engineering. ISBN13: 9781614993018
[28] GĆĚćĎēČĊė Kurt, RĆćđ Michael, SĜĆē Scott, WĊėĆēĎ Thomas (2014) Innovation and Product
Management: A Holistic and Practical Approach to Uncertainty Reduction. Springer ISBN13:
9783642543760
[29] GėĆĊęğǤȋͳͻͻ͸ȌDz‡›‘†–Š‡ ‹”•–Šƒ”–ǣ ˆ‘””‘…‡••’”‘˜‡‡–ǤdzTransactions of the
2nd International & 8th North American Symposium on QFDǤ •–‹–—–‡ͳǦͺͺͻͶ͹͹ǦͲͺǦ͹
[30] GėĊēē M.W., SĆėĐĆēĎ S., MĆğğĚĈčĎǤȋʹͲͳͳȌDz›•–‡•‰‹‡‡”‹‰ȋȌƒ†—ƒŽ‹–› —…–‹‘
‡’Ž‘›‡– ȋ Ȍǣ   ‡”•’‡…–‹˜‡ ‘ ’’‘”–—‹–‹‡• ˆ‘” ‘’Ž‡‡–ƒ”› ’’Ž‹…ƒ–‹‘ ‹ –Š‡
‡˜‡Ž‘’‡– ‘ˆ ‘’Ž‡š ›•–‡•Ǥdz Transactions of the 23rd Symposium on QFD.   •–‹–—–‡
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[31] GėĎĒĒ  Ǥǡ ĊēĆěĘ D., MĆğĚė 
Ǥ ȋʹͲͳͳȌ Dz•‹‰   –‘ ‡•‹‰ ƒ —Ž–‹Ǧ‹•…‹’Ž‹ƒ”› Ž‹‹…Ǥdz
Transactions of the 23rd Symposium on QFD. •–‹–—–‡ͳǦͺͺͻͶ͹͹Ǧʹ͵ǦͲ
[32] GĚĊėĎē  Ǥ ȋʹͲͲͶȌ Dzƒ•‡‹ ‰‹‡‡”‹‰ ˆ‘” ‘‡”…‹ƒŽ ‹”’Žƒ‡ –‡”‹‘” ”…Š‹–‡…–—”‡Ǥdz
Transactions of the 16th Symposium on QFD. •–‹–—–‡ͳǦͺͺͻͶ͹͹Ǧͳ͸Ǧͺ
[33] GĚĊėėĊėĔ E., & SęĆČēĊĞǤȋʹͲͲ͵ȌDz ǡǦƒ†͵Ǧ”—Ž›‘ŽŽƒ„‘”ƒ–‹˜‡”‘†—…–
‡˜‡Ž‘’‡–”‘…‡••ǤdzTransactions of the 9th International and 15th North American Symposium
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[34] GĚĘęĆċĘĘĔē A., EĐĉĆčđ F., BĊėČĒĆēǤȋͳͻͻ͸ƒȌDz‘Œ‘‹–ƒŽ›•‹•Ǧ•‡ˆ—Ž‘‘Ž‹–Š‡‡•‹‰
”‘…‡••Ǥdz Transactions of the 2nd International & 8th North American Symposium on QFDǤ  
Institute ISBN 1-889477-08-7
[35] GĚĘęĆċĘĘĔē A., MĎđđĊė  Ǥǡ ĎĈč  Ǥ ȋͳͻͻ͸„Ȍ Dz͹ ”‘†—…– Žƒ‹‰ ‘‘Ž•Ǥdz Tutorials of the 2nd
International & 8th North American Symposium on QFD. •–‹–—–‡ǤͳǦͺͺͻͶ͹͹Ǧ͹͸Ǧͳ
[36] HĊĆėĔē H., & MĆğĚė G. ȋʹͲͲʹȌ Dz’”‘˜‹‰ ‡…Š‹…ƒŽ —’’‘”– –‘ ƒ‡ ‘‘†‹–› ”‘†—…–•
‘”‡‘’‡–‹–‹˜‡ǤdzTransactions of the 14th Symposium on QFD. •–‹–—–‡ͳǦͺͺͻͶ͹͹ǦͳͶǦͳ

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[37] HĆĞĊĘ B.E. (2008) Measuring Customer Satisfaction and Loyalty, Third Edition: Survey Design,
