ISO/TS 10004:2010
(Main)Quality management - Customer satisfaction - Guidelines for monitoring and measuring
Quality management - Customer satisfaction - Guidelines for monitoring and measuring
ISO/TS 10004:2010 provides guidance in defining and implementing processes to monitor and measure customer satisfaction. ISO/TS 10004:2010 is intended for use by organizations regardless of type, size or product provided. The focus of ISO/TS 10004:2010 is on customers external to the organization. ISO/TS 10004:2010 is not intended for certification or contractual purposes, nor is it intended to change any rights or obligations under applicable statutory or regulatory requirements.
Management de la qualité — Satisfaction du client — Lignes directrices relatives à la surveillance et au mesurage
L'ISO/TS 10004:2010 fournit des recommandations pour la définition et la mise en œuvre de processus de surveillance et de mesure de la satisfaction du client. L'ISO/TS 10004:2010 est destinée à être utilisée par les organismes quel que soit leur type, leur taille ou le produit fourni. L'ISO/TS 10004:2010 porte sur les clients externes à l'organisme. L'ISO/TS 10004:2010 n'est pas destinée à des besoins de certification ou des besoins contractuels, ni à modifier les droits ou obligations définis dans des exigences légales ou réglementaires applicables.
Vodenje kakovosti - Zadovoljstvo odjemalcev - Smernice za nadzorovanje in merjenje
Ta tehnična specifikacija zagotavlja vodilo pri definiranju in vpeljavi postopkov za nadzorovanja in merjenje zadovoljstvo odjemalcev. Ta tehnična specifikacija je namenjena temu, da jo uporabljajo organizacije, ne glede na vrsto, velikost ali proizvod, ki ga zagotavljajo. Poudarek te tehnične specifikacije je na odjemalcih zunaj organizacije. Ta tehnična specifikacija ni namenjena za certifikacijo ali pogodbene namene, niti ni namenjena za spremembo katerih koli pravic ali dolžnosti iz veljavnih zakonskih oziroma predpisanih zahtev.
General Information
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Frequently Asked Questions
ISO/TS 10004:2010 is a technical specification published by the International Organization for Standardization (ISO). Its full title is "Quality management - Customer satisfaction - Guidelines for monitoring and measuring". This standard covers: ISO/TS 10004:2010 provides guidance in defining and implementing processes to monitor and measure customer satisfaction. ISO/TS 10004:2010 is intended for use by organizations regardless of type, size or product provided. The focus of ISO/TS 10004:2010 is on customers external to the organization. ISO/TS 10004:2010 is not intended for certification or contractual purposes, nor is it intended to change any rights or obligations under applicable statutory or regulatory requirements.
ISO/TS 10004:2010 provides guidance in defining and implementing processes to monitor and measure customer satisfaction. ISO/TS 10004:2010 is intended for use by organizations regardless of type, size or product provided. The focus of ISO/TS 10004:2010 is on customers external to the organization. ISO/TS 10004:2010 is not intended for certification or contractual purposes, nor is it intended to change any rights or obligations under applicable statutory or regulatory requirements.
ISO/TS 10004:2010 is classified under the following ICS (International Classification for Standards) categories: 03.120.10 - Quality management and quality assurance. The ICS classification helps identify the subject area and facilitates finding related standards.
ISO/TS 10004:2010 has the following relationships with other standards: It is inter standard links to ISO 10004:2012. Understanding these relationships helps ensure you are using the most current and applicable version of the standard.
You can purchase ISO/TS 10004:2010 directly from iTeh Standards. The document is available in PDF format and is delivered instantly after payment. Add the standard to your cart and complete the secure checkout process. iTeh Standards is an authorized distributor of ISO standards.
Standards Content (Sample)
TECHNICAL ISO/TS
SPECIFICATION 10004
First edition
2010-04-15
Quality management — Customer
satisfaction — Guidelines for monitoring
and measuring
Management de la qualité — Satisfaction du client — Lignes directrices
relatives à la surveillance et au mesurage
Reference number
©
ISO 2010
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ii © ISO 2010 – All rights reserved
Contents Page
Foreword .iv
Introduction.v
1 Scope.1
2 Normative references.1
3 Terms and definitions .1
4 Concept of customer satisfaction .2
5 Framework for monitoring and measuring customer satisfaction.2
6 Planning for monitoring and measuring customer satisfaction.3
6.1 Defining the purpose and objectives .3
6.2 Determining the scope and frequency.3
6.3 Determining implementation methods and responsibilities.3
6.4 Allocating resources .3
7 Monitoring and measuring customer satisfaction activities .4
7.1 General .4
7.2 Identifying customer expectations .4
7.3 Gathering customer satisfaction data.5
7.4 Analysing customer satisfaction data.8
7.5 Providing feedback for improvement.9
7.6 Monitoring customer satisfaction.9
8 Maintenance and improvement of monitoring and measurement processes .10
Annex A (normative) Conceptual model of customer satisfaction.12
Annex B (normative) Identification of customer expectations .14
Annex C (normative) Direct measurement of customer satisfaction .17
Annex D (normative) Analysis of customer satisfaction data.22
Annex E (normative) Using customer satisfaction.27
Bibliography.29
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards bodies
(ISO member bodies). The work of preparing International Standards is normally carried out through ISO
technical committees. Each member body interested in a subject for which a technical committee has been
established has the right to be represented on that committee. International organizations, governmental and
non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the
International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.
International Standards are drafted in accordance with the rules given in the ISO/IEC Directives, Part 2.
The main task of technical committees is to prepare International Standards. Draft International Standards
adopted by the technical committees are circulated to the member bodies for voting. Publication as an
International Standard requires approval by at least 75 % of the member bodies casting a vote.
In other circumstances, particularly when there is an urgent market requirement for such documents, a
technical committee may decide to publish other types of document:
⎯ an ISO Publicly Available Specification (ISO/PAS) represents an agreement between technical experts in
an ISO working group and is accepted for publication if it is approved by more than 50 % of the members
of the parent committee casting a vote;
⎯ an ISO Technical Specification (ISO/TS) represents an agreement between the members of a technical
committee and is accepted for publication if it is approved by 2/3 of the members of the committee casting
a vote.
An ISO/PAS or ISO/TS is reviewed after three years in order to decide whether it will be confirmed for a
further three years, revised to become an International Standard, or withdrawn. If the ISO/PAS or ISO/TS is
confirmed, it is reviewed again after a further three years, at which time it must either be transformed into an
International Standard or be withdrawn.
Attention is drawn to the possibility that some of the elements of this document may be the subject of patent
rights. ISO shall not be held responsible for identifying any or all such patent rights.
ISO/TS 10004 was prepared by Technical Committee ISO/TC 176, Quality management and quality
assurance, Subcommittee SC 3, Supporting technologies.
iv © ISO 2010 – All rights reserved
Introduction
0.1 General
One of the key elements of organizational success is the customer's satisfaction with the organization and its
products. Therefore, it is necessary to monitor and measure customer satisfaction.
The information obtained from monitoring and measuring customer satisfaction can help identify opportunities
for improvement of the organization's strategies, products, processes and characteristics that are valued by
customers, and serve the organization's objectives. Such improvements can strengthen customer confidence
and result in commercial and other benefits.
This Technical Specification provides guidance to the organization on establishing effective processes for
monitoring and measuring customer satisfaction.
0.2 Relationship with ISO 9001:2008
This Technical Specification is compatible with ISO 9001:2008, whose objectives it supports by providing
guidance on monitoring and measuring customer satisfaction. This Technical Specification can help address
specific clauses in ISO 9001:2008 related to customer satisfaction, namely those listed below.
a) ISO 9001:2008, 5.2, on customer focus: “Top management shall ensure that customer requirements are
determined and are met with the aim of enhancing customer satisfaction.”
b) ISO 9001:2008, 6.1, b), on resource management: “'The organization shall determine and provide the
resources needed (…) to enhance customer satisfaction by meeting customer requirements.”
c) ISO 9001:2008, 8.2.1, on customer satisfaction: “As one of the measurements of the performance of the
quality management system, the organization shall monitor information relating to customer perception as
to whether the organization has met customer requirements. The methods for obtaining and using this
information shall be determined.”
d) ISO 9001:2008, 8.4, on analysis of data: “The organization shall determine, collect and analyse
appropriate data to demonstrate the suitability and effectiveness of the quality management system and
to evaluate where continual improvement of the effectiveness of the quality management system can be
made. This shall include data generated as a result of monitoring and measurement and from other
relevant sources. The analysis of data shall provide information relating to (.) customer satisfaction (…).”
This Technical Specification can also be used independently of ISO 9001.
0.3 Relationship with ISO 9004:2009
This Technical Specification is also compatible with ISO 9004:2009, which provides guidance on managing for
the sustained success of an organization. This Technical Specification supplements the following guidance
given in:
⎯ ISO 9004:2009, Clause B.2, on customer focus, and
⎯ ISO 9004:2009, 8.3.1 and 8.3.2, on determining needs, expectations and satisfaction of customers.
0.4 Relationship with ISO 10001, ISO 10002, ISO 10003
ISO 10001 contains guidance on codes of conduct for organizations related to customer satisfaction. Such
codes can decrease the likelihood of problems arising and can eliminate causes of complaints and disputes
which can decrease customer satisfaction.
ISO 10002 contains guidance on the internal handling of product-related complaints. This guidance can help
to preserve customer satisfaction and loyalty by resolving complaints effectively and efficiently.
ISO 10003 contains guidance on the resolution of disputes regarding product-related complaints that could not
be satisfactorily resolved internally. ISO 10003 can help to minimize customer dissatisfaction stemming from
unresolved complaints.
Collectively, ISO 10001, ISO 10002 and ISO 10003 provide guidance which can help to minimize customer
dissatisfaction and enhance customer satisfaction.
This Technical Specification complements ISO 10001, ISO 10002 and ISO 10003 by providing guidance on
the monitoring and measuring of customer satisfaction. The information gained can guide the organization to
take actions which can help to sustain or enhance customer satisfaction.
vi © ISO 2010 – All rights reserved
TECHNICAL SPECIFICATION ISO/TS 10004:2010(E)
Quality management — Customer satisfaction — Guidelines for
monitoring and measuring
1 Scope
This Technical Specification provides guidance in defining and implementing processes to monitor and
measure customer satisfaction.
This Technical Specification is intended for use by organizations regardless of type, size or product provided.
The focus of this Technical Specification is on customers external to the organization.
This Technical Specification is not intended for certification or contractual purposes, nor is it intended to
change any rights or obligations under applicable statutory or regulatory requirements.
2 Normative references
The following referenced documents are indispensable for the application 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 9000:2005, Quality management systems — Fundamentals and vocabulary
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 9000:2005 and the following apply.
3.1
product
result of a process
NOTE 1 Product can be a service, software, hardware or processed material.
NOTE 2 Adapted from ISO 9000:2005, definition 3.4.2, whose original three notes have been condensed into Note 1.
3.2
customer
organization or person that receives a product
EXAMPLE Consumer, client, end-user, retailer, beneficiary, purchaser.
NOTE 1 Customers might include other interested parties who might be affected by the products provided by the
organization and who might influence the success of the organization.
NOTE 2 While a customer can be internal or external to the organization, the focus of this Technical Specification is on
the external customer.
NOTE 3 Adapted from ISO 9000:2005, definition 3.3.5, whose original note has been expanded into Notes 1 and 2.
3.3
customer satisfaction
customer's perception of the degree to which the customer's requirements have been fulfilled
NOTE 1 Customer complaints are a common indicator of low customer satisfaction but their absence does not
necessarily imply high customer satisfaction.
NOTE 2 Even when customer requirements have been agreed with the customer and fulfilled, this does not necessarily
ensure high customer satisfaction.
[ISO 9000:2005, definition 3.1.4]
3.4
requirement
need or expectation that is stated, generally implied or obligatory
NOTE Adapted from ISO 9000:2005, definition 3.1.2, whose original five notes have been removed.
4 Concept of customer satisfaction
Customer satisfaction is determined by the gap between the customer's expectations and the customer's
perception of the product as delivered by the organization.
To achieve customer satisfaction, the organization should first understand the customer's expectations. These
expectations might be explicit or implicit, or not fully articulated.
Customer expectations, as understood by the organization, form the primary basis of the product that is
subsequently planned and delivered.
