ISO/TR 16355-9

Applications of statistical and related methods to new technology and product development process - Part 9: Unified case study applying QFD to hardware, service, software, and hybrid products

Application des méthodes statistiques et des méthodes liées aux nouvelles technologies et de développement de produits — Partie 9: Étude de cas unifiée appliquant la méthode QFD aux matériels, aux services, aux logiciels et aux produits hybrides

General Information

• Status: Not Published
• ICS: 03.120.30 - Application of statistical methods
• Technical Committee: ISO/TC 69/SC 7 - Applications of statistical and related techniques for the implementation of Six Sigma
• Drafting Committee: ISO/TC 69/SC 7 - Applications of statistical and related techniques for the implementation of Six Sigma
• Current Stage: 6000 - International Standard under publication
• Start Date: 03-Dec-2025
• Completion Date: 13-Dec-2025

Overview

ISO/TR 16355-9:2025, titled Applications of statistical and related methods to new technology and product development process – Part 9: Unified case study applying QFD to hardware, service, software, and hybrid products, is a technical report developed by ISO/TC 69/SC 8. This document presents a unified case study demonstrating the application of Quality Function Deployment (QFD) across various product types including hardware, software, services, and hybrid products. By integrating statistical methods and product development processes, this standard provides valuable guidance for organizations aiming to enhance customer satisfaction and achieve strategic business goals through comprehensive QFD techniques.

Key Topics

• Quality Function Deployment (QFD) Basics
  The report recaps fundamental QFD concepts, including customer-centric design and the translation of customer requirements into technical specifications.

• Integration of Voice of Customer (VOC) and Voice of Stakeholder (VOS) Analysis
  A clear flow for integrating VOC and VOS into the product development lifecycle, highlighting how organizations can prioritize customer needs effectively and deploy solutions that enhance perceived quality.

• QFD Team and Project Structuring
  Guidance on forming cross-functional QFD teams involving core members, subject matter experts, and leadership roles essential for successful project execution.

• Application Across Product Types
  The case study illustrates customizing QFD tools for various products, such as:

  • Hardware and manufactured products
  • Service-based offerings
  • Software and digitalized solutions
  • Hybrid products combining multiple domains

• Management and Planning Tools
  Introduction to seven management and planning tools that support QFD activities, ensuring systematic and efficient project management.

• Detailed Deployment Matrices
  Examples of QFD matrices for multiple industry sectors, including:

  • Food and beverage processing
  • Manufacturing and assembly
  • Information systems and software development (including agile methodologies)
  • Service processes and customer interface design

• Project Outcomes and Continuous Improvement
  Discussion on measuring customer satisfaction, sales impact, and planning subsequent projects based on QFD results.

Applications

ISO/TR 16355-9 provides comprehensive methodologies and practical tools applicable to a wide spectrum of industries and organizational functions, including but not limited to:

• Business Planning & Marketing: Leveraging QFD to identify and integrate market and customer demands into strategic goals.
• Research & Development (R&D): Ensuring development activities are aligned with customer expectations from concept to launch.
• Engineering and Manufacturing: Applying QFD for detailed design, process control, and quality assurance for physical products.
• Information Technology & Software Development: Customizing QFD to support agile software projects, digital services, and system integration.
• Service Industry: Enhancing service quality by fulfilling voice of customer requirements in operational and frontline activities.
• Supply Chain and Logistics: Coordinating supplier and process capabilities to meet quality targets.
• Cross-functional Collaboration: Encouraging involvement from quality, production, procurement, regulatory, and support teams to foster holistic product development.

Through these applications, organizations can achieve a customer-focused approach that improves product quality, drives innovation, and boosts market competitiveness.

Related Standards

ISO/TR 16355-9 is part of the ISO 16355 series that addresses various aspects of using statistical and related methods in new technology and product development, specifically through QFD. The series includes:

• ISO 16355-1: General principles and perspectives of QFD.
• Other parts (ISO/TR 16355-2 through 16355-8) which cover detailed case studies, methods, and guidance tailored to specific product types or development phases.

