ISO/TR 16355-9:2026

Technical
Report
ISO/TR 16355-9
First edition
Applications of statistical and
2026-06
related methods to new technology
and product development
process —
Part 9:
Unified case study applying QFD to
hardware, service, software, and
hybrid products
Application des méthodes statistiques et des méthodes liées aux
nouvelles technologies et de développement de produits —
Partie 9: Étude de cas unifiée appliquant la méthode QFD aux
matériels, aux services, aux logiciels et aux produits hybrides
Reference number
© ISO 2026
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Published in Switzerland
ii
Contents Page
Foreword .vi
Introduction .vii
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Basic concepts of QFD . 1
5 Integration of VOC and VOS analysis and product development methods . 1
5.1 QFD support for product development methods.1
5.2 Flow of product development with VOC and VOS analysis .2
5.2.1 Organization of the VOC and VOS analysis .2
5.2.2 Outline of VOC and VOS analysis .2
6 Types of QFD projects . 3
7 QFD team membership . 4
7.1 QFD recommends the use of cross-functional teams .4
7.2 Core team membership .4
7.3 Subject matter experts .4
7.4 QFD team leadership .4
8 Seven management and planning tools . 4
9 New technology and product development voices . 4
9.1 Voice of business .4
9.1.1 General .4
9.1.2 Strategic planning .5
9.2 Voice of project . 12
9.2.1 General . 12
9.2.2 Identify projects . . . 12
9.2.3 Prioritize and select projects .14
10 Voice of customer (VOC) .21
10.1 Identify customers .21
10.1.1 Identify customer characteristics .21
10.1.2 Identify customer applications or modes of use . 22
10.1.3 Other methods for identifying customers and stakeholders . 23
10.2 Prioritize and select customer segments . 23
10.3 Acquire VOC . 25
10.3.1 General . 25
10.3.2 Gemba visit checklist . 26
10.3.3 Customer process model .27
10.3.4 Gemba visit table . 29
10.3.5 Gemba visit log . .32
10.3.6 What customers think .32
10.3.7 Other sources of VOC . 35
10.4 Analyze voice of customer (VOC) . 36
10.4.1 General . 36
10.4.2 Benefits of VOC analysis . 36
10.4.3 Information contained in VOC .37
10.4.4 Translate VOC into customer needs . 40
10.4.5 Structure customer needs . 44
10.4.6 Prioritize customer needs . 46
10.4.7 Customer needs quantification and plan . 49
10.4.8 Gemba visit guide . 53
10.5 Deploying solutions . 53

iii ®
11 Blitz QFD .54
11.1 General . 54
11.2 Effect-to-cause wishbone diagram . 54
11.3 Maximum value table (MVT) for service . 54
11.4 Maximum value table (MVT) for bagel . 55
11.5 Maximum value table (MVT) for toaster . 56
11.6 Maximum value table (MVT) for information systems.57
12 Comprehensive QFD .57
12.1 General .57
12.2 Comprehensive QFD deployments .59
13 Comprehensive service QFD matrices .59
13.1 General .59
13.2 Customer phase quality deployment . 60
13.2.1 Customer needs-service requirements matrix (house of quality) . 60
13.2.2 Customer phase cost deployment . 68
13.3 Customer phase function deployment .70
13.3.1 Function tree .70
13.3.2 Customer needs-functions matrix (proportional distribution) .71
13.4 Customer phase reliability deployment . 72
13.4.1 General . 72
13.4.2 Failure mode affinity diagram . 72
13.4.3 Failure mode hierarchy diagram or fault tree . 72
13.4.4 Customer needs-failure modes matrix . 73
13.4.5 Design failure mode and effects analysis (DFMEA) .74
13.5 System and subsystem phase deployments . 75
13.5.1 System phase technology deployment . 75
13.5.2 Subsystem phase deployments. 79
14 Comprehensive processed, chemical, and food product QFD matrices .81
14.1 General . 81
14.2 Customer phase quality deployment . 81
14.2.1 General . 81
14.2.2 Customer needs-bagel characteristics matrix (house of quality) . 81
14.3 System phase intermediate batch deployment. 82
14.3.1 General . 82
14.3.2 System phase bagel characteristics - dough characteristics matrix . 82
14.4 Component phase recipe deployment . 83
14.4.1 General . 83
14.4.2 Component phase dough characteristics - ingredients matrix . 83
14.4.3 Component phase robust design . 84
14.5 Preproduction phase manufacturing process deployment . 85
14.5.1 General . 85
14.5.2 Dough characteristics – manufacturing process matrix . 85
14.6 Preproduction quality control . 85
14.7 Final processed product specifications . 86
14.8 Preproduction phase on-site service operations deployment . 87
14.8.1 General . 87
14.8.2 Finished bagel characteristics - final baking matrix . 87
14.9 Preproduction phase standard operating procedures . 87
14.10 Other operations . 88
15 Comprehensive assembled or manufactured product QFD matrices .89
15.1 General . 89
15.2 Customer phase quality deployment . 89
15.2.1 General . 89
15.2.2 Customer needs-toaster characteristics matrix (house of quality) . 89
15.3 Component phase deployments . 90
15.3.1 General . 90
15.3.2 Component phase functional requirements – component parts matrix .91