The extent to which the delivered product is perceived by the customer to meet or exceed expectations
determines the degree of customer satisfaction.
It is important to make a distinction between the organization's view of the quality of the delivered product and
the customer's perception of the delivered product, because it is the latter that governs the customer's
satisfaction. The relationship between the organization's and the customer's views on quality is further
described by the conceptual model of customer satisfaction, as presented in Annex A.
Since customer satisfaction is subject to change, organizations should establish processes to monitor and
measure customer satisfaction on a regular basis.
5 Framework for monitoring and measuring customer satisfaction
The organization should establish a systematic approach to monitoring and measuring customer satisfaction.
This approach should be supported by an organizational framework to enable the planning, operation,
maintenance and improvement of processes for monitoring and measuring customer satisfaction.
Planning includes determination of the methods of implementation, and the allocation of necessary resources
(see Clause 6).
Operation includes identifying customer expectations, gathering and analysing customer satisfaction data,
providing feedback for improvement and monitoring of customer satisfaction (see Clause 7).
Maintenance and improvement includes the review, evaluation and continual improvement of processes for
monitoring and measuring customer satisfaction (see Clause 8).
2 © ISO 2010 – All rights reserved
6 Planning for monitoring and measuring customer satisfaction
6.1 Defining the purpose and objectives
As a first step, the organization should clearly define the purpose and objectives of monitoring and measuring
customer satisfaction, which might, for example, include the following:
⎯ to evaluate customer response to existing, new or re-designed products;
⎯ to obtain information on specific aspects, such as supporting processes, personnel or organization
behaviour;
⎯ to investigate reasons for customer complaints;
⎯ to investigate reasons for loss of market share;
⎯ to monitor trends in customer satisfaction;
⎯ to compare customer satisfaction in relation to other organisations.
The purpose and objectives influence what, when, how and from whom the data is gathered. They also
influence how the data is analysed and how the information is ultimately to be used.
6.2 Determining the scope and frequency
Based on the purpose and objectives, the organization should determine the scope of the planned
measurement, in terms of both the type of data that is sought, and from where it is to be obtained.
The type of information gathered can range from data regarding a specific characteristic, to assessment of
overall satisfaction. Likewise, the scope of assessment depends on the type of segmentation:
⎯ by customer,
⎯ by market, or
⎯ by product.
The organization should also determine the frequency of data gathering, which can be on a regular basis, on
an occasional basis, or both, as dictated by business needs or specific events (see 7.3).
6.3 Determining implementation methods and responsibilities
Some information regarding customer satisfaction might be obtained indirectly from the organization's internal
processes (e.g. customer complaints handling) or from external sources (e.g. reports in the media). Usually,
the organization needs to supplement such information with data obtained directly from customers.
The organization should determine how customer satisfaction information is to be obtained, and who is
responsible for that activity. The organization should also determine to whom the information is to be directed
for appropriate action.
The organization should plan to monitor the processes for obtaining and using customer satisfaction
information, as well as the results and effectiveness of these processes.
6.4 Allocating resources
The organization should determine and provide the necessary competent human and other resources for
planning, monitoring and measuring customer satisfaction.
7 Monitoring and measuring customer satisfaction activities
7.1 General
To monitor and measure customer satisfaction, the organization should:
⎯ identify customer expectations;
⎯ gather customer satisfaction data;
⎯ analyse customer satisfaction data;
⎯ provide feedback for improvement of customer satisfaction;
⎯ monitor customer satisfaction on-going.
These activities and their relationship are depicted in Figure 1, and described in the clauses that follow.
INPUTS Gather customer OUTPUTS
satisfaction data
Related to Degree of
customer Analyse customer customer
Identify customer
Measuring
satisfaction satisfaction data satisfaction
expectations
customer satisfaction
Provide feedback
for improvement
Monitoring customer satisfaction
Figure 1 — Monitoring and measuring customer satisfaction
7.2 Identifying customer expectations
7.2.1 Identifying the customers
The organization should identify the customers, both current and potential, whose expectations it intends to
determine.
Once the “customer” group is defined, the organization should identify the individual customers whose
expectations are to be determined. For example, in the consumer goods sector, such individuals might be
regular customers, or they might be occasional customers. When the customer is an enterprise, one or more
persons in that enterprise (e.g. from purchasing, project management or production) should be selected.
Further examples of various types of customers and considerations are provided in Clause B.2.
7.2.2 Determining customer expectations
When determining customer expectations (see Figure A.1), the organization should consider the following:
⎯ stated customer requirements;
⎯ implied customer requirements;
4 © ISO 2010 – All rights reserved
⎯ statutory and regulatory requirements;
⎯ other customer desires (“wish list”).
It is important to recognize that a customer might not always explicitly specify all aspects of the product. Items
that are presupposed might not be specified. Some aspects might be overlooked, or may not be known to the
customer.
As outlined in the conceptual model (see Annex A), it is crucial that the customer's expectations are clearly
and completely understood. How well these expectations are met will influence the customer's satisfaction.
Examples of various aspects to consider in order to better understand customer expectations are provided in
Clause B.3.
The relationship between customer expectations and customer satisfaction is further discussed in Clause B.4.
7.3 Gathering customer satisfaction data
7.3.1 Identifying and selecting characteristics related to customer satisfaction
The organization should identify the characteristics of the product, of its delivery and of the organization,
which have a significant effect on customer satisfaction. For convenience, the characteristics can be grouped
into categories such as:
a) product characteristics;
EXAMPLE Performance (quality, dependability), features, aesthetics, safety, support (maintenance, disposal,
training), price, perceived value, warranty.
b) delivery characteristics;
EXAMPLE On-time delivery, completeness of order, response time, operating information, quality of delivery
service.
c) organizational characteristics.
EXAMPLE Personnel characteristics (courtesy, competence, communication), billing process, complaints
handling, security, organizational behaviour (business ethics, social responsibility), image in society, transparency.
The organization should rank the selected characteristics to reflect their relative importance, as perceived by
the customer. If necessary, a survey should be carried out with a sub-set of customers to determine or verify
their perception of relative importance of characteristics.
7.3.2 Indirect indicators of customer satisfaction
The organization should examine existing sources of information for data that reflect characteristics related to
customer satisfaction, e.g.
⎯ frequency or trend in customer complaints, calls for assistance, or customer compliments;
⎯ frequency or trend in product returns, product repair or other indicators of product performance or
customer acceptance, e.g. installation or field inspection reports;
⎯ data obtained through communication with customers, e.g. by marketing, sales or support personnel;
⎯ reports from supplier surveys conducted by customer organizations, which can reveal how the
organization is perceived in relation to other organizations;
⎯ reports from consumer groups that might reveal how the organization and its products are perceived by
customers or users;
⎯ media reports which might reveal how the organization or its products are perceived, and which might
themselves also influence customer perceptions;
⎯ sector/industry studies, e.g. involving a comparative assessment of characteristics of the organization's
product;
⎯ regulatory agency reports or publications.
Such data can provide insight into the strengths and weaknesses of the product and related organization
processes (e.g. product support, complaints handling and customer communication). The analysis of such
data can help to shape indicators of customer satisfaction. It can also help to confirm or supplement customer
satisfaction data gained directly from the customer.
7.3.3 Direct measures of customer satisfaction
7.3.3.1 General
While there might be indirect indicators of satisfaction (see 7.3.2), it is usually necessary to gather customer
satisfaction data directly from customers. The method(s) used to gather customer satisfaction data depend on
various factors, e.g.
⎯ the type, number and geographical or cultural distribution of customers,
⎯ the length and frequency of customer interaction,
⎯ the nature of the product provided by the organization, and
⎯ the purpose and cost of the assessment method.
The organization should consider the practical aspects described in 7.3.3.2 to 7.3.3.4 when planning the
approach and methods to use for gathering customer satisfaction data.
7.3.3.2 Selecting the method for gathering customer satisfaction data
The organization should select a method for gathering data that is appropriate to the need and the type of
data that is to be collected.
The method most commonly used for gathering such data is a survey, which can be either qualitative, or
quantitative, or both.
Qualitative surveys are those that are typically designed to reveal characteristics of the product, delivery or
the organization that are relevant to customer satisfaction. They are typically undertaken to understand or
explore individual perceptions and reactions, and to uncover ideas and issues. They are relatively flexible in
application, but can be subjective.
Quantitative surveys are those that are designed to measure the degree of customer satisfaction. They are
typically conducted to collect aggregate data, using fixed questions or criteria. They are used for determining
status, benchmarking, or tracking changes over time.
Brief descriptions of these types of survey methods and a comparison of their relative advantages and
limitations are provided in C.2.4.
6 © ISO 2010 – All rights reserved
7.3.3.3 Selecting sample size and method of sampling
The organization should determine the number of customers to be surveyed (i.e. the sample size) and the
method of sampling, in order to measure customer satisfaction. The goal is to obtain reliable data at minimum
cost. The accuracy of the data gathered is governed by the size of the sample and the way the sample is
selected, i.e. the method of sampling.
The sample size can be determined statistically to ensure the precision and confidence levels required in the
findings. In addition, the method of sampling used should ensure that the resulting sample represents the
population well. Both aspects are further discussed in Clause C.3.
7.3.3.4 Developing the customer satisfaction questions
The product and the characteristics to be surveyed should be clearly defined. In addition, other characteristics
can also be surveyed [see 7.3.1, c)]. When developing the questions to be posed, the organization should first
determine the broad areas of interest, and then the sub-set of questions within those areas, with sufficient
details to provide information about customer perception.
The scale of measurement, which depends upon how questions are worded, should also be clearly defined.
Further guidance on defining the questions and consolidating them into a questionnaire is provided in
Clause C.4.
7.3.4 Collecting customer satisfaction data
The collection of data should be systematic, detailed and documented. The organization should specify how
the data is to be collected. When selecting the method(s) and tool(s) for collecting data, certain aspects
should be considered, e.g.
a) customer type and accessibility,
b) timelines for data collection,
c) available technology,
d) available resources (skills and budget), and
e) privacy and confidentiality.
When determining the frequency, period or trigger for collecting customer satisfaction data, the organization
should consider aspects such as the following:
⎯ the development or launch of a new product;
⎯ the completion of significant project milestones;
⎯ when some relevant change is made in the product or related processes, or operating environment;
⎯ when there is decrease in customer satisfaction, or variability in product sales (by region, or season);
⎯ the monitoring and sustaining of on-going customer relationships;
⎯ customer tolerance to frequency of surveys.
The data collection might be done by the organization itself. This can be economical and, given the
organization's knowledge of the product or the customer, it might yield better information. This can also result
in a stronger relationship with the customer and a better understanding of customer issues. However, there is
a risk that the data might be biased by the relationships of individuals involved in the survey. This risk can be
avoided if the data collection is conducted by an independent third party.
7.4 Analysing customer satisfaction data
7.4.1 General
Once the data related to customer satisfaction has been collected, it should be analysed to provide
information, which typically includes the following:
⎯ the degree of customer satisfaction and its trend;
⎯ aspects of the organization's product or processes that might have significant impact on satisfaction;
⎯ relevant information on competitor's products and processes;
⎯ strengths and primary areas for improvement.
When analysing customer satisfaction data, the organization should consider the activities described in 7.4.2
to 7.4.6. Further guidance on each of these activities is provided in Annex D.
7.4.2 Preparing the data for analysis
The data should be checked for errors, completeness and accuracy, and it should be grouped into defined
categories, if necessary.
7.4.3 Determining the method of analysis
The method(s) of analysis should be selected depending on the type of data collected and the objective of the
analysis. The various methods for analysing data can be classified as either
a) direct analysis, involving analysis of the customer's responses to specific questions, or
b) indirect analysis, involving the use of various analytical methods to identify potentially influential factors
from a body of data.
Typically, both categories of analysis can be used to extract useful information from customer satisfaction data.
7.4.4 Conducting the analysis
The data should be analysed to gain information such as:
⎯ customer satisfaction (overall or by customer category) and trends;
⎯ differences in the degree of satisfaction by customer categories;
⎯ possible causes and their relative effect on customer satisfaction;
⎯ customer loyalty, which is an indicator that the customer is likely to continue to demand the same or other
products from the organization.
7.4.5 Validating the analysis
The analysis and its conclusions should be validated, which can be done by various means, e.g.