Use, and Statistical Analysis Methods.—ƒŽ‹–›”‡••Ǧͳ͵ǣͻ͹ͺǦͲͺ͹͵ͺͻ͹Ͷ͵͵
[38] HĊĕđĊė C., & MĆğĚė
ǤȋʹͲͲ͸ȌDz ‹†‹‰—•–‘‡”‡Ž‹‰Š–••‹‰ ǤdzTransactions of the 18th
Symposium on QFD. •–‹–—–‡ͳǦͺͺͻͶ͹͹ǦͳͺǦͶ
[39] HĊĕđĊė C., & MĆğĚė
ǤȋʹͲͲ͹ȌDzŠ‡ƒŽ›–‹…‹‡”ƒ”…Š›”‘…‡••ǣ‡–Š‘†‘Ž‘‰‹‡•ƒ†’’Ž‹…ƒ–‹‘
™‹–Š—•–‘‡”•ƒ†ƒƒ‰‡‡–ƒ–Ž—‡”‘••Ž—‡Š‹‡Ž†‘ˆ Ž‘”‹†ƒǤdzTransactions of the 19th
Symposium on QFD. •–‹–—–‡ǤͳǦͺͺͻͶ͹͹ǦͳͻǦʹ
[40] HĊĕđĊė C., & MĆğĚė 
Ǥ ȋʹͲͲͺȌ Dz”‡†‹…–‹‰ —–—”‡ ‡ƒŽ–Š •—”ƒ…‡ …‡ƒ”‹‘• —•‹‰ —ƒŽ‹–›
—…–‹‘ ‡’Ž‘›‡– ȋ Ȍ ƒ† ƒŽ›–‹… ‹‡”ƒ”…Š› ”‘…‡•• ȋȌdz Transactions of the 20th
Symposium on QFD. •–‹–—–‡ͳǦͺͺͻͶ͹͹ǦʹͲǦ͸
[41] HĊėğĜĚėĒ G., PĎĊęĘĈč W., SĈčĔĈĐĊėę S., TĆĚęĊėĆęǤȋʹͲͳ͵ȌDz ˆ‘”Ž‘—†‘’—–‹‰Ǥdz
Transactions of the International Symposium - ‘13 Tokyo
[42] HĊėğĜĚėĒ G., & SĈčĔĈĐĊėę  Ǥ ȋʹͲͲͲȌ Dz‘–‹—‘—•   Ǧ ’Ž‘›‹‰   ‹ ƒ•‡ ‘ˆ —œœ›
‡˜‡Ž‘’‡–ƒ••ǤdzTransactions of the 12th Symposium on QFD. •–‹–—–‡ǤͳǦͺͺͻͶ͹͹Ǧ
12-5
ȏͶ͵Ȑ ‡”œ™—”ǡ
‡‘”‰Ǥǡ ƒ† …Š‘…‡”–ǡ ‹š–‡Ǥ ȋʹͲͲ͸Ȍ DzŠƒ– ƒ”‡ –Š‡ ‡•– ”ƒ…–‹…‡• ‘ˆ  ǫdz
Proceedings of the 12th International Symposium on QFD, Tokyo 2006 http://www.bwi.uni-
stuttgart.†‡Ȁϐ‹Ž‡ƒ†‹/abt9/Publikationen_Herzwurm4/24-03_bestpractice.pdf
[44] HĎēĊĘ K., & MĆğĚė G.ȋʹͲͲ͹ȌDz•‹‰ –‘˜‘Ž˜‡’Ž‘›‡‡•‹–Š‡‘”’‘”ƒ–‡‘˜ƒ–‹‘
”‘…‡••Ǥdz Transactions of the 19th Symposium on QFD. ’’Ǥ ͳ͵͹ǦͳͶͻ   •–‹–—–‡Ǥ 
1-889477-19-2
[45] HĔĕĜĔĔĉ Theodore, & MĆğĚė 
Ž‡ ȋʹͲͲͺȌ DzŠ‡ ‘–‡–‹ƒŽ ‘ˆ —ƒŽ‹–› —…–‹‘ ‡’Ž‘›‡–
ȋ Ȍƒ•ƒ‘‘Žˆ‘”‘–‡š–Ǧ‡•‹–‹˜‡‘Ž—–‹‘•ǤdzTransportation Research Record: Journal of the
Transportation Research Board
[46] HĚćĊė C., & MĆğĚė
ǤȋʹͲͲʹȌDz ƒ†‡•‹‰ˆ‘”‹š‹‰ƒǤdzTransactions of the 14th Symposium
on QFD. •–‹–—–‡ͳǦͺͺͻͶ͹͹ǦͳͶǦͳ
[47] HĚēę  ǤǤ ȋͳͻͻͺȌ Dz–”ƒ–‡‰›ǡ   ƒ† –Š‡ ƒŽƒ…‡† …‘”‡…ƒ”†Ǥdz Transactions of the 10th
Symposium on QFDǤ •–‹–—–‡ǤͳǦͺͺͻͶ͹͹ǦͳͲǦͻ
[48] IĐĎğ A.K., & OğĉĆČĔČđĚ 
Ǥ ȋʹͲͲͺȌ Dz—•–‘‡”Ǧ†”‹˜‡ ”‘…‡•• ’”‘˜‡‡– ‹ ƒ Š‹’‘™‡”
‘’ƒ›ǣ ‘†‡”   ’’”‘ƒ…ŠǤdz Transactions of the 20th Symposium on QFD.   •–‹–—–‡