This report builds upon these prior parts by unifying key insights into a single comprehensive case study, facilitating easier understanding and implementation.

---

Keywords: Quality Function Deployment, QFD, product development, voice of customer, voice of stakeholder, hardware products, software development, service quality, hybrid products, customer satisfaction, ISO 16355 series, statistical methods, product lifecycle management, agile software, process improvement, cross-functional teams.

Standards Content (Sample)

FINAL DRAFT
Technical
Report
ISO/DTR 16355-9
ISO/TC 69/SC 8
Applications of statistical and
Secretariat: JISC
related methods to new technology
Voting begins on:
and product development
2025-10-07
process —
Voting terminates on:
2025-12-02
Part 9:
Unified case study applying QFD to
hardware, service, software, and
hybrid products
RECIPIENTS OF THIS DRAFT ARE INVITED TO SUBMIT,
WITH THEIR COMMENTS, NOTIFICATION OF ANY
RELEVANT PATENT RIGHTS OF WHICH THEY ARE AWARE
AND TO PROVIDE SUPPOR TING DOCUMENTATION.
IN ADDITION TO THEIR EVALUATION AS
BEING ACCEPTABLE FOR INDUSTRIAL, TECHNO-
LOGICAL, COMMERCIAL AND USER PURPOSES, DRAFT
INTERNATIONAL STANDARDS MAY ON OCCASION HAVE
TO BE CONSIDERED IN THE LIGHT OF THEIR POTENTIAL
TO BECOME STAN DARDS TO WHICH REFERENCE MAY BE
MADE IN NATIONAL REGULATIONS.
Reference number
ISO/DTR 16355-9:2025(en) © ISO 2025

FINAL DRAFT
ISO/DTR 16355-9:2025(en)
Technical
Report
ISO/DTR 16355-9
ISO/TC 69/SC 8
Applications of statistical and
Secretariat: JISC
related methods to new technology
Voting begins on:
and product development
process —
Voting terminates on:
Part 9:
Unified case study applying QFD to
hardware, service, software, and
hybrid products
RECIPIENTS OF THIS DRAFT ARE INVITED TO SUBMIT,
WITH THEIR COMMENTS, NOTIFICATION OF ANY
RELEVANT PATENT RIGHTS OF WHICH THEY ARE AWARE
AND TO PROVIDE SUPPOR TING DOCUMENTATION.
© ISO 2025
IN ADDITION TO THEIR EVALUATION AS
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication may
BEING ACCEPTABLE FOR INDUSTRIAL, TECHNO-
LOGICAL, COMMERCIAL AND USER PURPOSES, DRAFT
be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying, or posting on
INTERNATIONAL STANDARDS MAY ON OCCASION HAVE
the internet or an intranet, without prior written permission. Permission can be requested from either ISO at the address below
TO BE CONSIDERED IN THE LIGHT OF THEIR POTENTIAL
or ISO’s member body in the country of the requester.
TO BECOME STAN DARDS TO WHICH REFERENCE MAY BE
MADE IN NATIONAL REGULATIONS.
ISO copyright office
CP 401 • Ch. de Blandonnet 8
CH-1214 Vernier, Geneva
Phone: [phone]
Email: [e-mail]
Website: www.iso.org
Published in Switzerland Reference number
ISO/DTR 16355-9:2025(en) © ISO 2025