iv
15.3.3 Component phase quality assurance (QA) table . .91
15.4 Preproduction manufacturing and assembly phase deployments . 92
15.4.1 General . 92
15.4.2 Preproduction phase components – manufacturing operations matrix . 92
15.4.3 Preproduction phase components testing . 92
15.4.4 Preproduction phase quality control (QC) process planning . 93
15.4.5 Preproduction phase quality control (QC) table for component assembly . 94
16 Comprehensive information, software, and digitalized products QFD matrices .95
16.1 General . 95
16.2 Software QFD with agile development . 95
16.3 Customer phase quality deployment . 96
16.3.1 General . 96
16.3.2 Customer needs-information systems functional requirements matrix (house
of quality) . 96
16.4 Component phase deployment . 97
16.4.1 General . 97
16.4.2 Non-functional requirements . 97
16.5 Production phase . 97
16.5.1 General . 97
16.5.2 Functional requirements-testing matrix. 98
16.5.3 Potentially shippable product. 98
17 Project results and next steps .98
17.1 Customer satisfaction and sales . . 98
17.2 Next projects . 99
18 Quality assurance network diagram . .99
Bibliography .102

v
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out through
ISO technical committees. Each member body interested in a subject for which a technical committee
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The procedures used to develop this document and those intended for its further maintenance are described
in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the different types
of ISO documents should be noted. This document was drafted in accordance with the editorial rules of the
ISO/IEC Directives, Part 2 (see www.iso.org/directives).
ISO draws attention to the possibility that the implementation of this document may involve the use of (a)
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This document was prepared by Technical Committee 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 ISO 16355 series is found on the ISO website.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies is found at www.iso.org/members.html.

vi
Introduction
Quality function deployment (QFD) is a method to assure customer or stakeholder satisfaction and value
with new and existing products by designing in, from different levels and different perspectives, the
requirements that are most important to the customer or stakeholder.
The case study presented in this technical report illustrates how comprehensive QFD and related methods
and tools were used by a company which operated 70 % of the U.S. airport food and beverage market, and
set a strategic goal to increase top line revenues. It was recognized by this company that its strategic goal
could not be achieved with the approach traditionally followed by the company to develop new products
and services, which was a product-out approach focused on unit cost reduction. While cost reduction could
positively impact per-item profit, top-line revenue growth could only come from increasing prices and
number of items sold. That is why they decided to adopt QFD (a market-in approach) to increase the quality
perceived by multiple customer segments and who would demand more product and be willing to pay a
higher price.
As a result of applying QFD thinking and methods the company transformed the design of the food products,
the way these were processed, and the way they were sold. This included transforming the design of airport
facilities and staff skills including the customer sales interface, on-site food preparation areas, staff training
and the supply chain of both innovative product materials and process equipment. It was a way of achieving
a whole-system transformation that achieved their strategic targets in a short period.
The full scope of comprehensive QFD methods and tools were not all used by this company, but based on
[1]
public information available in the original food and beverage case study, an extrapolation into this single
case study has been made using additional QFD related case studies included in the first eight parts of the
ISO 16355 series of standards. The purpose is to show that QFD tools and methods are readily tailorable
for different products, processes, services, software, and system transformations. Thus, some figures and
tables have been modified from other case studies to exemplify how they might have looked had they been
used in the original food and beverage case. It is generally not recommended that a single project use all
these tools due to the time and resources required.

vii
Technical Report ISO/TR 16355-9:2026(en)
Applications of statistical and related methods to new
technology and product development process —
Part 9:
Unified case study applying QFD to hardware, service,
software, and hybrid products
1 Scope
This document applies the various details and case studies from ISO 16355-1 through ISO/TR 16355-8
[1]
to a unified case study based on public information available from a food and beverage case study. By
reframing the different case studies into a single story, the relationships and information flows of QFD are
more easily followed. This document briefly explains how the methods and tools of QFD and associated
methods might work in this food and beverage study. Detailed steps are found in the ISO 16355 series as
referenced in this document and readers are able to use these when implementing QFD.
Users of this document include all organization functions necessary to assure customer satisfaction,
including business planning, marketing, sales, research and development (R&D), engineering, information
technology (IT), manufacturing, procurement, quality, production, service, packaging and logistics, support,
testing, regulatory, and other phases in hardware, software, service, and system organizations.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content constitutes
requirements of this document. For dated references, only the edition cited applies. For undated references,
the latest edition of the referenced document (including any amendments) applies.
ISO 16355-1, Application of statistical and related methods to new technology and product development process
— Part 1: General principles and perspectives of quality function deployment (QFD)
3 Terms and definitions
For the purpose of this document, the terms and definitions given in ISO 16355-1 apply.
4 Basic concepts of QFD
The basic concepts of QFD are referenced in ISO 16355-1:2021, Clause 4.
5 Integration of VOC and VOS analysis and product development methods
5.1 QFD support for product development methods
QFD support for product development methods is referenced in ISO 16355-1:2021, 5.1.