ISBN 1-889477-20-6
[49] IĒĆĎǤƒ‹œ‡ǣŠ‡‡›–‘ ƒ’ƒǯ•‘’‡–‹–‹˜‡—……‡••Ǥƒ†‘‘—•‡ǡͳͻͺ͸
ȏͷͲȐ ͳ͸͵͵͸ǤȋʹͲͳͶȌDz’’Ž‹…ƒ–‹‘•‘ˆ•–ƒ–‹•–‹…ƒŽƒ†”‡Žƒ–‡†‡–Š‘†•–‘‡™–‡…Š‘Ž‘‰›ƒ†’”‘†—…–
†‡˜‡Ž‘’‡–’”‘…‡••Ȅ‘„—•–’ƒ”ƒ‡–‡”†‡•‹‰ȋȌdzInternational Standards Organization
ȏͷͳȐ ĔčēĘĔē C.M., & MĆğĚė
ǤȋʹͲͲͺȌDzƒŽ—‡ƒ•‡†”‘†—…–‡˜‡Ž‘’‡–Ǧ•‹‰ ƒ†–‘
†‡–‹ˆ›ǡ”‹‘”‹–‹œ‡ǡƒ†Ž‹‰‡›—•–‘‡”‡‡†•ƒ†—•‹‡••
‘ƒŽ•ǤdzTransactions of the 20th
Symposium on QFD. •–‹–—–‡ͳǦͺͺͻͶ͹͹ǦʹͲǦ͸
[52] KĆčėĆĒĆē C., EėęĆĞ T., BĚĞĚĐĔğĐĆē
Ǥˆ—œœ›‘’–‹‹œƒ–‹‘‘†‡Žˆ‘” ’Žƒ‹‰’”‘…‡••
—•‹‰ƒƒŽ›–‹…‡–™‘”ƒ’’”‘ƒ…ŠǤEur. J. Oper. Res. 2006
[53] KĆēĊĐĔ  Ǥ ȋʹͲͲͲȌ Dz’”‘˜‹‰ –Š‡ ‹••ƒ ”‡™ ™‹–Š ‡˜‡”•‡  Ǥdz Transactions of the 12th
Symposium on QFDǤ •–‹–—–‡ǤͳǦͺͺͻͶ͹͹ǦͳʹǦͷ
[54] KĆēĔ N., SĊėĆĐĚ N., TĆĐĆčĆĘčĎ F., TĘĚďĎǤȋͳͻͺͶȌDz––”ƒ…–‹˜‡—ƒŽ‹–›ƒ†—•–Ǧ‡—ƒŽ‹–›Ǥdz
Hinshitsuǡ‘ŽǤͳͶǡ‘ǤʹǤ 

© ISO 2015 – All rights reserved http://mahdi.hashemitabar.com 69

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

[55] KĆĕđĆēǤȋͳͻͻ͹ȌDz–‹…‹’ƒ–‘”› ƒ‹Ž—”‡‡–‡”‹ƒ–‹‘ȋ ȌǣŠ‡’’Ž‹…ƒ–‹‘‘ˆ–‘‹•

ƒŽ›•‹•ǤdzTransactions of the 9th Symposium on QFD. •–‹–—–‡ͳǦͺͺͻͶ͹͹ǦͲͻǦͷ
[56] KĆĕđĆē S., VĎĘēĊĕĔđĘĈčĎǤǡđĔęĎēǤǡĚĘĒĆē 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] KĆĘĆĎǤǡĔĘčĎĐĆĜĆ M., HĎĘĆĐĆğĚǤȋʹͲͳͲȌDz’’Ž‹…ƒ–‹‘‘ˆ–‘‰‡–Š‡”™‹–Š‘Œ‘‹–
ƒŽ›•ƒ‹• –‘ ‘Ž‹–‹…ƒŽ ‡…‹•‹‘ ƒ‹‰ ‹ ‘…ƒŽ
‘˜‡”‡–Ǥdz Transactions of the 16th
International & 22nd North American Symposium on QFD. •–‹–—–‡ͳǦͺͺͻͶ͹͹ǦʹʹǦʹ
[58] KĊĒĊėđĎēČ  ǤǤ ȋͳͻͻͺȌ Dz••‹‰‹‰ ’‘”–ƒ…‡ –‘ ‘™•ǣ ƒŽ›•‹• ‘ˆ ™‘ ‘’‡–‹‰
‡–Š‘†‘Ž‘‰‹‡•ǤdzTransactions of the 10th Symposium on QFDǤ •–‹–—–‡ǤͳǦͺͺͻͶ͹͹ǦͳͲǦͻ
[59] KčĔēČǤǤȋʹͲͲͲȌDz‡˜‹‡™‘ˆ’’Ž‹‡†—ƒ ƒ…–‘”•‡…Š‹“—‡•ˆ‘””‘†—…–‡•‹‰‡”•‹
†‡–‹ˆ›‹‰–Š‡‘‹…‡‘ˆ–Š‡—•–‘‡”ǤdzTransactions of the 12th Symposium on QFDǤ •–‹–—–‡Ǥ
ISBN1-889477-12-5
[60] KĎĒ W.C., & MĆĚćĔėČēĊ 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] KĎēČ B. Better Designs in Half the Time: Implementing Quality Function Deployment in America.

