1、BS ISO 16355-2:2017Applications of statisticaland related methods to newtechnology and productdevelopment processPart 2: Non-quantitative approaches for theacquisition of voice of customer and voiceof stakeholderBSI Standards PublicationWB11885_BSI_StandardCovs_2013_AW.indd 1 15/05/2013 15:06BS ISO
2、16355-2:2017 BRITISH STANDARDNational forewordThis British Standard is the UK implementation of ISO 16355-2:2017. The UK participation in its preparation was entrusted to TechnicalCommittee MS/6, Methodologies for business process improvement using statistical methods.A list of organizations represe
3、nted on this committee can be obtained on request to its secretary.This publication does not purport to include all the necessary provisions of a contract. Users are responsible for its correct application. The British Standards Institution 2017.Published by BSI Standards Limited 2017ISBN 978 0 580
4、80497 7 ICS 03.120.30 Compliance with a British Standard cannot confer immunity from legal obligations.This British Standard was published under the authority of the Standards Policy and Strategy Committee on 28 February 2017.Amendments/corrigenda issued since publicationDate T e x t a f f e c t e d
5、BS ISO 16355-2:2017 ISO 2017Applications of statistical and related methods to new technology and product development process Part 2: Non-quantitative approaches for the acquisition of voice of customer and voice of stakeholderApplication des mthodes statistiques et des mthodes lies aux nouvelles te
6、chnologies et de dveloppement de produi Partie 2: Acquisition non quantitative du retour client (Voice of Customer) ou du retour des parties prenantes (Voice of stakholders)INTERNATIONAL STANDARDISO16355-2First edition2017-02Reference numberISO 16355-2:2017(E)BS ISO 16355-2:2017ISO 16355-2:2017(E)ii
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9、09 47copyrightiso.orgwww.iso.orgBS ISO 16355-2:2017ISO 16355-2:2017(E)Foreword ivIntroduction v1 Scope . 12 Normative references 13 Terms and definitions . 14 Basic concepts of QFD 15 Integration of non-quantitative voice of customer (VOC) and voice of stakeholder (VOS) acquisition with customer res
10、earch methods 25.1 VOC and VOS acquisition support for market research methods for product development 25.2 Voice of customer and voice of stakeholder acquisition outline 26 Types of new technology and product development project for which VOC and VOS can be acquired 27 VOC and VOS acquisition team
11、membership . 37.1 QFD uses cross-functional teams 37.2 Core team membership . 37.3 Subject matter experts . 37.4 VOC and VOS acquisition team leadership 38 Tools for VOC and VOS acquisition and analysis 38.1 General . 38.2 Seven management and planning tools . 39 New technology and product developme
12、nt voices 49.1 Voice of business . 49.1.1 General 49.1.2 Strategic planning . 59.1.3 Business goals for projects . 189.1.4 Identify project constraints . 209.1.5 Project scope 209.2 Voice of customer (VOC) or stakeholder (VOS) (non-quantitative) .229.2.1 Identify customers or stakeholders .229.2.2 M
13、arketing perspective and engineering perspective of customers and their activities 249.2.3 Prioritize customers or stakeholders .279.2.4 What is contained in the voice of customer (VOC) or voice of stakeholder (VOS) 299.2.5 Sources of VOC or VOS29Bibliography .39 ISO 2017 All rights reserved iiiCont
14、ents PageBS ISO 16355-2:2017ISO 16355-2:2017(E)ForewordISO (the International Organization for Standardization) is a worldwide federation of national standards bodies (ISO member bodies). The work of preparing International Standards is normally carried out through ISO technical committees. Each mem
15、ber body interested in a subject for which a technical committee has been established has the right to be represented on that committee. International organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the International El
16、ectrotechnical Commission (IEC) on all matters of electrotechnical standardization.The procedures used to develop this document and those intended for its further maintenance are described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the different types
17、 of ISO documents should be noted. This document was drafted in accordance with the editorial rules of the ISO/IEC Directives, Part 2 (see www .iso .org/ directives).Attention is drawn to the possibility that some of the elements of this document may be the subject of patent rights. ISO shall not be
18、 held responsible for identifying any or all such patent rights. Details of any patent rights identified during the development of the document will be in the Introduction and/or on the ISO list of patent declarations received (see www .iso .org/ patents).Any trade name used in this document is info