⎯ segmenting the data to determine possible sources of variability;
⎯ determining the relevance of product characteristics: the characteristics identified as potentially relevant
to the customer and their relative importance to the customer (including possible changes in
8 © ISO 2010 – All rights reserved
characteristics and the relative importance of the characteristics over time) greatly influence the results of
the analysis performed;
⎯ assessing the consistency of the results, by comparison with other indicators or trends in areas that also
reflect customer satisfaction, e.g. product sales and customer complaints.
7.4.6 Reporting results and recommendations
The results of the analysis conducted should be documented and reported, together with possible
recommendations to assist the organization in identifying areas for improvement, in order ultimately to
enhance customer satisfaction.
The report should provide a clear and comprehensive indicator of customer satisfaction. In addition to the data
collected directly from customers, there might be other characteristics or measures that reflect customer
satisfaction, e.g. those cited in 7.3.2.
Key measures of relevant characteristics can be combined into a consolidated value termed “customer
satisfaction index” (CSI). The CSI might, for example, be a weighted average of customer satisfaction survey
results and the number of complaints received. The CSI can be a convenient and useful way of measuring
and monitoring customer satisfaction over time or space.
The report should also identify the relevant characteristics and components of customer satisfaction, as well
as the potential causes of and contributors to customer dissatisfaction.
7.5 Providing feedback for improvement
The information gained from the measurement and analysis of customer satisfaction data should be directed
to the appropriate functions in the organization, so that steps might be taken to improve the products,
processes or strategies, in order to serve the objectives of the organization.
In order to help achieve this, the organization can
⎯ identify or establish the forums and processes to review customer satisfaction information;
⎯ determine what information should be communicated to whom (including customers);
⎯ formulate action plans for improvement;
⎯ review implementation of action plans and outcomes in appropriate forums, e.g. management reviews.
The on-going implementation of such actions can enhance the effectiveness and efficiency of the
organization's quality management system.
Customer satisfaction information (both positive and negative) can help guide the organization to address
issues related to meeting stated customer requirements. It can also help the organization to understand and
address the customer's expectations, or issues related to the customer's perception of the delivered product
or the organization, and thereby enhance customer satisfaction.
Generic guidance on some of the ways in which the information might be used is provided in Annex E.
7.6 Monitoring customer satisfaction
7.6.1 General
Guidance on monitoring customer satisfaction, the actions taken to improve customer satisfaction and the
effectiveness of those actions is provided in 7.6.2 to 7.6.5.
7.6.2 Examining the customers selected and the data gathered
The organization should verify that the customer(s) or customer group selected are aligned to the purpose of
data gathering, and that they are complete and correct. The organization should examine the sources of
customer satisfaction data, both direct and indirect, for validity and relevance.
7.6.3 Examining customer satisfaction information
Customer satisfaction information should be monitored by the organization at defined intervals, and by the
appropriate level of management. The nature and scope of information monitored is unique to the
organization's needs and goals, and might include, for example:
⎯ trends in customer satisfaction data (overall and, for example, by product, region, type of customer);
⎯ comparative or competitor information;
⎯ weaknesses and strengths of the organization's product, processes, practices or personnel;
⎯ challenges or potential opportunities.
7.6.4 Monitoring actions taken to improve customer satisfaction
The organization should monitor the process(es) by which relevant customer satisfaction information is
provided to appropriate functions, in order to take actions intended to increase customer satisfaction.
The organization should also monitor the implementation of actions undertaken, as well as the effect of such
actions on customer response related to specific characteristics, or on the overall measure of satisfaction.
For example, if customer feedback is related to “poor delivery”, the organization should verify that actions are
taken to improve delivery, and that this is reflected in improvement of customer satisfaction in subsequent
customer feedback.
7.6.5 Assessing the effectiveness of actions taken
In order to assess the effectiveness of actions taken, the organization should verify that the customer
satisfaction information gained is consistent with, or is validated by, other relevant business performance
indicators.
For example, if the organization's customer satisfaction measurements show a positive trend, it should
typically also be reflected in related business indicators such as increased demand, increased market share,
increased repeat customers and increased new customers. If the customer satisfaction measurement trend is
not reflected in other business performance indicators, it might point to a limitation or flaw in the customer
satisfaction measurement and feedback processes.
Alternatively, it might indicate that the measurement of customer satisfaction failed to consider other factors
that influence the customer's decision.
8 Maintenance and improvement of monitoring and measurement processes
The organization should periodically review its processes for monitoring and measuring customer satisfaction,
in order to ensure that they are effective and efficient and that they yield information that is current, relevant
and useful. Typical actions to consider include the following:
⎯ ensuring that there is a plan, schedule and defined process for monitoring and measuring customer
satisfaction;
⎯ reviewing the process of selecting customers and characteristics to ensure they are aligned with business
goals and priorities;
10 © ISO 2010 – All rights reserved
⎯ ensuring that the process for capturing customer expectations (implicit and explicit) is current and
comprehensive in scope and that it includes verification (where possible) with the customer;
⎯ reviewing the indirect indicators of customer satisfaction to ensure the sources are current,
comprehensive and relevant;
⎯ ensuring that methods and processes for direct measurement of satisfaction reflect changing customer
conditions and business goals;
⎯ verifying that the various components and their relative weights reflect current business priorities, if the
customer satisfaction data is consolidated into an indicator such as CSI;
⎯ periodically reviewing the process for validating customer satisfaction information against internal data or
other business indicators;
⎯ verifying that the forum and process for on-going review of customer satisfaction information is
appropriate and adequate;
⎯ verifying that the process for feedback of customer satisfaction information to relevant functions is
operational and effective, e.g. determining if the recipients find the information useful or if the information
is utilized;
⎯ identifying impediments and aids to communicating customer satisfaction information in order to promote
improvement.
Annex A
(normative)
Conceptual model of customer satisfaction
A.1 General
This annex provides further information on the conceptual model of customer satisfaction (introduced in
Clause 4). It serves as the basis for the guidance provided in this Technical Specification.
A.2 Conceptual model of customer satisfaction
The relationship between the organization's perspectives and the customer's perspectives regarding product
quality is illustrated by the conceptual model in Figure A.1.
Customer's Planned
product
expectation
(by the organization)
of product
Degree of satisfaction Degree of conformity
(customer's view of quality) (organization's view of quality)
Customer's
Delivered
perception of
product
product
(by the organization)
Figure A.1 — Customer satisfaction conceptual model
In this model, the customer's expectation of product characterizes the product the customer would like to
receive. The customer's expectations are mainly shaped by the customer's experience, the information
available and the customer's needs. These expectations might be reflected in defined requirements, or they
might be assumed and undefined.
The planned product characterizes the product that the organization intends to deliver. It is generally a
compromise between the organization's understanding of the customer's expectations, the organization's
capabilities, its internal interests and the technical, statutory and regulatory constraints applicable to the
organization and the product.
The delivered product characterizes the product that is realized by the organization.
The degree of conformity, which constitutes the organization's view of quality, is the extent to which the
delivered product conforms to the planned product.
The customer's perception of product characterizes the product as the customer perceives it. This
perception is shaped by the customer's needs, its market and its environment.
Satisfaction is a judgement, an opinion expressed by the customer. The degree of satisfaction reflects the
gap between the customer's vision of the expected product, and the customer's perception of the delivered
product.
12 © ISO 2010 – All rights reserved
Therefore, attention should be paid to both dimensions:
a) the internal measures of quality in the realization processes; and
b) the external measures of the customer's view of how well the organization has met the customer's
expectations.
As illustrated in the conceptual model, in order to improve customer satisfaction, the organization needs to
close the gap between quality expected by the customer and the customer's perception of delivered quality. In
order to do so, the organization should address each of the stages in the conceptual model cycle, i.e.
⎯ thoroughly understand the customer's expectations when defining the planned product and ensure that
the customer is fully informed about the product's features and limitations (this is the area of requirements
capture, communication and product design),
⎯ deliver product in conformity with the planned product (this is the area of operational management and
process control), and
⎯ understand the customer's perception of the delivered product and enhance customer satisfaction
through improvements to the product and improved information about the product and its constraints (this
is the area of communication, marketing and customer relations).
The organization should consider that customer satisfaction is related not only to product and delivery
characteristics, but also to organizational behaviour characteristics.
Annex B
(normative)
Identification of customer expectations
B.1 General
This annex provides further information and guidance on identifying customer expectations, as outlined in 7.2.
B.2 Identifying the customers
The different typ
...
SLOVENSKI STANDARD
01-september-2010
Vodenje kakovosti - Zadovoljstvo odjemalcev - Smernice za nadzorovanje in
merjenje
Quality management - Customer satisfaction - Guidelines for monitoring and measuring
Management de la qualité - Satisfaction du client - Lignes directrices relatives à la
surveillance et au mesurage
Ta slovenski standard je istoveten z: ISO/TS 10004:2010
ICS:
03.120.10 Vodenje in zagotavljanje Quality management and
kakovosti quality assurance
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.
TECHNICAL ISO/TS
SPECIFICATION 10004
First edition
2010-04-15
Quality management — Customer
satisfaction — Guidelines for monitoring
and measuring
Management de la qualité — Satisfaction du client — Lignes directrices
relatives à la surveillance et au mesurage
Reference number
©
ISO 2010
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ii © ISO 2010 – All rights reserved
Contents Page
Foreword .iv
Introduction.v
1 Scope.1
2 Normative references.1
3 Terms and definitions .1
4 Concept of customer satisfaction .2
5 Framework for monitoring and measuring customer satisfaction.2
6 Planning for monitoring and measuring customer satisfaction.3
6.1 Defining the purpose and objectives .3
6.2 Determining the scope and frequency.3
6.3 Determining implementation methods and responsibilities.3
6.4 Allocating resources .3
7 Monitoring and measuring customer satisfaction activities .4
7.1 General .4
7.2 Identifying customer expectations .4
7.3 Gathering customer satisfaction data.5
7.4 Analysing customer satisfaction data.8
7.5 Providing feedback for improvement.9
7.6 Monitoring customer satisfaction.9
8 Maintenance and improvement of monitoring and measurement processes .10
Annex A (normative) Conceptual model of customer satisfaction.12
Annex B (normative) Identification of customer expectations .14
Annex C (normative) Direct measurement of customer satisfaction .17
Annex D (normative) Analysis of customer satisfaction data.22
Annex E (normative) Using customer satisfaction.27
Bibliography.29
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards bodies
(ISO member bodies). The work of preparing International Standards is normally carried out through ISO
technical committees. Each member body interested in a subject for which a technical committee has been
established has the right to be represented on that committee. International organizations, governmental and
non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the
International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.
International Standards are drafted in accordance with the rules given in the ISO/IEC Directives, Part 2.
The main task of technical committees is to prepare International Standards. Draft International Standards
adopted by the technical committees are circulated to the member bodies for voting. Publication as an
International Standard requires approval by at least 75 % of the member bodies casting a vote.
In other circumstances, particularly when there is an urgent market requirement for such documents, a
technical committee may decide to publish other types of document:
⎯ an ISO Publicly Available Specification (ISO/PAS) represents an agreement between technical experts in
an ISO working group and is accepted for publication if it is approved by more than 50 % of the members
of the parent committee casting a vote;
⎯ an ISO Technical Specification (ISO/TS) represents an agreement between the members of a technical
committee and is accepted for publication if it is approved by 2/3 of the members of the committee casting
a vote.
An ISO/PAS or ISO/TS is reviewed after three years in order to decide whether it will be confirmed for a
further three years, revised to become an International Standard, or withdrawn. If the ISO/PAS or ISO/TS is
confirmed, it is reviewed again after a further three years, at which time it must either be transformed into an
International Standard or be withdrawn.
Attention is drawn to the possibility that some of the elements of this document may be the subject of patent
rights. ISO shall not be held responsible for identifying any or all such patent rights.
ISO/TS 10004 was prepared by Technical Committee ISO/TC 176, Quality management and quality
assurance, Subcommittee SC 3, Supporting technologies.
iv © ISO 2010 – All rights reserved
Introduction
0.1 General
One of the key elements of organizational success is the customer's satisfaction with the organization and its
products. Therefore, it is necessary to monitor and measure customer satisfaction.