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[62] KĎēČ B. Hoshin Planning: the Developmental ApproachǤ
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[63] KđĎēĊǤǤȋͳͻͻͶȌDz ʹ‡•‹‰‹‰ˆ‘”ƒ—ˆƒ…–—”ƒ„‹Ž‹–›ƒ†ƒ”‡–ƒ„‹Ž‹–›ǤdzTransactions of
the 6th Symposium on QFDǤ •–‹–—–‡ǤͳǦͺͺͻͶ͹͹ǦͲ͸ǦͲ
[64] KĔęđĊė P. Marketing Management: Analysis, Planning, Implementation, and Control . Prentiss Hall.
1999, ISBN-13 pp. 978–0132435109
[65] KĜĔēČ C.K., & BĆĎ  Ǥ ȋʹͲͲͷȌ Dz‡–‡”‹‹‰ –Š‡ ‹’‘”–ƒ…‡ ™‡‹‰Š–• ˆ‘” –Š‡ …—•–‘‡”
”‡“—‹”‡‡–•‹ —•‹‰ƒˆ—œœ›™‹–Šƒ‡š–‡–ƒƒŽ›•‹•ƒ’’”‘ƒ…ŠǤdzTransactions of the
IIE. —Ž›ʹͲͲͷ
[66] LĆČĔĉĆ T. Lifetime Estimation of Welded Joints. Springer. 2010, ISBN-13 pp. 978–3642095788
[67] LĆĒĕĆ S., & MĆğĚė
Ǥȋͳͻͻ͸ȌDzƒ‰‡ŽƒŽ‡•‘—„Ž‡ƒ–‘•–ƒ””‹‘––™‹–Š dzTransactions of the
2nd International & 8th North American Symposium on QFD. •–‹–—–‡ͳǦͺͺͻͶ͹͹ǦͲͺǦ͹
[68] LĞĔēĘ M.C., & AđĊĝĆēĉĊė ǤǤȋͳͻͻͳȌDz’Ž‹ˆ›‹‰–Š‡‘‹…‡‘ˆŠ‡—•–‘‡”ǤdzTransactions of
the 3rd Symposium on QFDǤ •–‹–—–‡ǤͳǦͺͺͻͶ͹͹ǦͲ͵Ǧ͸
[69] MĆėĈĔēĎ  Ǥ ȋͳͻͻͺȌ Dz‘†‡”ƒ–‡† ‘™Ž‡†‰‡ ƒ’’‹‰ Ǧ ‘”‹‰ ”‡ƒ–Š”‘—‰Š ƒ† ‘™Ž‡†‰‡
”ƒ•ˆ‡”ǨdzTransactions of the 10th Symposium on QFDǤ •–‹–—–‡ǤͳǦͺͺͻͶ͹͹ǦͳͲǦͻ
[70] MĆėĘč S., MĔėĆē  ǤǤǡ ĆĐĚĎ S., HĔċċčĊėė G. (1991) Facilitating and Training in Quality
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ȀǤͳǦͺ͹ͻ͵͸ͶǦʹ
[71] MĆėğĊĈ ǤǤȋͳͻͻͺȌDzŠ‡›‡”‰‹•–‹…ŽŽ‹ƒ…‡‘ˆ›•–‡•‰‹‡‡”‹‰ƒ† ǤdzTransactions of
the 10th Symposium on QFDǤ •–‹–—–‡ǤͳǦͺͺͻͶ͹͹ǦͳͲǦͻ
[72] MĆğĚė 
ǤǤ ȋͳͻͻ͹Ȍ Dzƒ• ‡’Ž‘›‡–ǣ –Š‡ —ƒ ‹†‡ ‘ˆ  Ǥdz Transactions of the 9th
Symposium on QFDǤ •–‹–—–‡ǤͳǦͺͺͻͶ͹͹ǦͲͻǦͷ
[73] MĆğĚė G.ȋʹͲͲͲȌDz ʹͲͲͲǣ–‡‰”ƒ–‹‰ ƒ†–Š‡”—ƒŽ‹–›‡–Š‘†•–‘’”‘˜‡–Š‡‡™
”‘†—…– ‡˜‡Ž‘’‡– ”‘…‡••Ǥdz Transactions of the 12th Symposium on QFDǤ   •–‹–—–‡Ǥ
ISBN1-889477-12-5
[74] MĆğĚė
ǤȋʹͲͳͲȌDz–‡‰”ƒ–‹‰ ‹–‘Šƒ•‡Ǧ
ƒ–‡•”‘†—…–‡•‹‰ǤdzTransactions of the 16th
International & 22nd North American Symposium on QFD. •–‹–—–‡ͳǦͺͺͻͶ͹͹ǦʹʹǦʹ

70 http://mahdi.hashemitabar.com © ISO 2015 – All rights reserved

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

[75] MĆğĚė 
Ǥ  •‹‰ —ƒŽ‹–› —…–‹‘ ‡’Ž‘›‡– –‘ ”‹–‡ ƒ  –ƒ†ƒ”† ˆ‘”  Ǥ Qual. Eng.