ii
ISO/DTR 16355-9:2025(en)
Contents Page
Foreword .vi
Introduction .vii
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Basic concepts of QFD . 1
5 Integration of VOC and VOS analysis and product development methods . 1
5.1 QFD support for product development methods.1
5.2 Flow of product development with VOC and VOS analysis .2
5.2.1 Organization of the VOC and VOS analysis .2
5.2.2 Outline of VOC and VOS analysis .2
6 Types of QFD projects . 3
7 QFD team membership . 4
7.1 QFD recommends the use of cross-functional teams .4
7.2 Core team membership .4
7.3 Subject matter experts .4
7.4 QFD team leadership .4
8 Seven management and planning tools . 4
9 New technology and product development voices . 4
9.1 Voice of business .4
9.1.1 General .4
9.1.2 Strategic planning .5
9.2 Voice of project . 12
9.2.1 General . 12
9.2.2 Identify projects . . . 12
9.2.3 Prioritize and select projects .14
10 Voice of customer (VOC) .21
10.1 Identify customers .21
10.1.1 Identify customer characteristics .21
10.1.2 Identify customer applications or modes of use .21
10.1.3 Other methods for identifying customers and stakeholders . 23
10.2 Prioritize and select customer segments . 23
10.3 Acquire VOC .24
10.3.1 General .24
10.3.2 Gemba visit checklist . 25
10.3.3 Customer process model . 25
10.3.4 Gemba visit table . 28
10.3.5 Gemba visit log . . 30
10.3.6 What customers think .31
10.3.7 Other sources of VOC . 34
10.4 Analyze voice of customer (VOC) . 35
10.4.1 General . 35
10.4.2 Benefits of VOC analysis . 35
10.4.3 Information contained in VOC . 36
10.4.4 Translate VOC into customer needs . 39
10.4.5 Structure customer needs .43
10.4.6 Prioritize customer needs .45
10.4.7 Customer needs quantification and plan .47
10.4.8 Gemba visit guide .51
10.5 Deploying solutions .51

iii
ISO/DTR 16355-9:2025(en) ®
11 Blitz QFD .52
11.1 General .52
11.2 Effect-to-cause wishbone diagram .52
11.3 Maximum value table (MVT) for service .52
11.4 Maximum value table (MVT) for bagel . 53
11.5 Maximum value table (MVT) for toaster . 54
11.6 Maximum value table (MVT) for information systems. 55
12 Comprehensive QFD .55
12.1 General . 55
12.2 Comprehensive QFD deployments .57
13 Comprehensive service QFD matrices .57
13.1 General .57
13.2 Customer phase quality deployment .59
13.2.1 Customer needs-service requirements matrix (house of quality) .59
13.2.2 Customer phase cost deployment . 66
13.3 Customer phase function deployment .67
13.3.1 Function tree .67
13.3.2 Customer needs-functions matrix (proportional distribution) . 68
13.4 Customer phase reliability deployment . 69
13.4.1 General . 69
13.4.2 Failure mode affinity diagram . 69
13.4.3 Failure mode hierarchy diagram or fault tree . 69
13.4.4 Customer needs-failure modes matrix .70
13.4.5 Design failure mode and effects analysis (DFMEA) .71
13.5 System and subsystem phase deployments .71
13.5.1 System phase technology deployment .71
13.5.2 Subsystem phase deployments. 75
14 Comprehensive processed, chemical, and food product QFD matrices .77
14.1 General . 77
14.2 Customer phase quality deployment . 77
14.2.1 General . 77
14.2.2 Customer needs-bagel characteristics matrix (house of quality) . 77
14.3 System phase intermediate batch deployment. 78
14.3.1 General . 78
14.3.2 System phase bagel characteristics - dough characteristics matrix . 78
14.4 Component phase recipe deployment . 79
14.4.1 General . 79
14.4.2 Component phase dough characteristics - ingredients matrix . 79
14.4.3 Component phase robust design . 79
14.5 Preproduction phase manufacturing process deployment . 80
14.5.1 General . 80
14.5.2 Dough characteristics – manufacturing process matrix . 80
14.6 Preproduction quality control . 81
14.7 Final processed product specifications . 82
14.8 Preproduction phase on-site service operations deployment . 83
14.8.1 General . 83
14.8.2 Finished bagel characteristics - final baking matrix . 83
14.9 Preproduction phase standard operating procedures . 84
14.10 Other operations . 85
15 Comprehensive assembled or manufactured product QFD matrices .85
15.1 General . 85
15.2 Customer phase quality deployment . 86
15.2.1 General . 86
15.2.2 Customer needs-toaster characteristics matrix (house of quality) . 86
15.3 Component phase deployments . 87
15.3.1 General . 87
15.3.2 Component phase functional requirements – component parts matrix . 88