19、rmation given for the convenience of users and does not constitute an endorsement.For an explanation on the meaning of ISO specific terms and expressions related to conformity assessment, as well as information about ISOs adherence to the World Trade Organization (WTO) principles in the Technical Ba
20、rriers to Trade (TBT) see the following URL: www .iso .org/ iso/ foreword .html.This document was prepared by ISO/TC 69, Applications of statistical methods, Subcommittee SC 8, Application of statistical and related methodology for new technology and product development.A list of all parts in the IS
21、O 16355 series can be found on the ISO website.iv ISO 2017 All rights reservedBS ISO 16355-2:2017ISO 16355-2:2017(E)IntroductionQuality Function Deployment (QFD) is a method to assure customer or stakeholder satisfaction and value with new and existing products by designing in, from different levels
22、 and different perspectives, the requirements that are most important to the customer or stakeholder. These requirements should be well understood through the use of quantitative and non-quantitative tools and methods to improve confidence of the design and development phases that they are working o
23、n the right things. In addition to satisfaction with the product, QFD improves the process by which new products are developed.Reported results of using QFD include improved customer satisfaction with products at time of launch, improved cross-functional communication, systematic and traceable desig
24、n decisions, efficient use of resources, reduced rework, reduced time-to-market, lower lifecycle cost, and improved reputation of the organization among its customers or stakeholders.This document demonstrates the dynamic nature of a customer-driven approach. Since its inception in 1966, QFD has bro
25、adened and deepened its methods and tools to respond to the changing business conditions of QFD users, their management, their customers, and their products. Those who have used older QFD models find these improvements make QFD easier and faster to use. The methods and tools shown and referenced in
26、the standard represent decades of improvements to QFD; the list is neither exhaustive nor exclusive. Users should consider the applicable methods and tools as suggestions, not requirements.This document is descriptive and discusses current best practice, it is not prescriptive by requiring specific
27、tools and methods. ISO 2017 All rights reserved vBS ISO 16355-2:2017BS ISO 16355-2:2017Applications of statistical and related methods to new technology and product development process Part 2: Non-quantitative approaches for the acquisition of voice of customer and voice of stakeholder1 ScopeThis do
28、cument describes the non-quantitative approaches in the acquisition of voice of customer (VOC) and voice of stakeholder (VOS) and its purpose, and provides recommendations on the use of the applicable tools and methods. It is not a management system standard. NOTE It does not provide requirements or
29、 guidelines for organizations to develop and systematically manage their policies, processes, and procedures in order to achieve specific objectives.Users of this document include all organization functions necessary to assure customer satisfaction, including business planning, marketing, sales, res
30、earch and development (R three-dimensional C-, T, and Y matrices; and the four dimensional X-matrix.e) Arrow diagram. This is used for project management to show duration and sequence of critical tasks. It is often used with precedence diagrams, critical path method (CPM) and program and evaluation
31、review technique (PERT).f) Process decision program chart (PDPC). This is used to predict potential failures on plans and develop contingencies.g) Matrix data analysis. This quantitative method relies on principle component analysis (PCA) to categorize and extract meaning from complex numerical data
32、 sets. Analytic hierarchy process (AHP) can also be used when combining objective and subjective information into a decision model.Figure 2 Seven management and planning tools9 New technology and product development voices9.1 Voice of business9.1.1 GeneralTo keep an organization competitive, it is h
33、elpful to seek a deeper understanding of the value that drives customer needs during the early stages of product and process development. QFD enables product and process managers, designers, and developers to comprehend, prioritize, and merge both organizational and project-specific goals with the n
34、eeds of the customer. QFD helps clarify project direction so that 4 ISO 2017 All rights reservedBS ISO 16355-2:2017ISO 16355-2:2017(E)it remains fluid and responsive to change; if priorities are challenged, the model should be used to recalibrate the design focus. QFD helps improve the process by wh