2012a, 24 (3) pp. 436–443
[76] MĆğĚė
ǤǤȋʹͲͳʹ„ȌDzŽ‹–œ ̺ǦŠ‡‡ƒ’’”‘ƒ…Š–‘”‘†—…–‡˜‡Ž‘’‡–ǤdzProceedings of
the World Conference on Quality and Improvement.‹Ž™ƒ—‡‡ǣǤƒ›ʹͲͳʹ
[77] MĆğĚė 
Ǥ ȋʹͲͳͶƒȌ Dz  ƒ† –Š‡ ‡™ ‘‹…‡ ‘ˆ —•–‘‡”Ǥdz Proceedings of the International
Symposium on QFD ‘14 – Istanbul
[78] MĆğĚė
ǤȋʹͲͳͶ„ȌDz”‹˜‹‰‘—” ™‹–Šͳ͸͵ͷͷǤdzTransactions of the 26th Symposium on
QFD. •–‹–—–‡ǤͳǦͺͺͻͶ͹͹Ǧʹ͸Ǧͷ
[79] MĆğĚėǤȋʹͲͳʹȌDzŽ‡‡–ƒ”› ǣ•‹‰ –‘••‡••ƒ†˜ƒŽ—ƒ–‡–Š‡‡ƒ”‹‰˜‹”‘‡–
‘ˆƒ”‹˜ƒ–‡…Š‘‘Ž‹„”ƒ”›ƒ†–‘›•–‡ƒ–‹…ƒŽŽ›‰ƒ‰‡ƒ‡˜‹‡™ǤdzTransactions of the
24th Symposium on QFD. •–‹–—–‡ǤͳǦͺͺͻͶ͹͹ǦʹͶǦͻ
[80] MĎėŘǦĚĊĘĆĉĆĆ G., DĊđĆĘęĎđđĔć E., PĊęĊėĘĔē Ǥ Ǥ ƒ›‡•‹ƒ’’”‘ƒ…Šˆ‘”—Ž–‹’Ž‡‡•’‘•‡
Surface Optimization in the Presence of Noise Variables. J. Appl. Stat. 2004, 31 (3) pp. 251–270
[81] MĎğĚēĔǤ‡†ǤȋͳͻͺͺȌƒƒ‰‡‡–ˆ‘”—ƒŽ‹–›’”‘˜‡‡–ǣŠ‡͹‡™‘‘Ž•Ǥ”‘†—…–‹˜‹–›
”‡••ǤͲǦͻͳͷʹͻͻǦʹͻǦͳȋ‘”‹‰‹ƒŽŽ›’—„Ž‹•Š‡†ͳͻ͹ͻ„› ”‡••Ȍ
[82] MĎğĚēĔ  Š‹‰‡”— ƒ† ƒ‘ǡ ‘Œ‹Ǥ ȋ‡†Ȍ ȋͳͻͻͶȌ QFD: the Customer Driven Approach to Quality
Planning and DeploymentǤ•‹ƒ”‘†—…–‹˜‹–›”‰ƒ‹œƒ–‹‘ǤͻʹǦͺ͵͵ǦͳͳʹͳǦ͵
[83] NĆČĆĎ K., OčċĚďĎ T., IēĆĞĔĘčĎǤȋʹͲͲ͹ȌDz ”ƒ‡™‘”‘ˆ‡͹Ǧ ƒ•–Š‡͵”†
‡‡”ƒ–‹‘ ‹
ƒ’ƒǤdzTransactions of the 19th Symposium on QFD. •–‹–—–‡ǤͳǦͺͺͻͶ͹͹ǦͳͻǦʹ
[84] NĆĞĆęĆēĎǤǡĎČĆ T., FĚęĆĒĎ R., MĎĞĆČĆĜĆ H. (1994) Seven New QC Tools: Practical Applications
for Managers.͵‘”’‘”ƒ–‹‘ǤͶǦͺͺ͵ͳͻǦͲͲͶǦͺȋ‘”‹‰‹ƒŽŽ›’—„Ž‹•Š‡†ͳͻͺͶ„› ”‡••Ȍ
[85] NĎĈĔđđ  Ǥ ȋͳͻͻͻȌ Dz‘–‡š–—ƒŽ •ƒ„‹Ž‹–›ǡ ‘‡•–‹…ƒ–‹‘ ƒ†  Ǥdz Transactions of the 11th
Symposium on QFDǤ •–‹–—–‡ǤͳǦͺͺͻͶ͹͹ǦͳͳǦ͹
[86] OėĒĊ B.K. Getting Started with Conjoint Analysis: Strategies for Product Design and Pricing
Research . Research Publishers LLC. 2009, ISBN-13 pp. 978–0972729772
[87] OėĒĊēĊĘĊ F.M., TĆĐĆčĆĘčĎ G., GĆđěĆĔ M.T.E.L., AğĆēčĆ A., RĔĈčĆ N.P., AēğĊđđĔęęĎ H. (1996)
Dzš’Ž‘”‹‰ƒ‡™ƒ”‡–•‹‰ ǤdzTransactions of the 2nd International & 8th North American
Symposium on QFDǤ •–‹–—–‡ͳǦͺͺͻͶ͹͹ǦͲͺǦ͹
[88] OĘĆĉĆ T. The 5S’s: Five Keys to a Total Quality Environment . —ƒŽǤ ‡•Ǥ 1991, ISBN-13
pp. 978–9283311164