The information obtained from monitoring and measuring customer satisfaction can help identify opportunities
for improvement of the organization's strategies, products, processes and characteristics that are valued by
customers, and serve the organization's objectives. Such improvements can strengthen customer confidence
and result in commercial and other benefits.
This Technical Specification provides guidance to the organization on establishing effective processes for
monitoring and measuring customer satisfaction.
0.2 Relationship with ISO 9001:2008
This Technical Specification is compatible with ISO 9001:2008, whose objectives it supports by providing
guidance on monitoring and measuring customer satisfaction. This Technical Specification can help address
specific clauses in ISO 9001:2008 related to customer satisfaction, namely those listed below.
a) ISO 9001:2008, 5.2, on customer focus: “Top management shall ensure that customer requirements are
determined and are met with the aim of enhancing customer satisfaction.”
b) ISO 9001:2008, 6.1, b), on resource management: “'The organization shall determine and provide the
resources needed (…) to enhance customer satisfaction by meeting customer requirements.”
c) ISO 9001:2008, 8.2.1, on customer satisfaction: “As one of the measurements of the performance of the
quality management system, the organization shall monitor information relating to customer perception as
to whether the organization has met customer requirements. The methods for obtaining and using this
information shall be determined.”
d) ISO 9001:2008, 8.4, on analysis of data: “The organization shall determine, collect and analyse
appropriate data to demonstrate the suitability and effectiveness of the quality management system and
to evaluate where continual improvement of the effectiveness of the quality management system can be
made. This shall include data generated as a result of monitoring and measurement and from other
relevant sources. The analysis of data shall provide information relating to (.) customer satisfaction (…).”
This Technical Specification can also be used independently of ISO 9001.
0.3 Relationship with ISO 9004:2009
This Technical Specification is also compatible with ISO 9004:2009, which provides guidance on managing for
the sustained success of an organization. This Technical Specification supplements the following guidance
given in:
⎯ ISO 9004:2009, Clause B.2, on customer focus, and
⎯ ISO 9004:2009, 8.3.1 and 8.3.2, on determining needs, expectations and satisfaction of customers.
0.4 Relationship with ISO 10001, ISO 10002, ISO 10003
ISO 10001 contains guidance on codes of conduct for organizations related to customer satisfaction. Such
codes can decrease the likelihood of problems arising and can eliminate causes of complaints and disputes
which can decrease customer satisfaction.
ISO 10002 contains guidance on the internal handling of product-related complaints. This guidance can help
to preserve customer satisfaction and loyalty by resolving complaints effectively and efficiently.
ISO 10003 contains guidance on the resolution of disputes regarding product-related complaints that could not
be satisfactorily resolved internally. ISO 10003 can help to minimize customer dissatisfaction stemming from
unresolved complaints.
Collectively, ISO 10001, ISO 10002 and ISO 10003 provide guidance which can help to minimize customer
dissatisfaction and enhance customer satisfaction.
This Technical Specification complements ISO 10001, ISO 10002 and ISO 10003 by providing guidance on
the monitoring and measuring of customer satisfaction. The information gained can guide the organization to
take actions which can help to sustain or enhance customer satisfaction.
vi © ISO 2010 – All rights reserved
TECHNICAL SPECIFICATION ISO/TS 10004:2010(E)
Quality management — Customer satisfaction — Guidelines for
monitoring and measuring
1 Scope
This Technical Specification provides guidance in defining and implementing processes to monitor and
measure customer satisfaction.
This Technical Specification is intended for use by organizations regardless of type, size or product provided.
The focus of this Technical Specification is on customers external to the organization.
This Technical Specification is not intended for certification or contractual purposes, nor is it intended to
change any rights or obligations under applicable statutory or regulatory requirements.
2 Normative references
The following referenced documents are indispensable for the application 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 9000:2005, Quality management systems — Fundamentals and vocabulary
3 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 9000:2005 and the following apply.
3.1
product
result of a process
NOTE 1 Product can be a service, software, hardware or processed material.
NOTE 2 Adapted from ISO 9000:2005, definition 3.4.2, whose original three notes have been condensed into Note 1.
3.2
customer
organization or person that receives a product
EXAMPLE Consumer, client, end-user, retailer, beneficiary, purchaser.
NOTE 1 Customers might include other interested parties who might be affected by the products provided by the
organization and who might influence the success of the organization.
NOTE 2 While a customer can be internal or external to the organization, the focus of this Technical Specification is on
the external customer.
NOTE 3 Adapted from ISO 9000:2005, definition 3.3.5, whose original note has been expanded into Notes 1 and 2.
3.3
customer satisfaction
customer's perception of the degree to which the customer's requirements have been fulfilled
NOTE 1 Customer complaints are a common indicator of low customer satisfaction but their absence does not
necessarily imply high customer satisfaction.
NOTE 2 Even when customer requirements have been agreed with the customer and fulfilled, this does not necessarily
ensure high customer satisfaction.
[ISO 9000:2005, definition 3.1.4]
3.4
requirement
need or expectation that is stated, generally implied or obligatory
NOTE Adapted from ISO 9000:2005, definition 3.1.2, whose original five notes have been removed.
4 Concept of customer satisfaction
Customer satisfaction is determined by the gap between the customer's expectations and the customer's
perception of the product as delivered by the organization.
To achieve customer satisfaction, the organization should first understand the customer's expectations. These
expectations might be explicit or implicit, or not fully articulated.
Customer expectations, as understood by the organization, form the primary basis of the product that is
subsequently planned and delivered.
The extent to which the delivered product is perceived by the customer to meet or exceed expectations
determines the degree of customer satisfaction.
It is important to make a distinction between the organization's view of the quality of the delivered product and
the customer's perception of the delivered product, because it is the latter that governs the customer's
satisfaction. The relationship between the organization's and the customer's views on quality is further
described by the conceptual model of customer satisfaction, as presented in Annex A.
Since customer satisfaction is subject to change, organizations should establish processes to monitor and
measure customer satisfaction on a regular basis.
5 Framework for monitoring and measuring customer satisfaction
The organization should establish a systematic approach to monitoring and measuring customer satisfaction.
This approach should be supported by an organizational framework to enable the planning, operation,
maintenance and improvement of processes for monitoring and measuring customer satisfaction.
Planning includes determination of the methods of implementation, and the allocation of necessary resources
(see Clause 6).
Operation includes identifying customer expectations, gathering and analysing customer satisfaction data,
providing feedback for improvement and monitoring of customer satisfaction (see Clause 7).
Maintenance and improvement includes the review, evaluation and continual improvement of processes for
monitoring and measuring customer satisfaction (see Clause 8).
2 © ISO 2010 – All rights reserved
6 Planning for monitoring and measuring customer satisfaction
6.1 Defining the purpose and objectives
As a first step, the organization should clearly define the purpose and objectives of monitoring and measuring
customer satisfaction, which might, for example, include the following:
⎯ to evaluate customer response to existing, new or re-designed products;
⎯ to obtain information on specific aspects, such as supporting processes, personnel or organization
behaviour;
⎯ to investigate reasons for customer complaints;
⎯ to investigate reasons for loss of market share;
⎯ to monitor trends in customer satisfaction;
⎯ to compare customer satisfaction in relation to other organisations.
The purpose and objectives influence what, when, how and from whom the data is gathered. They also
influence how the data is analysed and how the information is ultimately to be used.
6.2 Determining the scope and frequency
Based on the purpose and objectives, the organization should determine the scope of the planned
measurement, in terms of both the type of data that is sought, and from where it is to be obtained.
The type of information gathered can range from data regarding a specific characteristic, to assessment of
overall satisfaction. Likewise, the scope of assessment depends on the type of segmentation:
⎯ by customer,
⎯ by market, or
⎯ by product.
The organization should also determine the frequency of data gathering, which can be on a regular basis, on
an occasional basis, or both, as dictated by business needs or specific events (see 7.3).
6.3 Determining implementation methods and responsibilities
Some information regarding customer satisfaction might be obtained indirectly from the organization's internal
processes (e.g. customer complaints handling) or from external sources (e.g. reports in the media). Usually,
the organization needs to supplement such information with data obtained directly from customers.
The organization should determine how customer satisfaction information is to be obtained, and who is
responsible for that activity. The organization should also determine to whom the information is to be directed
for appropriate action.
The organization should plan to monitor the processes for obtaining and using customer satisfaction
information, as well as the results and effectiveness of these processes.
6.4 Allocating resources
The organization should determine and provide the necessary competent human and other resources for
planning, monitoring and measuring customer satisfaction.
7 Monitoring and measuring customer satisfaction activities
7.1 General
To monitor and measure customer satisfaction, the organization should:
⎯ identify customer expectations;
⎯ gather customer satisfaction data;
⎯ analyse customer satisfaction data;
⎯ provide feedback for improvement of customer satisfaction;
⎯ monitor customer satisfaction on-going.
These activities and their relationship are depicted in Figure 1, and described in the clauses that follow.
INPUTS Gather customer OUTPUTS
satisfaction data
Related to Degree of
customer Analyse customer customer
Identify customer
Measuring
satisfaction satisfaction data satisfaction
expectations
customer satisfaction
Provide feedback
for improvement
Monitoring customer satisfaction
Figure 1 — Monitoring and measuring customer satisfaction
7.2 Identifying customer expectations
7.2.1 Identifying the customers
The organization should identify the customers, both current and potential, whose expectations it intends to
determine.
Once the “customer” group is defined, the organization should identify the individual customers whose
expectations are to be determined. For example, in the consumer goods sector, such individuals might be
regular customers, or they might be occasional customers. When the customer is an enterprise, one or more
persons in that enterprise (e.g. from purchasing, project management or production) should be selected.
Further examples of various types of customers and considerations are provided in Clause B.2.
7.2.2 Determining customer expectations
When determining customer expectations (see Figure A.1), the organization should consider the following:
⎯ stated customer requirements;
⎯ implied customer requirements;
4 © ISO 2010 – All rights reserved
⎯ statutory and regulatory requirements;
⎯ other customer desires (“wish list”).
It is important to recognize that a customer might not always explicitly specify all aspects of the product. Items
that are presupposed might not be specified. Some aspects might be overlooked, or may not be known to the
customer.
As outlined in the conceptual model (see Annex A), it is crucial that the customer's expectations are clearly
and completely understood. How well these expectations are met will influence the customer's satisfaction.
Examples of various aspects to consider in order to better understand customer expectations are provided in
Clause B.3.
The relationship between customer expectations and customer satisfaction is further discussed in Clause B.4.
7.3 Gathering customer satisfaction data
7.3.1 Identifying and selecting characteristics related to customer satisfaction
The organization should identify the characteristics of the product, of its delivery and of the organization,
which have a significant effect on customer satisfaction. For convenience, the characteristics can be grouped
into categories such as:
a) product characteristics;
EXAMPLE Performance (quality, dependability), features, aesthetics, safety, support (maintenance, disposal,
training), price, perceived value, warranty.
b) delivery characteristics;
EXAMPLE On-time delivery, completeness of order, response time, operating information, quality of delivery
service.
c) organizational characteristics.
EXAMPLE Personnel characteristics (courtesy, competence, communication), billing process, complaints
handling, security, organizational behaviour (business ethics, social responsibility), image in society, transparency.
The organization should rank the selected characteristics to reflect their relative importance, as perceived by
the customer. If necessary, a survey should be carried out with a sub-set of customers to determine or verify
their perception of relative importance of characteristics.
7.3.2 Indirect indicators of customer satisfaction
The organization should examine existing sources of information for data that reflect characteristics related to
customer satisfaction, e.g.
⎯ frequency or trend in customer complaints, calls for assistance, or customer compliments;
⎯ frequency or trend in product returns, product repair or other indicators of product performance or
customer acceptance, e.g. installation or field inspection reports;
⎯ data obtained through communication with customers, e.g. by marketing, sales or support personnel;
⎯ reports from supplier surveys conducted by customer organizations, which can reveal how the
organization is perceived in relation to other organizations;
⎯ reports from consumer groups that might reveal how the organization and its products are perceived by
customers or users;
⎯ media reports which might reveal how the organization or its products are perceived, and which might
themselves also influence customer perceptions;
⎯ sector/industry studies, e.g. involving a comparative assessment of characteristics of the organization's
product;
⎯ regulatory agency reports or publications.