iv
ISO/DTR 16355-9:2025(en)
15.3.3 Component phase quality assurance (QA) table . . 89
15.4 Preproduction manufacturing and assembly phase deployments . 89
15.4.1 General . 89
15.4.2 Preproduction phase components – manufacturing operations matrix . 89
15.4.3 Preproduction phase components testing . 90
15.4.4 Preproduction phase quality control (QC) process planning .91
15.4.5 Preproduction phase quality control (QC) table for component assembly . 92
16 Comprehensive information, software, and digitalized products QFD matrices .93
16.1 General . 93
16.2 Software QFD with agile development . 93
16.3 Customer phase quality deployment . 94
16.3.1 General . 94
16.3.2 Customer needs-information systems functional requirements matrix (house
of quality) . 94
16.4 Component phase deployment . 95
16.4.1 General . 95
16.4.2 Non-functional requirements . 95
16.5 Production phase . 95
16.5.1 General . 95
16.5.2 Functional requirements-testing matrix. 95
16.5.3 Potentially shippable product. 95
17 Project results and next steps .95
17.1 Customer satisfaction and sales . . 95
17.2 Next projects . 96
18 Quality assurance network diagram . .97
Bibliography .100

v
ISO/DTR 16355-9:2025(en)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out through
ISO technical committees. Each member body interested in a subject for which a technical committee
has been established has the right to be represented on that committee. International organizations,
governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely
with the International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are described
in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the different types
of ISO documents should be noted. This document was drafted in accordance with the editorial rules of the
ISO/IEC Directives, Part 2 (see www.iso.org/directives).
ISO draws attention to the possibility that the implementation of this document may involve the use of (a)
patent(s). ISO takes no position concerning the evidence, validity or applicability of any claimed patent
rights in respect thereof. As of the date of publication of this document, ISO had not received notice of (a)
patent(s) which may be required to implement this document. However, implementers are cautioned that
this may not represent the latest information, which may be obtained from the patent database available at
www.iso.org/patents. ISO shall not be held responsible for identifying any or all such patent rights.
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and expressions
related to conformity assessment, as well as information about ISO's adherence to the World Trade
Organization (WTO) principles in the Technical Barriers to Trade (TBT), see www.iso.org/iso/foreword.html.
This document was prepared by Technical Committee ISO/TC 69, Applications of statistical methods,
Subcommittee SC 8, Application of statistical and related methodology for new technology and product
development.
A list of all parts in the ISO 16355 series is found on the ISO website.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies is found at www.iso.org/members.html.

vi
ISO/DTR 16355-9:2025(en)
Introduction
Quality function deployment (QFD) is a method to assure customer or stakeholder satisfaction and value
with new and existing products by designing in, from different levels and different perspectives, the
requirements that are most important to the customer or stakeholder.
The case study presented in this technical report illustrates how comprehensive QFD and related methods
and tools were used by a company which operated 70 % of the U.S. airport food and beverage market, and
set a strategic goal to increase top line revenues. It was recognized by this company that its strategic goal
could not be achieved with the approach traditionally followed by the company to develop new products
and services, which was a product-out approach focused on unit cost reduction. While cost reduction could
positively impact per-item profit, top-line revenue growth could only come from increasing prices and
number of items sold. That is why they decided to adopt QFD (a market-in approach) to increase the quality
perceived by multiple customer segments and who would demand more product and be willing to pay a
higher price.
As a result of applying QFD thinking and methods the company transformed the design of the food products,
the way these were processed, and the way they were sold. This included transforming the design of airport
facilities and staff skills including the customer sales interface, on-site food preparation areas, staff training
and the supply chain of both innovative product materials and process equipment. It was a way of achieving
a whole-system transformation that achieved their strategic targets in a short period.
The full scope of comprehensive QFD methods and tools were not all used by this company, but based on
[1]
public information available in the original food and beverage case study, an extrapolation into this single
case study has been made using additional QFD related case studies included in the first eight parts of the
ISO 16355 series of standards. The purpose is to show that QFD tools and methods are readily tailorable
for different products, processes, services, software, and system transformations. Thus, some figures and
tables have been modified from other case studies to exemplify how they might have looked had they been
used in the original food and beverage case. It is generally not recommended that a single project use all
these tools due to the time and resources required.