[89] OěĊėćĞǤǤȋͳͻͻͲȌDz Ƭƒ‰—…Š‹ˆ‘”‡•‹‰™‹–Š˜‹”‘‡–ƒŽŽ‡‰ƒ…‡ǤdzTransactions of
the 2nd Symposium on QFDǤ •–‹–—–‡ǤͳǦͺͺͻͶ͹͹ǦͲʹǦͺ
[90] PĎĊęĘĈčǤȋʹͲͳͲȌDzƒ‹‰ˆ”ƒ•–”—…–—”‡‹„”ƒ”›ȋȌ™‹–Š ǤdzTransactions of the 16th
International & 22nd North American Symposium on QFD. •–‹–—–‡ͳǦͺͺͻͶ͹͹ǦʹʹǦʹ
[91] PėĔĉĚĈęĎěĎęĞ PėĊĘĘ DĊěĊđĔĕĒĊēę TĊĆĒ. –ƒ†ƒ”†‘”ˆ‘”–Š‡Š‘’ϔŽ‘‘”Ǥ”‘†—…–‹˜‹–›”‡••Ǥ
2002, ISBN-13 pp. 978–1563272738
[92] PĚČč  Ǥ ȋͳͻͺͳȌ Dz‘…‡’– ‡Ž‡…–‹‘ Ȃ  ‡–Š‘† Šƒ– ‘”•Ǥ” Proceedings of the International
Conference on Engineering Design. Rome. 9-13 March 1981. pp. 13-22
ȏͻ͵Ȑ ĚĎēđĎē ǤȋͳͻͻͳȌDz ‹ŽŽ‹‰‹–Š‡Žƒ•ǣ Ƭ‡…Š‹…ƒŽ’–‹‹œƒ–‹‘ǤdzTransactions of the 3rd
Symposium on QFDǤ •–‹–—–‡ǤͳǦͺͺͻͶ͹͹ǦͲ͵Ǧ͸
[94] RĎğğĔ  Ǥ ȋʹͲͲͶȌ Dz–‹Ž‹œ‹‰ ”‹–‹…ƒŽ Šƒ‹ ”‘Œ‡…– ƒƒ‰‡‡– ‹ ‘—”   –‘ ƒƒ‰‡ ”‘Œ‡…–
…Š‡†—Ž‡ ƒ†
‡– ‘”‡ ‘‡ ‹ ‡•• ‹‡Ǥdz Transactions of the 16th Symposium on QFD.  
Institute ISBN 1-889477-16-8

© ISO 2015 – All rights reserved http://mahdi.hashemitabar.com 71

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

[95] RĔćĎēĘĔē P. Business Excellence: The integrated solution to planning and control. BPIC. 2005,
ISBN-13 pp. 978–0952888505
[96] RĔēēĊĞ E., OđċĊ P., MĆğĚė
ǤȋʹͲͲͲȌDz
‡„ƒ‡•‡ƒ”…Š‹–Š‡ ƒ’ƒ‡•‡‡ŽŽ—Žƒ”Š‘‡ƒ”‡–Ǥdz
Transactions of the 12th Symposium on QFD. •–‹–—–‡ͳǦͺͺͻͶ͹͹ǦͳʹǦͷ
[97] RĔĘĘǤȋʹͲͳͶȌDz‡™ƒ‘‘†‡ŽȄ‘™–‘‡ƒŽŽ›š…‹–‡‘—”—•–‘‡”•ǤdzTransactions of the
26th Symposium on QFDǤ •–‹–—–‡ǤͳǦͺͺͻͶ͹͹Ǧʹ͸Ǧͷ
[98] RĔęčĊė M., & SčĔĔĐ ǤLearning to See. Lean Enterprise Institute, 2003
[99] RĔĚęčĎĊėǤǦǤȋʹͲͲʹȌDzƒ•‡–—†›Ǧ’’Ž›‹‰ ˆ‘”–Š‡†‡˜‡Ž‘’‡–‘ˆ–Š‡‘”Ž†ǯ• ‹”•–‹‰ŠǦ
—ƒŽ‹–› ͵ ‘‡ Š‡ƒ–”‡ ›•–‡Ǥdz Transactions of the 14th Symposium on QFD.   •–‹–—–‡
ISBN 1-889477-14-1
[100] SĆĆęĞ T.L. Fundamentals of Decision Making and Priority Theory with the Analytic Hierarchy
Process. RWS Publications, Pittsburgh, PA, 1994
[101] SĆĆęĞ T.L. Theory and Applications of the Analytic Network Process. RWS Publications, 2005
[102] SĆĆęĞ T.L. Principia Mathematica Decernendi: Mathematical Principles of Decision Making.