Such data can provide insight into the strengths and weaknesses of the product and related organization
processes (e.g. product support, complaints handling and customer communication). The analysis of such
data can help to shape indicators of customer satisfaction. It can also help to confirm or supplement customer
satisfaction data gained directly from the customer.
7.3.3 Direct measures of customer satisfaction
7.3.3.1 General
While there might be indirect indicators of satisfaction (see 7.3.2), it is usually necessary to gather customer
satisfaction data directly from customers. The method(s) used to gather customer satisfaction data depend on
various factors, e.g.
⎯ the type, number and geographical or cultural distribution of customers,
⎯ the length and frequency of customer interaction,
⎯ the nature of the product provided by the organization, and
⎯ the purpose and cost of the assessment method.
The organization should consider the practical aspects described in 7.3.3.2 to 7.3.3.4 when planning the
approach and methods to use for gathering customer satisfaction data.
7.3.3.2 Selecting the method for gathering customer satisfaction data
The organization should select a method for gathering data that is appropriate to the need and the type of
data that is to be collected.
The method most commonly used for gathering such data is a survey, which can be either qualitative, or
quantitative, or both.
Qualitative surveys are those that are typically designed to reveal characteristics of the product, delivery or
the organization that are relevant to customer satisfaction. They are typically undertaken to understand or
explore individual perceptions and reactions, and to uncover ideas and issues. They are relatively flexible in
application, but can be subjective.
Quantitative surveys are those that are designed to measure the degree of customer satisfaction. They are
typically conducted to collect aggregate data, using fixed questions or criteria. They are used for determining
status, benchmarking, or tracking changes over time.
Brief descriptions of these types of survey methods and a comparison of their relative advantages and
limitations are provided in C.2.4.
6 © ISO 2010 – All rights reserved
7.3.3.3 Selecting sample size and method of sampling
The organization should determine the number of customers to be surveyed (i.e. the sample size) and the
method of sampling, in order to measure customer satisfaction. The goal is to obtain reliable data at minimum
cost. The accuracy of the data gathered is governed by the size of the sample and the way the sample is
selected, i.e. the method of sampling.
The sample size can be determined statistically to ensure the precision and confidence levels required in the
findings. In addition, the method of sampling used should ensure that the resulting sample represents the
population well. Both aspects are further discussed in Clause C.3.
7.3.3.4 Developing the customer satisfaction questions
The product and the characteristics to be surveyed should be clearly defined. In addition, other characteristics
can also be surveyed [see 7.3.1, c)]. When developing the questions to be posed, the organization should first
determine the broad areas of interest, and then the sub-set of questions within those areas, with sufficient
details to provide information about customer perception.
The scale of measurement, which depends upon how questions are worded, should also be clearly defined.
Further guidance on defining the questions and consolidating them into a questionnaire is provided in
Clause C.4.
7.3.4 Collecting customer satisfaction data
The collection of data should be systematic, detailed and documented. The organization should specify how
the data is to be collected. When selecting the method(s) and tool(s) for collecting data, certain aspects
should be considered, e.g.
a) customer type and accessibility,
b) timelines for data collection,
c) available technology,
d) available resources (skills and budget), and
e) privacy and confidentiality.
When determining the frequency, period or trigger for collecting customer satisfaction data, the organization
should consider aspects such as the following:
⎯ the development or launch of a new product;
⎯ the completion of significant project milestones;
⎯ when some relevant change is made in the product or related processes, or operating environment;
⎯ when there is decrease in customer satisfaction, or variability in product sales (by region, or season);
⎯ the monitoring and sustaining of on-going customer relationships;
⎯ customer tolerance to frequency of surveys.
The data collection might be done by the organization itself. This can be economical and, given the
organization's knowledge of the product or the customer, it might yield better information. This can also result
in a stronger relationship with the customer and a better understanding of customer issues. However, there is
a risk that the data might be biased by the relationships of individuals involved in the survey. This risk can be
avoided if the data collection is conducted by an independent third party.
7.4 Analysing customer satisfaction data
7.4.1 General
Once the data related to customer satisfaction has been collected, it should be analysed to provide
information, which typically includes the following:
⎯ the degree of customer satisfaction and its trend;
⎯ aspects of the organization's product or processes that might have significant impact on satisfaction;
⎯ relevant information on competitor's products and processes;
⎯ strengths and primary areas for improvement.
When analysing customer satisfaction data, the organization should consider the activities described in 7.4.2
to 7.4.6. Further guidance on each of these activities is provided in Annex D.
7.4.2 Preparing the data for analysis
The data should be checked for errors, completeness and accuracy, and it should be grouped into defined
categories, if necessary.
7.4.3 Determining the method of analysis
The method(s) of analysis should be selected depending on the type of data collected and the objective of the
analysis. The various methods for analysing data can be classified as either
a) direct analysis, involving analysis of the customer's responses to specific questions, or
b) indirect analysis, involving the use of various analytical methods to identify potentially influential factors
from a body of data.
Typically, both categories of analysis can be used to extract useful information from customer satisfaction data.
7.4.4 Conducting the analysis
The data should be analysed to gain information such as:
⎯ customer satisfaction (overall or by customer category) and trends;
⎯ differences in the degree of satisfaction by customer categories;
⎯ possible causes and their relative effect on customer satisfaction;
⎯ customer loyalty, which is an indicator that the customer is likely to continue to demand the same or other
products from the organization.
7.4.5 Validating the analysis
The analysis and its conclusions should be validated, which can be done by various means, e.g.
⎯ segmenting the data to determine possible sources of variability;
⎯ determining the relevance of product characteristics: the characteristics identified as potentially relevant
to the customer and their relative importance to the customer (including possible changes in
8 © ISO 2010 – All rights reserved
characteristics and the relative importance of the characteristics over time) greatly influence the results of
the analysis performed;
⎯ assessing the consistency of the results, by comparison with other indicators or trends in areas that also
reflect customer satisfaction, e.g. product sales and customer complaints.
7.4.6 Reporting results and recommendations
The results of the analysis conducted should be documented and reported, together with possible
recommendations to assist the organization in identifying areas for improvement, in order ultimately to
enhance customer satisfaction.
The report should provide a clear and comprehensive indicator of customer satisfaction. In addition to the data
collected directly from customers, there might be other characteristics or measures that reflect customer
satisfaction, e.g. those cited in 7.3.2.
Key measures of relevant characteristics can be combined into a consolidated value termed “customer
satisfaction index” (CSI). The CSI might, for example, be a weighted average of customer satisfaction survey
results and the number of complaints received. The CSI can be a convenient and useful way of measuring
and monitoring customer satisfaction over time or space.
The report should also identify the relevant characteristics and components of customer satisfaction, as well
as the potential causes of and contributors to customer dissatisfaction.
7.5 Providing feedback for improvement
The information gained from the measurement and analysis of customer satisfaction data should be directed
to the appropriate functions in the organization, so that steps might be taken to improve the products,
processes or strategies, in order to serve the objectives of the organization.
In order to help achieve this, the organization can
⎯ identify or establish the forums and processes to review customer satisfaction information;
⎯ determine what information should be communicated to whom (including customers);
⎯ formulate action plans for improvement;
⎯ review implementation of action plans and outcomes in appropriate forums, e.g. management reviews.
The on-going implementation of such actions can enhance the effectiveness and efficiency of the
organization's quality management system.
Customer satisfaction information (both positive and negative) can help guide the organization to address
issues related to meeting stated customer requirements. It can also help the organization to understand and
address the customer's expectations, or issues related to the customer's perception of the delivered product
or the organization, and thereby enhance customer satisfaction.
Generic guidance on some of the ways in which the information might be used is provided in Annex E.
7.6 Monitoring customer satisfaction
7.6.1 General
Guidance on monitoring customer satisfaction, the actions taken to improve customer satisfaction and the
effectiveness of those actions is provided in 7.6.2 to 7.6.5.
7.6.2 Examining the customers selected and the data gathered
The organization should verify that the customer(s) or customer group selected are aligned to the purpose of
data gathering, and that they are complete and correct. The organization should examine the sources of
customer satisfaction data, both direct and indirect, for validity and relevance.
7.6.3 Examining customer satisfaction information
Customer satisfaction information should be monitored by the organization at defined intervals, and by the
appropriate level of management. The nature and scope of information monitored is unique to the
organization's needs and goals, and might include, for example:
⎯ trends in customer satisfaction data (overall and, for example, by product, region, type of customer);
⎯ comparative or competitor information;
⎯ weaknesses and strengths of the organization's product, processes, practices or personnel;
⎯ challenges or potential opportunities.
7.6.4 Monitoring actions taken to improve customer satisfaction
The organization should monitor the process(es) by which relevant customer satisfaction information is
provided to appropriate functions, in order to take actions intended to increase customer satisfaction.
The organization should also monitor the implementation of actions undertaken, as well as the effect of such
actions on customer response related to specific characteristics, or on the overall measure of satisfaction.
For example, if customer feedback is related to “poor delivery”, the organization should verify that actions are
taken to improve delivery, and that this is reflected in improvement of customer satisfaction in subsequent
customer feedback.
7.6.5 Assessing the effectiveness of actions taken
In order to assess the effectiveness of actions taken, the organization should verify that the customer
satisfaction information gained is consistent with, or is validated by, other relevant business performance
indicators.
For example, if the organization's customer satisfaction measurements show a positive trend, it should
typically also be reflected in related business indicators such as increased demand, increased market share,
increased repeat customers and increased new customers. If the customer satisfaction measurement trend is
not reflected in other business performance indicators, it might point to a limitation or flaw in the customer
satisfaction measurement and feedback processes.
Alternatively, it might indicate that the measurement of customer satisfaction failed to consider other factors
that influence the customer's decision.
8 Maintenance and improvement of monitoring and measurement processes
The organization should periodically review its processes for monitoring and measuring customer satisfaction,
in order to ensure that they are effective and efficient and that they yield information that is current, relevant
and useful. Typical actions to consider include the following:
⎯ ensuring that there is a plan, schedule and defined process for monitoring and measuring customer
satisfaction;
⎯ reviewing the process of selecting customers and characteristics to ensure they are aligned with business
goals and priorities;
10 © ISO 2010 – All rights reserved
⎯ ensuring that the process for capturing customer expectations (implicit and explicit) is current and
comprehensive in scope and that it includes verification (where possible) with the customer;
⎯ reviewing the indirect indicators of customer satisfaction to ensure the sources are current,
comprehensive and relevant;
⎯ ensuring that methods and processes for direct measurement of satisfaction reflect changing customer
conditions and business goals;
⎯ verifying that the various components and their relative weights reflect current business priorities, if the
customer satisfaction data is consolidated into an indicator such as CSI;
⎯ periodically reviewing the process for validating customer satisfaction information against internal data or
other business indicators;
⎯ verifying that the forum and process for on-going review of customer satisfaction information is
appropriate and adequate;
⎯ verifying that the process for feedback of customer satisfaction information to relevant functions is
operational and effective, e.g. determining if the recipients find the information useful or if the information
is utilized;
⎯ identifying impediments and aids to communicating customer satisfaction information in order to promote
improvement.
Annex A
(normative)
Conceptual model of customer satisfaction
A.1 General
This annex provides further information on the conceptual model of customer satisfaction (introduced in
Clause 4). It serves as the basis for the guidance provided in this Technical Specification.
A.2 Conceptual model of customer satisfaction
The relationship between the organization's perspectives and the customer's perspectives regarding product
quality is illustrated by the conceptual model in Figure A.1.
Customer's Planned
product
expectation
(by the organization)
of product
Degree of satisfaction Degree of conformity
(customer's view of quality) (organization's view of quality)
Customer's
Delivered
perception of
product
product
(by the organization)
Figure A.1 — Customer satisfaction conceptual model
In this model, the customer's expectation of product characterizes the product the customer would like to
receive. The customer's expectations are mainly shaped by the customer's experience, the information
available and the customer's needs. These expectations might be reflected in defined requirements, or they
might be assumed and undefined.
The planned product characterizes the product that the organization intends to deliver. It is generally a
compromise between the organization's understanding of the customer's expectations, the organization's
capabilities, its internal interests and the technical, statutory and regulatory constraints applicable to the
organization and the product.
The delivered product characterizes the product that is realized by the organization.
The degree of conformity, which constitutes the organization's view of quality, is the extent to which the
delivered product conforms to the planned product.