35、ich these products and processes are developed.9.1.2 Strategic planning9.1.2.1 GeneralWhen QFD is applied to projects that contribute to strategically important objectives and goals for the organization, projects priorities, design focus, resources, and planning should be fully calibrated with those
36、 objectives and goals. The strategic objectives and goals are the main building blocks of the organizational vision, mission, and the core value. Constraints can also exist.NOTE Not all QFD projects have strategic purpose, so capturing the voice of the business is optional.9.1.2.2 Hoshin kanri (poli
37、cy management and deployment)9.1.2.2.1 Basics of hoshin kanriHoshin kanri emerged in Japan in 1964 as a method for management and deployment of strategic organizational policies. It was developed by many of the same people who created QFD who saw it as a way “to link total quality management (TQM) a
38、ctivities for fulfilment of all critical management objectives” and for which QFD was “the powerful tool needed. In quality assurance system flow charts, it is typically the starting point for QFD”21.Hoshin not only captures strategic intent, but also applies quality measurement and improvement acti
39、vities to both targets and the means to achieve them. Hoshin can be used prior to QFD to form organizational strategies and identify projects, for which QFD can be implemented to assure the strategies are achieved. Hoshin can be used following a QFD study that captures market changes and suggests a
40、new policy strategy11436.9.1.2.2.2 Inputs to hoshin kanriThe hoshin kanri method considers the following inputs:a) Strategic analysis and agreement by senior management and other individuals involved with corporate governance of1) Vision what the organization wants to become,EXAMPLE 1 Big-U bookstor
41、es will become the leading university bookstore in the US by 2020 as measured by relationships with 75 % of two- and four-year college campuses.2) Mission what activities the organization engages to achieve the vision,EXAMPLE 2 Buy equity in existing university bookstores and rebrand as Big-U.EXAMPL
42、E 3 Develop online ordering under Big-U brand.3) Values what principles guide the activities the organization engage in or not,EXAMPLE 4 Create a flexible workplace for student employees.b) Setting of business goals by senior management and other individuals involved with corporate governance can be
43、 done for different time periods;1) Long-term (3- to 5-year) goals and how to measure them,EXAMPLE 5 Achieve 3 750 relationships by 2020.2) Medium-term (2- to 3-year) goals and how to measure them, ISO 2017 All rights reserved 5BS ISO 16355-2:2017ISO 16355-2:2017(E)EXAMPLE 6 Achieve 2 500 relationsh
44、ips by 2018.3) Short-term or annual (1-year) goals and how to measure them.EXAMPLE 7 Achieve 1 800 relationships by 2016.EXAMPLE 8 Supply 95 % of required textbooks (used and new) by start of semester.NOTE Business goals can have fixed durations or can be re-examined each year into rolling plans.9.1
45、.2.2.3 Process of hoshin kanriThe hoshin kanri method employs the following process.a) Negotiations between all levels of management and their direct reports:1) division of management goals among direct reports,2) annual performance targets for each direct report,EXAMPLE 1 Figure 3 illustrates an ex
46、ample of deploying hoshin targets to direct reports for an internal business process improvement project17. The plant manager has set a target of reducing plant-attributed claims to 63/year or less. This target is deployed to two direct reports: the general manager of production is responsible for r
47、educing production related claims to 58/year and the general manager of purchasing is responsible for reducing defective parts-related claims to 5/year; these sum to 63/year. The general manager of production then deploys the target of 58/year to two direct reports: the section manager of manufactur
48、ing who is responsible for reducing manufacturing-attributed claims to 53/year and the section manager of inspection who is responsible for reducing audit errorattributed claims to 5/year; these sum to 58/year. The figure illustrates other targets and deployments.Figure 3 Example of hoshin target de
49、ployment in a plant6 ISO 2017 All rights reservedBS ISO 16355-2:2017ISO 16355-2:2017(E)It is recommended that managers assign performance targets and not negotiate them with direct reports. Performance targets of the direct reports sum to the management goal.NOTE 2 Some management goals are not assignable to direct reports because the authority to achieve them is the responsibility of the plant manager, as in this example.3) means to achieve the targets should be negotiated with managers and coordinated with peer-level direct repor