vii
FINAL DRAFT Technical Report ISO/DTR 16355-9:2025(en)
Applications of statistical and related methods to new
technology and product development process —
Part 9:
Unified case study applying QFD to hardware, service,
software, and hybrid products
1 Scope
This document applies the various details and case studies from ISO 16355-1 through ISO/TR 16355-8
[1]
to a unified case study based on public information available from a food and beverage case study. By
reframing the different case studies into a single story, the relationships and information flows of QFD are
more easily followed. This document briefly explains how the methods and tools of QFD and associated
methods might work in this food and beverage study. Detailed steps are found in the ISO 16355 series as
referenced in this document and readers are able to use these when implementing QFD.
Users of this document include all organization functions necessary to assure customer satisfaction,
including business planning, marketing, sales, research and development (R&D), engineering, information
technology (IT), manufacturing, procurement, quality, production, service, packaging and logistics, support,
testing, regulatory, and other phases in hardware, software, service, and system organizations.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content constitutes
requirements of this document. For dated references, only the edition cited applies. For undated references,
the latest edition of the referenced document (including any amendments) applies.
ISO 16355-1, Application of statistical and related methods to new technology and product development process
— Part 1: General principles and perspectives of quality function deployment (QFD)
3 Terms and definitions
For the purpose of this document, the terms and definitions given in ISO 16355-1 apply.
4 Basic concepts of QFD
The basic concepts of QFD are referenced in ISO 16355-1:2021, Clause 4.
5 Integration of VOC and VOS analysis and product development methods
5.1 QFD support for product development methods
QFD support for product development methods is referenced in ISO 16355-1:2021, 5.1.

ISO/DTR 16355-9:2025(en)
5.2 Flow of product development with VOC and VOS analysis
5.2.1 Organization of the VOC and VOS analysis
The flow of VOC and VOS analysis methods and tools vary according to the organization and project
requirements. Typically, they begin with broad concerns and through prioritization flow down to specifics.
5.2.2 Outline of VOC and VOS analysis
Figure 1 shows the organization of the main phases of QFD used in this document. Later in the document,
each clause and subclause will detail the step and suggest applicable methods and tools with guidance
referenced in other parts of the ISO 16355 series of standards that are used to accomplish the step.

ISO/DTR 16355-9:2025(en)
Figure 1 — Airport service project full QFD flow diagram with clause and sub-clause numbers
6 Types of QFD projects
QFD projects encompass new developments as well as generational improvements to existing products. The
types of QFD projects are referenced in ISO 16355-1:2021, Clause 6. This document includes the upgrade