The customer's perception of product characterizes the product as the customer perceives it. This
perception is shaped by the customer's needs, its market and its environment.
Satisfaction is a judgement, an opinion expressed by the customer. The degree of satisfaction reflects the
gap between the customer's vision of the expected product, and the customer's perception of the delivered
product.
12 © ISO 2010 – All rights reserved
Therefore, attention should be paid to both dimensions:
a) the internal measures of quality in the realization processes; and
b) the external measures of the customer's view of how well the organization has met the customer's
expectations.
As illustrated in the conceptual model, in order to improve customer satisfaction, the organization needs to
close the gap between quality expected by the customer and the customer's perception of delive
...
SPÉCIFICATION ISO/TS
TECHNIQUE 10004
Première édition
2010-04-15
Management de la qualité — Satisfaction
du client — Lignes directrices relatives à
la surveillance et au mesurage
Quality management — Customer satisfaction — Guidelines for
monitoring and measuring
Numéro de référence
©
ISO 2010
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ii © ISO 2010 – Tous droits réservés
Sommaire Page
Avant-propos .iv
Introduction.v
1 Domaine d'application .1
2 Références normatives.1
3 Termes et définitions .1
4 Concept de satisfaction du client .2
5 Cadre pour la surveillance et le mesurage de la satisfaction du client.2
6 Plan de surveillance et de mesure de la satisfaction du client .3
6.1 Définition de la finalité et des objectifs.3
6.2 Détermination du domaine d'application et de la fréquence .3
6.3 Détermination des méthodes de mise en œuvre et des responsabilités .3
6.4 Affectation des ressources .4
7 Surveillance et mesurage des activités relatives à la satisfaction du client.4
7.1 Généralités .4
7.2 Identification des attentes du client .4
7.3 Recueil des données de satisfaction du client .5
7.4 Analyse des données de satisfaction du client .8
7.5 Retours d'information en vue d'apporter des améliorations.9
7.6 Surveillance de la satisfaction du client .10
8 Actualisation et amélioration des processus de surveillance et de mesure .11
Annexe A (normative) Modèle conceptuel de satisfaction du client.12
Annexe B (normative) Identification des attentes du client .14
Annexe C (normative) Mesurage direct de la satisfaction du client.17
Annexe D (normative) Analyse des données de satisfaction du client .23
Annexe E (normative) Utilisation de la satisfaction du client .28
Bibliographie.30
Avant-propos
L'ISO (Organisation internationale de normalisation) est une fédération mondiale d'organismes nationaux de
normalisation (comités membres de l'ISO). L'élaboration des Normes internationales est en général confiée
aux comités techniques de l'ISO. Chaque comité membre intéressé par une étude a le droit de faire partie du
comité technique créé à cet effet. Les organisations internationales, gouvernementales et non
gouvernementales, en liaison avec l'ISO participent également aux travaux. L'ISO collabore étroitement avec
la Commission électrotechnique internationale (CEI) en ce qui concerne la normalisation électrotechnique.
Les Normes internationales sont rédigées conformément aux règles données dans les Directives ISO/CEI,
Partie 2.
La tâche principale des comités techniques est d'élaborer les Normes internationales. Les projets de Normes
internationales adoptés par les comités techniques sont soumis aux comités membres pour vote. Leur
publication comme Normes internationales requiert l'approbation de 75 % au moins des comités membres
votants.
Dans d'autres circonstances, en particulier lorsqu'il existe une demande urgente du marché, un comité
technique peut décider de publier d'autres types de documents:
⎯ une Spécification publiquement disponible ISO (ISO/PAS) représente un accord entre les experts dans
un groupe de travail ISO et est acceptée pour publication si elle est approuvée par plus de 50 % des
membres votants du comité dont relève le groupe de travail;
⎯ une Spécification technique ISO (ISO/TS) représente un accord entre les membres d'un comité technique
et est acceptée pour publication si elle est approuvée par 2/3 des membres votants du comité.
Une ISO/PAS ou ISO/TS fait l'objet d'un examen après trois ans afin de décider si elle est confirmée pour trois
nouvelles années, révisée pour devenir une Norme internationale, ou annulée. Lorsqu'une ISO/PAS ou
ISO/TS a été confirmée, elle fait l'objet d'un nouvel examen après trois ans qui décidera soit de sa
transformation en Norme internationale soit de son annulation.
L'attention est appelée sur le fait que certains des éléments du présent document peuvent faire l'objet de
droits de propriété intellectuelle ou de droits analogues. L'ISO ne saurait être tenue pour responsable de ne
pas avoir identifié de tels droits de propriété et averti de leur existence.
L'ISO/TS 10004 a été élaborée par le comité technique ISO/TC 176, Management et assurance de la qualité,
sous-comité SC 3, Techniques de soutien.
iv © ISO 2010 – Tous droits réservés
Introduction
0.1 Généralités
L'un des éléments essentiels de la réussite d'un organisme est la satisfaction du client vis-à-vis de
l'organisme et de ses produits. Il est par conséquent nécessaire de surveiller et de mesurer la satisfaction du
client.
Les informations issues de la surveillance et du mesurage de la satisfaction du client peuvent permettre
d'identifier les opportunités d'amélioration des stratégies, produits, processus et caractéristiques de
l'organisme qui ont de l'importance pour les clients, et ainsi être utiles à l'organisme pour atteindre ses
objectifs. Ces améliorations peuvent accroître la confiance du client et générer des bénéfices commerciaux et
autres.
La présente Spécification technique fournit des recommandations aux organismes pour l'établissement de
processus efficaces de surveillance et de mesure de la satisfaction du client.
0.2 Relations avec l'ISO 9001:2008
La présente Spécification technique est compatible avec l'ISO 9001:2008, dont elle soutient les objectifs en
fournissant des recommandations sur la surveillance et le mesurage de la satisfaction du client. La présente
Spécification technique peut aider à aborder des articles spécifiques de l'ISO 9001:2008 relatifs à la
satisfaction du client, à savoir:
a) ISO 9001:2008, 5.2 relatif à l'écoute client: «La direction doit assurer que les exigences des clients sont
déterminées et respectées afin d'accroître la satisfaction des clients.»;
b) ISO 9001:2008, 6.1 b) relatif au management des ressources: «L'organisme doit déterminer et fournir les
ressources nécessaires (.) pour accroître la satisfaction des clients en respectant leurs exigences.»;
c) ISO 9001:2008, 8.2.1 relatif à la satisfaction du client: «L'organisme doit surveiller les informations
relatives à la perception du client sur le niveau de satisfaction de ses exigences par l'organisme comme
un des mesurages de la performance du système de management de la qualité. Les méthodes
permettant d'obtenir et d'utiliser ces informations doivent être déterminées.»;
d) ISO 9001:2008, 8.4 relatif à l'analyse des données: «L'organisme doit déterminer, recueillir et analyser
les données appropriées pour démontrer la pertinence et l'efficacité du système de management de la
qualité et pour évaluer les possibilités d'amélioration de son efficacité. Ceci doit inclure les données
résultant des activités de surveillance et de mesure ainsi que d'autres sources pertinentes. L'analyse des
données doit fournir des informations relatives à la (.) satisfaction du client (…).».
La présente Spécification technique peut également être utilisée indépendamment de l'ISO 9001.
0.3 Relations avec l'ISO 9004:2009
La présente Spécification technique est également compatible avec l'ISO 9004:2009 qui fournit des
recommandations pour la gestion des performances durables d'un organisme. La présente Spécification
technique complète les recommandations données dans
⎯ l'ISO 9004:2009, B.2, relatif à l'écoute client, et
⎯ l'ISO 9004:2009, 8.3.1 et 8.3.2, relatifs à la détermination des besoins, des attentes et de la satisfaction
du client.
0.4 Relations avec l'ISO 10001, l'ISO 10002, l'ISO 10003
L'ISO 10001 contient des recommandations sur les codes de conduite des organismes concernés par la
satisfaction du client. Ces codes peuvent réduire la probabilité de survenue de problèmes et éliminer les
motifs de réclamations et de conflits qui peuvent diminuer la satisfaction du client.
L'ISO 10002 contient des recommandations sur le traitement des réclamations relatives aux produits au sein
d'un organisme. Ces recommandations peuvent contribuer à préserver la satisfaction et la fidélité du client en
résolvant les réclamations de manière efficace et efficiente.
L'ISO 10003 contient des recommandations sur la résolution des conflits liés à des réclamations relatives à
des produits et qui ne peuvent pas être résolus de manière satisfaisante en interne. L'ISO 10003 contribue à
réduire le plus possible l'insatisfaction du client découlant de réclamations non résolues.
Collectivement, l'ISO 10001, l'ISO 10002 et l'ISO 10003 fournissent des recommandations visant à réduire le
plus possible l'insatisfaction du client et à accroître sa satisfaction.
L'ISO 10001, l'ISO 10002 et l'ISO 10003 sont complétées par la présente Spécification technique qui fournit
des recommandations sur la surveillance et le mesurage de la satisfaction du client. Les informations
obtenues peuvent aider l'organisme à mener des actions permettant de maintenir ou d'accroître la satisfaction
du client.
vi © ISO 2010 – Tous droits réservés
SPÉCIFICATION TECHNIQUE ISO/TS 10004:2010(F)
Management de la qualité — Satisfaction du client — Lignes
directrices relatives à la surveillance et au mesurage
1 Domaine d'application
La présente Spécification technique fournit des recommandations pour la définition et la mise en œuvre de
processus de surveillance et de mesure de la satisfaction du client.
La présente Spécification technique est destinée à être utilisée par les organismes quel que soit leur type, leur
taille ou le produit fourni. La présente Spécification technique porte sur les clients externes à l'organisme.
La présente Spécification technique n'est pas destinée à des besoins de certification ou des besoins
contractuels, ni à modifier les droits ou obligations définis dans des exigences légales ou réglementaires
applicables.
2 Références normatives
Les documents de référence suivants sont indispensables pour l'application du présent document. Pour les
références datées, seule l'édition citée s'applique. Pour les références non datées, la dernière édition du
document de référence s'applique (y compris les éventuels amendements).
ISO 9000:2005, Systèmes de management de la qualité — Principes essentiels et vocabulaire
3 Termes et définitions
Pour les besoins du présent document, les termes et définitions donnés dans l'ISO 9000:2005 ainsi que les
suivants s'appliquent.
3.1
produit
résultat d'un processus
NOTE 1 Le produit peut être un service, un logiciel, un matériel ou un produit issu de processus à caractère continu.
NOTE 2 Adapté de l'ISO 9000:2005, définition 3.4.2, dont les trois notes ont été condensées dans la NOTE 1.
3.2
client
organisme ou personne qui reçoit un produit
EXEMPLE Consommateur, client, utilisateur final, détaillant, bénéficiaire, acheteur.
NOTE 1 Les clients peuvent inclure d'autres parties intéressées susceptibles d'être affectées par les produits fournis
par l'organisme, et qui peuvent avoir une influence sur les performances de l'organisme.
NOTE 2 Même si un client peut être interne ou externe à l'organisme, la présente Spécification technique porte sur les
clients externes.
NOTE 3 Adapté de l'ISO 9000:2005, définition 3.3.5, dont la note a été divisée en NOTE 1 et NOTE 2.
3.3
satisfaction du client
perception du client sur le niveau de satisfaction de ses exigences
NOTE 1 Les réclamations des clients sont un indicateur habituel d'un faible niveau de satisfaction du client, mais leur
absence n'implique pas nécessairement un niveau élevé de satisfaction du client.
NOTE 2 Même lorsque les exigences du client ont été convenues avec lui et satisfaites, cela n'entraîne pas
nécessairement une forte satisfaction du client.
[ISO 9000:2005, définition 3.1.4]
3.4
exigence
besoin ou attente formulée, habituellement implicite, ou imposée
NOTE Adapté de l'ISO 9000:2005, définition 3.1.2, dont les cinq notes originales ont été supprimées.
4 Concept de satisfaction du client
La satisfaction du client est déterminée par l'écart entre ses attentes et sa perception du produit livré par
l'organisme.
Afin de satisfaire le client, il convient que l'organisme commence par comprendre ses attentes. Ces attentes
peuvent être explicites ou implicites, ou non totalement exprimées de façon claire.