Chapter 4. RWS Publications, Pittsburg, PA, 2011
[103] SĆĆęĞ T.L. On the Measurement of Intangibles. A Principal Eigenvector Approach to Relative
Measurement Derived from Paired Comparisons. Not. Am. Math. SocǤ  ʹͲͳ͵ ‡„”—ƒ”›ǡ  60 (2)
pp. 192–208
[104] SĈčĔĈĐĊėę S., KėĆĒĘ B., GĊĔėČǤȋʹͲͳͶȌDz ƒ†‡•‹‰Š‹‹‰‹‰‹Ž‡˜‹”‘‡–•Ǥdz
Proceedings of the International Symposium on QFD ‘14 – Istanbul
[105] SĈčĚđĊė ǤȋͳͻͻͻȌDz–‡”ˆƒ…‡‘ˆƒ…Š‡•–‡”–”ƒ–‡‰›Ƭ ǤdzTransactions of the 11th Symposium
on QFD. •–‹–—–‡ͳǦͺͺͻͶ͹͹ǦͳͳǦ͹
[106] SĊĊęǦĆėĘĘĔē K.G. A Cookie Cutter Introduction to FMEA and FMECA: A Practical Example
ˆ”‘Š‡‘”›–‘’Ž‡‡–ƒ–‹‘ǤLAP LAMBERT Academic Publishing. 2010, ISBN-13 pp. 978–
3838369051
[107] SčĎđđĎęĔ M.L. Advanced QFD: Linking Technology to Market and Company Needs. ‘Š‹Ž‡›
& Sons, 1994
[108] SčĎđđĎęĔǤǤȋͳͻͻ͹ȌDz —…–‹‘‹•–Š‡ ‘—†ƒ–‹‘ǤdzTransactions of the 9th Symposium on QFD.
 •–‹–—–‡ǤͳǦͺͺͻͶ͹͹ǦͲͻǦͷ
[109] SčĎēČĔ S. Zero Quality Control: Source Inspection and the Poka-Yoke SystemǤ”‘†—…–‹˜‹–›”‡••ǡ
Portland, 1986, pp. 99–134.
[110] SĔēēĆĈĐǤȋʹͲͲͲȌDz‡ƒ†•‡”‡•‡ƒ”…ŠǤdzTutorials of the 12th Symposium on QFD. •–‹–—–‡Ǥ
ISBN1-889477-82-6
[111] SęĆĒĆęĎĘ D.H. Failure Mode and Effect Analysis: FMEA from Theory to ExecutionǤ—ƒŽ‹–›
Press, 1995
[112] SęĆēĘċĎĊđĉ K., CĔđĊ ǤǡĆğĚė
ǤȋʹͲͳͲȌDz‘’Ž‡š›•–‡•‡•‹‰•‹‰‘–Š”ƒ†‹–‹‘ƒŽ
 ƒ†Ž‹–œ ®dzTransactions of The 16th International & 22nd North American Symposium
on QFD. •–‹–—–‡ͳǦͺͺͻͶ͹͹ǦʹʹǦʹ
[113] TĊēĉđĊė B., WĆęĘĔē G., DĊĔēČ  Ǥ ȋʹͲͳͳȌ Dz•‹‰   –‘ ”‰ƒ‹œ‡ ‡•‹‰ ˆ‘” ‹š ‹‰ƒǤdz
Transactions of the 23rd Symposium on QFD. •–‹–—–‡ͳǦͺͺͻͶ͹͹Ǧʹ͵ǦͲ
[114] TĊėēĎēĐĔ ǤǡĚĘĒĆēǤǡđĔęĎēǤ–‡’Ǧ„›Ǧ•–‡’Ǥ‡•’‘•‹„Ž‡ƒƒ‰‡‡–…Ǥͳͻͻ͸ǡ
ISBN-13 pp. 978–1882382125

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[115] VĎĘēďĎĈĐĎ B., GĔėęĊė T., MĆğĚė 

Ǥ ȋʹͲͳ͵Ȍ Dz  ƒ• ‹–‡‰”ƒ–‹‰ ˆ”ƒ‡™‘” ˆ‘” †‹ˆˆ‡”‡–‹ƒ–‡†
„—•‹‡••’‘•‹–‹‘‹‰ǡ„—•‹‡••†‡˜‡Ž‘’‡–ƒ†”‡Žƒ–‡†’”‘†—…–†‡ϐ‹‹–‹‘Ȅ„—•‹‡••…ƒ•‡
ˆ”‘Š‡‡–Š‡”Žƒ†•ǤdzTransactions of the 19th International & 25th North American Symposium
on QFD. •–‹–—–‡ͳǦͺͺͻͶ͹͹ǦʹͷǦ͹
[116] VĔēČĕĆęĆēĆĘĎē T., & MĆğĚė
ǤDzThai Brewery Uses QFD Tools to Tap into Consumer Motivation.”