5.2 Flow of product development with VOC and VOS analysis
5.2.1 Organization of the VOC and VOS analysis
The flow of VOC and VOS analysis methods and tools vary according to the organization and project
requirements. Typically, they begin with broad concerns and through prioritization flow down to specifics.
5.2.2 Outline of VOC and VOS analysis
Figure 1 shows the organization of the main phases of QFD used in this document. Later in the document,
each clause and subclause will detail the step and suggest applicable methods and tools with guidance
referenced in other parts of the ISO 16355 series of standards that are used to accomplish the step.

Figure 1 — Airport service project full QFD flow diagram with clause and sub-clause numbers
6 Types of QFD projects
QFD projects encompass new developments as well as generational improvements to existing products. The
types of QFD projects are referenced in ISO 16355-1:2021, Clause 6. This document includes the upgrade

of existing products and services to achieve strategic organizational goals. It lies somewhere between a
generational improvement and a new offering.
7 QFD team membership
7.1 QFD recommends the use of cross-functional teams
Cross-functional teams are referenced in ISO 16355-1:2021, 7.1.
7.2 Core team membership
Core team membership is referenced in ISO 16355-1:2021, 7.2. Core team membership changes as the project
proceeds. Recommended membership is detailed in ISO 16355-5:2017, Table 1.
EXAMPLE The core QFD team of the local facility included a multi-unit manager, general manager, controller,
commissary manager, and a marketing manager. They began by tasking their QFD consultant with interviewing key
product development managers to custom tailor a QFD process to fit their business. The QFD team then attended a
customer tailored QFD Green Belt training on their core QFD methods and tools.
7.3 Subject matter experts
Subject matter experts involvement is referenced in ISO 16355-1:2021, 7.3.
7.4 QFD team leadership
QFD teams are led by members of business functions such as sales, marketing, market research, innovation,
engineering, quality, operations, or others.
NOTE 1 QFD team leadership roles are detailed in ISO 16355-5:2017, 7.4.
NOTE 2 The QFD team leader takes a position of being function-agnostic so as to remain neutral to any business
department or activity.
EXAMPLE This study was commissioned by the corporate vice president of operations, and the senior team
included the corporate director of catering standards, a brand executive, members of the new business team, and
the director of total quality management. The division senior team members included the vice president of products
and standards, director of food and beverage standards, director of procurement, and several general managers from
various local facilities. The team selection was coordinated by the vice president of total quality management. The
process began with a QFD technical diagnosis to ascertain which QFD methods and tools were most appropriate based
on the management structure, corporate culture, and product. A QFD gold belt executive presentation was made to the
senior leadership to inform them of the tasks and timelines of the project and what support was needed from them to
promote success.
8 Seven management and planning tools
The seven management and planning tools are referenced in ISO 16355-2:2017, 8.2.
NOTE The full range of QFD methods and tools are outlined in ISO 16355-1:2021, Table A.1.
9 New technology and product development voices
9.1 Voice of business
9.1.1 General
The new product development process addresses the various stakeholders' voices. While voice of customer
is commonly considered a good starting point, QFD in fact often begins with the voice of the business or
organization. This emphasizes that only a healthy ongoing concern will adequately serve its customers,