Les attentes du client, telles qu'elles sont comprises par l'organisme, constituent le fondement de la
planification du produit à réaliser.
Le niveau de satisfaction du client est déterminé par le degré selon lequel le produit livré est perçu par le
client comme respectant ou dépassant ses attentes.
Il est important de faire la distinction entre le point de vue de l'organisme sur la qualité du produit livré et la
perception par le client du produit livré, car c'est cette dernière qui détermine la satisfaction du client. Les
relations entre les points de vue de l'organisme et du client sur la qualité sont décrites plus avant par le
modèle conceptuel de satisfaction du client présenté dans l'Annexe A.
La satisfaction du client étant sujette au changement, il convient que les organismes établissent régulièrement
des processus de surveillance et de mesure de la satisfaction du client.
5 Cadre pour la surveillance et le mesurage de la satisfaction du client
Il convient que l'organisme établisse une approche systématique de surveillance et de mesure de la
satisfaction du client. Il convient que cette approche s'inscrive dans un cadre organisationnel afin de
permettre la planification, le fonctionnement, l'actualisation et l'amélioration des processus de surveillance et
de mesure de la satisfaction du client.
La planification comprend la détermination des méthodes de mise en œuvre et l'affectation des ressources
nécessaires (voir Article 6).
Le fonctionnement comprend l'identification des attentes du client, le recueil et l'analyse des données de
satisfaction du client, les retours d'information en vue d'apporter des améliorations et la surveillance de la
satisfaction du client (voir Article 7).
L'actualisation et l'amélioration comprennent la revue, l'évaluation et l'amélioration continue des processus de
surveillance et de mesure de la satisfaction du client (voir Article 8).
2 © ISO 2010 – Tous droits réservés
6 Plan de surveillance et de mesure de la satisfaction du client
6.1 Définition de la finalité et des objectifs
Il convient dans un premier temps que l'organisme définisse clairement la finalité et les objectifs de la
surveillance et du mesurage de la satisfaction du client, lesquels peuvent par exemple consister en:
⎯ évaluer les réactions du client à un produit existant, à un nouveau produit ou à un produit modifié;
⎯ obtenir des informations sur des aspects spécifiques tels que les processus d'assistance, le
comportement du personnel ou de l'organisme;
⎯ rechercher les motifs de réclamation du client;
⎯ rechercher les motifs de perte de parts de marché;
⎯ surveiller les tendances en matière de satisfaction du client;
⎯ comparer la satisfaction du client par rapport à d'autres organismes.
La finalité et les objectifs influencent le type de données recueillies, quand et comment elles sont recueillies,
et auprès de qui. Ils influencent également la manière dont les données sont analysées et dont les
informations sont finalement utilisées.
6.2 Détermination du domaine d'application et de la fréquence
En fonction de la finalité et des objectifs, il convient que l'organisme détermine le domaine d'application du
mesurage planifié, en termes à la fois du type de données recherchées et auprès de qui les obtenir.
Le type d'informations recueillies peut aller des données relatives à une caractéristique spécifique à
l'évaluation de la satisfaction dans son ensemble. De même, le domaine d'application de l'évaluation dépend
du type de segmentation:
⎯ par client;
⎯ par marché;
⎯ par produit.
Il convient également que l'organisme détermine la fréquence de recueil des données (sur une base régulière
ou ponctuelle, ou les deux), en fonction des besoins de l'organisme ou d'un événement spécifique (voir 7.3).
6.3 Détermination des méthodes de mise en œuvre et des responsabilités
Certaines informations relatives à la satisfaction du client peuvent être obtenues indirectement de processus
internes à l'organisme tels que le traitement des réclamations du client, ou de sources externes telles que des
rapports dans les médias. En règle générale, l'organisme a besoin de compléter ces informations par des
données obtenues directement auprès du client.
Il convient que l'organisme détermine la manière dont les informations relatives à la satisfaction du client sont
obtenues, ainsi que les personnes responsables de cette activité. Il convient que l'organisme détermine
également à qui les informations sont destinées en vue d'entreprendre les actions appropriées.
Il convient que l'organisme planifie la surveillance des processus d'obtention et d'utilisation des informations
relatives à la satisfaction du client, ainsi que la surveillance des résultats et de l'efficacité de ces processus.
6.4 Affectation des ressources
Il convient que l'organisme détermine et fournisse les ressources humaines compétentes et autres ressources
nécessaires à la planification, à la surveillance et au mesurage de la satisfaction du client.
7 Surveillance et mesurage des activités relatives à la satisfaction du client
7.1 Généralités
Afin de surveiller et de mesurer la satisfaction du client, il convient que l'organisme
⎯ identifie les attentes du client,
⎯ recueille les données de satisfaction du client,
⎯ analyse les données de satisfaction du client,
⎯ procède à des retours d'information pour améliorer la satisfaction du client,
⎯ surveille en continu la satisfaction du client.
Ces activités et leurs relations sont illustrées à la Figure 1 et sont décrites dans les paragraphes qui suivent.
Recueillir des
ÉLÉMENTS ÉLÉMENTS
données de satisfaction
D'ENTRÉE DE SORTIE
du client
Relatifs à la Niveau de
satisfaction du Analyser des données satisfaction du
Identifier les
client Mesurage de la client
de satisfaction du
attentes du client
satisfaction du client
client
Fournir des
retours d’information
en vue d'apporter des
améliorations
Surveillance de la satisfaction du client
Figure 1 — Surveillance et mesurage de la satisfaction du client
7.2 Identification des attentes du client
7.2.1 Identification des clients
Il convient que l'organisme identifie les clients, existants et potentiels, dont il vise à déterminer les attentes.
Une fois le groupe de clients défini, il convient que l'organisme identifie les clients individuels dont les attentes
sont à déterminer. Par exemple, dans le secteur des biens de consommation, ces individus peuvent être des
clients réguliers ou des clients occasionnels. Lorsque le client est une entreprise, il convient de sélectionner
une ou plusieurs personnes de cette entreprise (par exemple au sein des achats, de la gestion de projet ou de
la production).
D'autres exemples de différents types de clients et de considérations sont fournis en B.2.
4 © ISO 2010 – Tous droits réservés
7.2.2 Détermination des attentes du client
Lors de la détermination des attentes du client (voir Figure A.1), il convient que l'organisme prenne en compte
les éléments suivants:
⎯ les exigences formulées du client;
⎯ les exigences implicites du client;
⎯ les exigences légales et réglementaires;
⎯ les autres désirs du client (liste de souhaits).
Il est important d'admettre qu'un client peut ne pas toujours spécifier explicitement tous les aspects du produit.
Des éléments présupposés peuvent ne pas être spécifiés. Certains aspects peuvent également être négligés
ou ignorés par le client.
Comme décrit dans le modèle conceptuel (voir Annexe A), il est crucial que les attentes du client soient
clairement et complètement comprises. Le niveau de respect de ces attentes influe sur la satisfaction du client.
Des exemples de différents aspects à prendre en compte afin de mieux comprendre les attentes du client sont
fournis en B.3.
La relation entre les attentes et la satisfaction du client est traitée de manière plus détaillée en B.4.
7.3 Recueil des données de satisfaction du client
7.3.1 Identification et sélection des caractéristiques liées à la satisfaction du client
Il convient que l'organisme identifie les caractéristiques du produit, de sa livraison et de l'organisme qui ont un
effet significatif sur la satisfaction du client. Pour des raisons pratiques, ces caractéristiques peuvent être
regroupées en catégories telles que
a) caractéristiques du produit;
EXEMPLE Performances (qualité, fiabilité), fonctionnalités, esthétique, sécurité, assistance (maintenance, mise
au rebut, formation), prix, valeur perçue, garantie.
b) caractéristiques de livraison;
EXEMPLE Livraison à la date prévue, exhaustivité de la commande, temps de réaction, informations
d'utilisation, qualité du service de livraison.
c) caractéristiques de l'organisme;
EXEMPLE Caractéristiques du personnel (courtoisie, compétence, communication), processus de facturation,
gestion des réclamations, sécurité, comportement de l'organisme (éthique commerciale, responsabilité sociale),
image publique, transparence.
Il convient que l'organisme classe les caractéristiques sélectionnées en fonction de leur importance relative,
telle que perçue par le client. Si nécessaire, il convient de réaliser un sondage parmi un sous-ensemble de
clients afin de déterminer ou de vérifier leur perception de l'importance relative des caractéristiques.
7.3.2 Indicateurs indirects de la satisfaction du client
Il convient que l'organisme examine les sources d'informations existantes sur les données reflétant les
caractéristiques relatives à la satisfaction du client, par exemple
⎯ fréquence ou tendance des réclamations, demandes d'assistance ou compliments de la part du client,
⎯ fréquence ou tendance des retours de produits, des réparations de produits ou autres indicateurs de
performance des produits ou d'acceptation du client, tels que les rapports d'installation ou d'inspection
sur le terrain,
⎯ données obtenues au travers de la communication avec les clients par exemple via le personnel du
marketing, des ventes ou de l'assistance,
⎯ rapports de sondages de fournisseurs menés par des organismes clients, qui peuvent révéler la manière
dont l'organisme est perçu par rapport à d'autres organismes,
⎯ rapports d'associations de consommateurs qui peuvent révéler la manière dont l'organisme et ses
produits sont perçus par les clients ou les utilisateurs,
⎯ rapports parus dans les médias qui peuvent révéler la manière dont l'organisme et ses produits sont
perçus, et qui peuvent eux-mêmes influencer la perception du client,
⎯ études sectorielles qui peuvent, par exemple, comprendre une évaluation comparative des
caractéristiques du produit de l'organisme,
⎯ rapports ou publications d'organismes de régulation.
Ces données peuvent donner un aperçu des points forts et des points faibles du produit et des processus
associés de l'organisme (tels que l'assistance pour le produit, le traitement des réclamations et la
communication avec les clients). L'analyse de ces données peut faciliter la création d'indicateurs de
satisfaction du client. Elle peut également confirmer ou compléter les données de satisfaction obtenues
directement auprès du client.
7.3.3 Mesurages directs de la satisfaction du client
7.3.3.1 Généralités
Même si des indicateurs indirects de satisfaction (voir 7.3.2) peuvent exister, il est généralement nécessaire
de recueillir des données de satisfaction directement auprès des clients. La ou les méthodes utilisées pour
recueillir les données de satisfaction du client dépendent de divers facteurs tels que
⎯ le type, le nombre et la répartition géographique ou culturelle du client,
⎯ la longueur et la fréquence des interactions avec les clients,
⎯ la nature du produit fourni par l'organisme, et
⎯ le but et le coût de la méthode d'évaluation.
Il convient que l'organisme prenne en compte les éléments décrits de 7.3.3.2 à 7.3.3.4 lors de la planification
de l'approche et des méthodes à utiliser pour recueillir les données de satisfaction du client.
7.3.3.2 Sélection de la méthode de recueil des données de satisfaction du client
Il convient que l'organisme opte pour une méthode de recueil des données adaptée à ses besoins et au type
de données à recueillir.
La méthode la plus couramment utilisée pour recueillir ce type de données est un sondage, qui peut être soit
qualitatif soit quantitatif, ou les deux.
Les sondages qualitatifs sont ceux généralement conçus pour révéler les caractéristiques du produit, de la
livraison ou de l'organisme pertinents en termes de satisfaction du client. Ils sont généralement réalisés afin
de comprendre ou d'examiner les perceptions et les réactions individuelles, et de mettre au jour des idées et
des problèmes. Ils sont relativement souples dans leur application, mais peuvent être subjectifs.
6 © ISO 2010 – Tous droits réservés
Les sondages quantitatifs sont eux conçus pour mesurer le niveau de satisfaction du client. Ils sont
généralement réalisés afin de recueillir des données agrégées par l'intermédiaire de questions ou de critères
fixes. Ils permettent de déterminer un état, d'effectuer des analyses comparatives ou de suivre les évolutions
au fil du temps.
Une brève description de ces types de méthodes de sondage ainsi qu'une comparaison de leurs avantages et
de leurs limites respectifs sont données en C.2.4.
7.3.3.3 Sélection de la taille de l'échantillon et de la méthode d'échantillonnage
Il convient que l'organisme détermine le nombre de clients à sonder (c'est-à-dire taille de l'échantillon) ainsi
que la méthode d'échantillonnage afin de mesurer la satisfaction du client. Le but est d'obtenir des données
fiables à moindre coût. L'exactitude des données recueillies dépend de la taille de l'échantillon et de la
manière dont l'échantillon est sélectionné (méthode d'échantillonnage).