Making the Case for Quality, December 2012Ǥ‡”‹…ƒ‘…‹‡–›ˆ‘”—ƒŽ‹–›ǡʹͲͳʹ
[117] WĆęĘĔē G., AĐĆĔǤǡĆğĚė
ǤȋʹͲͳͳȌDz ’’Ž‹…ƒ–‹‘•ˆ‘”–Š‡‘ƒ”†‘ˆ‹”‡…–‘”•ǤdzTransactions
of the 23rd Symposium on QFD. •–‹–—–‡ͳǦͺͺͻͶ͹͹Ǧʹ͵ǦͲ
[118] WčĊĊđĊė Ǥ Ǥ Understanding Statistical Process Control. SPC Press. 2010, ISBN-13
pp. 978–0945320692
ȏͳͳͻȐ ĆĒĆĒĔęĔ  Ǥ ȋʹͲͳ͵Ȍ Dz’’Ž‹…ƒ–‹‘ ‘ˆ   –‘ –Š‡ ›’–‘ ƒŽ›•‹• ‘ˆ ’—–Ǧ†‡˜‹…‡ ‘ˆ–™ƒ”‡
‡ˆ‡…–•ǤdzTransactions of the 19th International & 25th North American Symposium on QFD. 
Institute ISBN 1-889477-25-7
[120] ĆēĔ S. ‡™ƒ…Š‡•–‡”–”ƒ–‡‰›‘Ž—‡ͳǤ Lanchester Press. 1995, ISBN-13 pp. 978–1573210003
ȏͳʹͳȐ Ďē  Ǥǡ ęĊĈĐĊ K., KĆĐĚ  Ǥ ȋʹͲͲͻȌ Dz‡›‘† ‡ƒǣ ˜‘Ž˜‹‰ ‹–‘ ƒ —’‡” ƒŽ‡– ƒ…–‘”›Ǥdz
Transactions of the 21st Symposium on QFD. •–‹–—–‡ͳǦͺͺͻͶ͹͹ǦʹͳǦͶ
ȏͳʹʹȐ ĚćĊĈĐ  Ǥ ƒ† ‹„Ž‡›ǡ ”ƒǤ ȋͳͻͻͶȌ DzŽ‹‰‹‰ ”‘…‡•• ’”‘˜‡‡– ™‹–Š –Š‡ ‘‹…‡ ‘ˆ –Š‡
—•–‘‡”ǤdzTransactions of the 6th Symposium on QFD. •–‹–—–‡ͳǦͺͺͻͶ͹͹ǦͲ͸ǦͲ
ȏͳʹ͵Ȑ ĚđęēĊė  ǤǤ ȋͳͻͻ͹Ȍ Dz”‘Œ‡…–  ǣ ƒƒ‰‹‰ ‘ˆ–™ƒ”‡ ‡˜‡Ž‘’‡– ‡––‡” ™‹–Š Ž‹–œ  Ǥdz
Transactions of the 9th Symposium on QFDǤ •–‹–—–‡ǤͳǦͺͺͻͶ͹͹ǦͲͻǦͷ
ȏͳʹͶȐ ĚđęēĊėǤǤȋͳͻͻͻȌDz‡ϐ‹‹‰—•–‘‡”‡‡†•ˆ‘””ƒ†‡™”‘†—…–•ǤdzTransactions of the
11th Symposium on QFDǤ •–‹–—–‡ǤͳǦͺͺͻͶ͹͹ǦͳͳǦ͹
ȏͳʹͷȐ ĚđęēĊėǤǤȋʹͲͲͷȌDzŠ‡••‡–‹ƒŽ‘Ž‡‘ˆ ‹‡•‹‰ˆ‘”‹š‹‰ƒȋ Ȍǣ‘†‡” ˆ‘”
‘†‡”ǤdzTransactions of the 17th Symposium on QFDǤ •–‹–—–‡ǤͳǦͺͺͻͶ͹͹Ǧͳ͹Ǧ͸
[126] ĚđęēĊė R.E.ȋʹͲͲ͹ȌDz—’‡”—‰Š™‹–ŠǣŠƒ…‹‰—‰Š‘…‡’–‡Ž‡…–‹‘™‹–Š–Š‡’‘™‡”
‘ˆ –Š‡ ƒŽ›–‹… ‹‡”ƒ”…Š› ”‘…‡••Ǥdz Tutorials of the 19th Symposium on QFD.   •–‹–—–‡Ǥ
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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