somewhat akin to the pre-flight emergency instructions of "put your own oxygen mask on first before
helping others."
9.1.2 Strategic planning
9.1.2.1 General
This top-line revenue growth strategy began with the voice of the business; the guideline being that
customers are best served when the business is strong. The several business functions also represented
different objectives and clarifying and prioritizing these voices would better focus the project. QFD has
adapted several methods and tools to create, analyse, implement, and measure the success of organizational
strategy.
[2]
NOTE Strategic planning methods are referenced in ISO 16355-2:2017, 9.1.2 .
Table 1 — Revenue forecasts for major food service business lines
Total target revenue Revenue increase per business
Revenue (today) Analysis of growth potential
increase line
Customer
% of cur-
Business line
% of total % of total willingness % of total
Competitive situa- rent busi-
current million $ current million $ to spend revenue million $
tion ness line
revenue revenue more for increase
revenue
extra quality
Good (no alternatives
Airports 50 % 600 High 80 % 288 48 %
for customers)
Poor (alternatives
Highway travel
30 % 360 typically few miles Moderate 15 % 54 15 %
plazas
away
Neutral (few alterna-
Railway stations 20 % 240 tives right outside the Low 5 % 18 8 %
station)
Total 100 % 1 200 30 % 360 360
Table 2 — Revenue forecasts for airport product types
Total revenue in- Revenue increase per product
Revenue (today) Analysis of growth potential
crease type
% of total % of total % of
Product types in
% of cur- Risk of canni-
current Customer willing- business current
airport
rent busi- balizing other
business million $ million $ ness to spend more line million $ product
ness line products if
line reve- for extra quality revenue type reve-
revenue improved
nue increase nue
Made to order food 20 % 120 Very high Low 40 % 115,2 96 %
Prepared food 15 % 90 Moderate Moderate 15 % 43,2 48 %
Snacks 10 % 60 Low Moderate 5 % 14,4 24 %
Fresh drinks 30 % 180 High High 20 % 57,6 32 %
Packaged drinks 25 % 150 Low High 20 % 57,6 38 %
Total 100 % 600 48 % 288 100 % 288
EXAMPLE Top-line revenue growth forecasts were formulated with external and internal experts by analysing
the major product categories of airport, highway, and rail station food services. Current revenue in dollars and as
a percentage were first projected if no structural changes were implemented, and then re-balanced in light of
competitive opportunities, as shown in Table 1. The airport business was further analysed by different product types
as shown in Table 2.
9.1.2.2 Hoshin kanri (policy management and deployment)
9.1.2.2.1 General
Hoshin kanri implements strategic intent by applying quality measurement and improvement activities to
both targets and the means to achieve them. Hoshin was used to take organizational strategies and identify
projects, for which QFD was used to assure the strategies would be achieved.
NOTE Detailed guidance of hoshin kanri is referenced in ISO 16355-2:2017, 9.1.2.2.
9.1.2.2.2 Deployment of hoshin targets and means
Forecasted strategic goals are decomposed in either or both of two ways in hoshin kanri.
Targets-to-targets deployment and means-to-means deployment.
Target-to-means deployment.
9.1.2.2.3 Targets-to-targets deployment and means-to-means deployment
Targets-to-targets and means-to-means deployments are used to breakdown executive level goals and
actions into more detailed targets and means for direct reports, who then, in turn, break them down into
further details for their direct reports, and so forth. This is useful with easily quantifiable and measurable
metrics which are then examined to confirm lower level targets and means sum to higher management level
ones. Insufficiencies and deviations at lower levels thwart organizational visions and missions if not made
visible. In targets-to-targets deployment, targets are assigned to direct reports and it is recommended to
resist negotiation of targets to prevent shortcomings.
NOTE Targets-to-targets deployment is detailed in ISO 16355-2:2017, 9.1.2.2.3.
Figure 2 — Revenue increase targets deployed to lower level targets in tree diagram
EXAMPLE The company began with target-to-target deployment to determine which product type would deliver
the highest revenue increase. Overall revenue increases at the retail operations level were broken into targets for
the brand TQM manager overseeing airport, highway, and railway business lines. Airport operations were then
assigned revenue increase targets with made-to-order food items showing the best growth potential as shown in the
tree diagram in Figure 2. These targets reflect the strategy in Table 2 in a more process-oriented model. This figure
shows only one branch being deployed because the highest potential for revenue increase was in airport locations, but
sometimes all branches will be deployed for better visibility. Other brand TQM manager branches for highway and
railway are deployed to their respective highway travel plaza operations manager and railway stations operations
manager.
In means-to-means deployment, the means to achieve the targets are similarly deployed lower level means
to decompose activities into more detailed actions for direct reports and their direct reports. Details of
criteria performance measures, responsibilities and schedules are added. These details are subject to
negotiation with managers to assure they are achievable in the required time frame and that appropriate
resources and funding are available. Direct report's performance measures are reviewed to confirm they
sum to manager's means performance measures.
NOTE Means-to-means deployment is detailed in ISO 16355-2:2017, 9.1.2.2.3.

Figure 3 — Means to achieve targets deployed to lower level means in tree diagram
EXAMPLE The VP of retail operations deployed and negotiated selecting products which sell for a higher price for
higher quality to the brand TQM manager, who then deployed and negotiated identifying products to be potentially
sold at higher prices by adding value to them to the local airport operations manager to identify best locations, service
times, and serve modes as shown in the tree diagram in Figure 3. This figure shows only one branch being deployed,
but other VP branches could be similarly deployed to the marketing manager to identify low revenue products and
to the logistics manager to ensure availability of high revenue generating products. Aligning business functions is
retained by the VP as part of their responsibility. Sometimes all branches will be deployed for better visibility.
...