La taille de l'échantillon peut être déterminée statistiquement afin de garantir des niveaux de précision et de
confiance suffisants pour établir des conclusions. Par ailleurs, il convient que la méthode d'échantillonnage
utilisée permette de s'assurer que l'échantillon obtenu soit représentatif de la population. Ces deux aspects
sont traités de manière plus détaillée en C.3.
7.3.3.4 Élaboration des questions relatives à la satisfaction du client
Il convient que le produit et les caractéristiques à sonder soient clairement définis. Par ailleurs, d'autres
caractéristiques peuvent également être sondées [voir 7.3.1 c)]. Lors de l'élaboration des questions à poser, il
convient que l'organisme détermine dans un premier temps les grands domaines d'intérêt, puis le sous-
ensemble de questions dans ces domaines, avec suffisamment de détails pour apporter des informations sur
la perception du client.
Il convient également que l'échelle de mesure soit clairement définie. Celle-ci dépend de la formulation des
questions. D'autres recommandations sur la définition des questions et leur réunion dans un questionnaire
sont fournies en C.4.
7.3.4 Recueil des données de satisfaction du client
Il convient que le recueil des données soit systématique, détaillé et documenté. Il convient que l'organisme
spécifie la manière dont les données sont recueillies. Lors de la sélection des méthodes et des outils de
recueil des données, il convient de prendre en compte certains aspects tels que
a) le type de clients et leur accessibilité,
b) le calendrier de recueil des données,
c) la technologie disponible,
d) les ressources disponibles (compétences et budget), et
e) la vie privée et la confidentialité.
Lors de la détermination de la fréquence, de la période ou du début du recueil de données de satisfaction du
client, il convient que l'organisme prenne en compte des aspects tels que
⎯ le développement ou le lancement d'un nouveau produit,
⎯ la fin d'une étape importante d'un projet,
⎯ un changement pertinent dans le produit ou les processus associés, ou dans l'environnement d'utilisation,
⎯ une baisse de satisfaction du client ou la variabilité des ventes du produit (par région ou en fonction de la
saison),
⎯ le suivi et le maintien de relations continues avec les clients, et
⎯ la tolérance des clients à la fréquence des sondages.
Le recueil des données peut être effectué par l'organisme lui-même. Cela peut s'avérer économique et, étant
donné la connaissance par l'organisme du produit ou du client, cela peut aboutir à de meilleures informations.
Cela peut également renforcer la relation avec les clients et entraîner une meilleure compréhension du point
de vue du client. Toutefois, les données risquent d'être influencées par les relations des individus impliqués
dans le sondage. Ce risque peut être évité si le recueil des données est effectué par une tierce partie
indépendante.
7.4 Analyse des données de satisfaction du client
7.4.1 Généralités
Une fois les données relatives à la satisfaction du client recueillies, il convient qu'elles soient analysées afin
de fournir des informations incluant généralement
⎯ le niveau de satisfaction du client et sa tendance,
⎯ les aspects du produit ou des processus de l'organisme susceptibles d'avoir un impact significatif sur la
satisfaction,
⎯ des informations pertinentes sur les produits et les processus des concurrents, et
⎯ les points forts et les principales possibilités d'amélioration.
Lors de l'analyse des données de satisfaction du client, il convient que l'organisme prenne en considération
les activités décrites de 7.4.2 à 7.4.6. D'autres recommandations sur chacune de ces activités sont fournies
dans l'Annexe D.
7.4.2 Préparation des données pour l'analyse
Il convient que les données soient vérifiées (absence d'erreurs, exhaustivité et exactitude) et regroupées en
catégories définies, si nécessaire.
7.4.3 Détermination de la méthode d'analyse
Il convient que la ou les méthodes d'analyse soient sélectionnées en fonction du type de données recueillies
et de l'objectif de l'analyse. Les différentes méthodes d'analyse des données peuvent être classées comme
suit:
a) analyse directe, qui implique l'analyse des réponses du client à des questions spécifiques;
b) analyse indirecte, qui implique l'utilisation de différentes méthodes analytiques d'identification des
facteurs susceptibles d'avoir une influence parmi un ensemble de données.
En règle générale, ces deux catégories d'analyse peuvent être utilisées afin d'extraire des informations utiles
à partir des données de satisfaction du client.
7.4.4 Conduite de l'analyse
Il convient que les données soient analysées afin d'obtenir des informations telles que
⎯ la satisfaction du client (globale ou par catégorie de clients) et les tendances,
⎯ les différences de niveau de satisfaction par catégorie de clients,
8 © ISO 2010 – Tous droits réservés
⎯ les causes possibles et leur effet respectif sur la satisfaction du client, et
⎯ la fidélité du client, qui indique si le client est susceptible de continuer à demander le même produit ou
d'autres produits à l'organisme.
7.4.5 Validation de l'analyse
Il convient que l'analyse et ses conclusions soient validées, par exemple par des moyens tels que
⎯ la segmentation des données afin de déterminer les sources possibles de variabilité,
⎯ la détermination de la pertinence des caractéristiques du produit: les caractéristiques identifiées comme
pouvant être pertinentes pour le client et leur importance relative pour le client influencent
considérablement les résultats de l'analyse réalisée. Cela inclut les possibles changements dans les
caractéristiques et l'importance relative des caractéristiques au fil du temps,
⎯ l'évaluation de la cohérence des résultats, par comparaison avec d'autres indicateurs ou des tendances
dans des domaines qui reflètent également la satisfaction du client, comme les ventes de produits et les
réclamations de clients.
7.4.6 Compte rendu des résultats et recommandations
Il convient que les résultats de l'analyse soient documentés et consignés, de même que les éventuelles
recommandations visant à aider l'organisme à identifier les possibilités d'amélioration afin d'accroître la
satisfaction du client.
Il convient que le rapport donne une indication claire et complète de la satisfaction du client. En plus des
données recueillies directement auprès du client, d'autres caractéristiques ou mesures peuvent refléter la
satisfaction du client, telles que celles citées en 7.3.2.
Les mesures clés des caractéristiques pertinentes peuvent être combinées en une valeur consolidée appelée
«indice de satisfaction de la clientèle (ISC)». L'ISC peut, par exemple, consister en une moyenne pondérée
du résultat du sondage de satisfaction du client et du nombre de réclamations reçues. L'ISC peut être un
moyen pratique et utile de mesure et de surveillance de la satisfaction du client dans le temps ou dans
l'espace.
Il convient également que le rapport identifie les caractéristiques et les composantes pertinentes de
satisfaction du client, ainsi que les causes et les facteurs possibles d'insatisfaction.
7.5 Retours d'information en vue d'apporter des améliorations
Il convient que les informations obtenues du mesurage et de l'analyse des données de satisfaction du client
soient transmises aux personnes appropriées au sein de l'organisme afin de permettre la mise en œuvre de
mesures pour l'amélioration des produits, processus ou stratégies et servir ainsi les objectifs de l'organisme.
Les démarches suivantes peuvent aider l'organisme à y parvenir:
⎯ identifier ou établir les forums et processus pour examiner les informations relatives à la satisfaction du
client;
⎯ déterminer quelles informations il convient de communiquer et à qui (y compris les clients);
⎯ formuler des plans d'action en vue d'apporter des améliorations;
⎯ suivre la mise en œuvre des plans d'action et les résultats dans les forums appropriés tels que les revues
de direction.
La mise en œuvre continue de telles actions peut accroître l'efficacité et l'efficience du système de
management de la qualité de l'organisme.
Les informations relatives à la satisfaction du client (aussi bien positives que négatives) peuvent contribuer à
guider l'organisme dans le traitement des problèmes liés au respect des exigences formulées du client. Elles
peuvent également aider l'organisme à comprendre et à traiter les attentes du client ou les problèmes liés à la
perception par le client du produit livré ou de l'organisme, améliorant ainsi la satisfaction du client.
Des recommandations générales sur la manière dont les informations peuvent être utilisées sont fournies
dans l'Annexe E.
7.6 Surveillance de la satisfaction du client
7.6.1 Généralités
Des recommandations sur la surveillance de la satisfaction du client, les actions entreprises en vue
d'améliorer la satisfaction du client et l'efficacité de ces actions sont fournies de 7.6.2 à 7.6.5.
7.6.2 Examen des clients sélectionnés et des données recueillies
Il convient que l'organisme vérifie que le (les) client(s) ou le groupe de clients sélectionnés correspondent
bien à l'objectif du recueil des données, et que celles-ci sont complètes et correctes. Il convient que
l'organisme examine les sources des données de satisfaction du client, à la fois directes et indirectes, afin de
s'assurer de leur validité et de leur pertinence.
7.6.3 Examen des informations relatives à la satisfaction du client
Il convient que les informations relatives à la satisfaction du client fassent l'objet d'une surveillance par
l'organisme à intervalles définis et par le niveau approprié de management. La nature et le domaine
d'application des informations surveillées dépendent des besoins et des objectifs de l'organisme et peuvent
inclure, par exemple
⎯ les tendances des données de satisfaction du client (globales et par exemple par produit, région ou type
de clients),
⎯ des informations comparatives ou sur les concurrents,
⎯ les points faibles et les points forts du produit ou des processus, des pratiques ou du personnel de
l'organisme,
⎯ les défis ou opportunités éventuelles.
7.6.4 Surveillance des actions entreprises en vue d'améliorer la satisfaction du client
Il convient que l'organisme surveille le ou les processus par lesquels les informations relatives à la satisfaction
du client sont fournies au personnel approprié afin d'entreprendre des actions et d'accroître la satisfaction du
client.
Il convient que l'organisme surveille également la mise en œuvre des actions et l'effet de ces actions sur la
réponse du client relative à des caractéristiques spécifiques ou sur la mesure globale de la satisfaction.
Par exemple, si les retours des clients indiquaient une mauvaise qualité de livraison, il convient que
l'organisme vérifie que des actions ont été entreprises afin d'améliorer la livraison et que cela se reflète par
l'amélioration de la satisfaction du client lors des retours suivants.
10 © ISO 2010 – Tous droits réservés
7.6.5 Évaluation de l'efficacité des actions entreprises
Afin d'évaluer l'efficacité des actions entreprises, il convient que l'organisme vérifie que les informations
obtenues relatives à la satisfaction du client sont cohérentes avec, ou validées par, d'autres indicateurs
pertinents de performance commerciale.
Par exemple, si les mesurages de la satisfaction du client par l'organisme montrent une tendance positive, il
convient généralement que cela se reflète également dans les indicateurs commerciaux associés tels que
l'augmentation de la demande, l'augmentation des parts de marché, davantage de clients réguliers et
l'augmentation du nombre de nouveaux clients. Si la tendance qui se dégage du mesurage de la satisfaction
du client ne se reflète pas dans les autres indicateurs de performance commerciale, cela peut indiquer une
limite ou un défaut dans le mesurage de la satisfaction du client et dans les processus de retour d'information.
Cela peut également indiquer que la satisfaction du client telle qu'elle est mesurée ne tient pas compte
d'autres facteurs qui influencent la décision du client.
8 Actualisation et amélioration des processus de surveillance et de mesure
Il convient que l'organisme revoie régulièrement ses processus de surveillance et de mesure de la satisfaction
du client afin de s'assurer qu'ils sont efficaces et efficients et qu'ils fournissent des informations actualisées,
pertinentes et utiles. Les actions à envisager incluent généralement les suivantes:
⎯ s'assurer de l'existence d'un plan, d'un calendrier et d'un processus défini de surveillance et de mesure
de la satisfaction du client;
⎯ examiner le processus de sélection des clients et des caractéristiques afin de s'assurer qu'ils
correspondent aux objectifs et aux priorités de l'organisme;
⎯ s'assurer que le processus de détermination des attentes du client (implicites et explicites) est actualisé
et complet dans son domaine d'application, et comprend la vérification (si possible) auprès du client;
⎯ revoir les indicateurs indirects de satisfaction du client afin de s'assurer que les sources sont actualisées,
complètes et pertinentes;
⎯ s'assurer que les méthodes et les processus de mesure directs de la satisfaction reflè
...
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