ISO/DTR 16355-9:2025(en)
of existing products and services to achieve strategic organizational goals. It lies somewhere between a
generational improvement and a new offering.
7 QFD team membership
7.1 QFD recommends the use of cross-functional teams
Cross-functional teams are referenced in ISO 16355-1:2021, 7.1.
7.2 Core team membership
Core team membership is referenced in ISO 16355-1:2021, 7.2. Core team membership changes as the project
proceeds. Recommended membership is detailed in ISO 16355-5:2017, Table 1.
EXAMPLE The core QFD team of the local facility included a multi-unit manager, general manager, controller,
commissary manager, and a marketing manager. They began by tasking their QFD consultant with interviewing key
product development managers to custom tailor a QFD process to fit their business. The QFD team then attended a
customer tailored QFD Green Belt training on their core QFD methods and tools.
7.3 Subject matter experts
Subject matter experts involvement is referenced in ISO 16355-1:2021, 7.3.
7.4 QFD team leadership
QFD teams are led by members of business functions such as sales, marketing, market research, innovation,
engineering, quality, operations, or others.
NOTE 1 QFD team leadership roles are detailed in ISO 16355-5:2017, 7.4.
NOTE 2 The QFD team leader takes a position of being function-agnostic so as to remain neutral to any business
department or activity.
EXAMPLE This study was commissioned by the corporate vice president of operations, and the senior team
included the corporate director of catering standards, a brand executive, members of the new business team, and
the director of total quality management. The division senior team members included the vice president of products
and standards, director of food and beverage standards, director of procurement, and several general managers from
various local facilities. The team selection was coordinated by the vice president of total quality management. The
process began with a QFD technical diagnosis to ascertain which QFD methods and tools were most appropriate based
on the management structure, corporate culture, and product. A QFD gold belt executive presentation was made to the
senior leadership to inform them of the tasks and timelines of the project and what support was needed from them to
promote success.
8 Seven management and planning tools
The seven management and planning tools are referenced in ISO 16355-2:2017, 8.2.
NOTE The full range of QFD methods and tools are outlined in ISO 16355-1:2021, Table A.1.
9 New technology and product development voices
9.1 Voice of business
9.1.1 General
The new product development process addresses the various stakeholders' voices. While voice of customer
is commonly considered a good starting point, QFD in fact often begins with the voice of the business or
organization. This emphasizes that only a healthy ongoing concern will adequately serve its customers,

ISO/DTR 16355-9:2025(en)
somewhat akin to the pre-flight emergency instructions of "put your own oxygen mask on first before
helping others."
9.1.2 Strategic planning
9.1.2.1 General
This top-line revenue growth strategy began with the voice of the business; the guideline being that
customers are best served when the business is strong. The several business functions also represented
different objectives and clarifying and prioritizing these voices would better focus the project. QFD has
adapted several methods and tools to create, analyse, implement, and measure the success of organizational
strategy.
[2]
NOTE Strategic planning methods are referenced in ISO 16355-2:2017, 9.1.2 .
Table 1 — Revenue forecasts for major food service business lines
Total target revenue Revenue increase per business
Revenue (today) Analysis of growth potential
increase line
Customer
% of cur-
Business line
% of total % of total willingness % of total
Competitive situa- rent busi-
current million $ current million $ to spend revenue million $
tion ness line
revenue revenue more for increase
revenue
extra quality
Good (no alternatives
Airports 50 % 600 High 80 % 288 48 %
for customers)
Poor (alternatives
Highway travel
30 % 360 typically few miles Moderate 15 % 54 15 %
plazas
away
Neutral (few alterna-
Railway stations 20 % 240 tives right outside the Low 5 % 18 8 %
station)
Total 100 % 1 200 30 % 360 360
Table 2 — Revenue forecasts for airport product types
Total revenue in- Revenue increase per product
Revenue (today) Analysis of growth potential
crease type
% of total % of total % of
Product types in
% of cur- Risk of canni-
current Customer willing- business current
airport
rent busi- balizing other
business million $ million $ ness to spend more line million $ product
ness line products if
line reve- for extra quality revenue type reve-
revenue improved
nue increase nue
Made to order food 20 % 120 Very high Low 40 % 115,2 96 %
Prepared food 15 % 90 Moderate Moderate 15 % 43,2 48 %
Snacks 10 % 60 Low Moderate 5 % 14,4 24 %
Fresh drinks 30 % 180 High High 20 % 57,6 32 %
Packaged drinks 25 % 150 Low High 20 % 57,6 38 %
Total 100 % 600 48 % 288 100 % 288
EXAMPLE Top-line revenue growth forecasts were formulated with external and internal experts by analysing
the major product categories of airport, highway, and rail station food services. Current revenue in dollars and as
a percentage were first projected if no structural changes were implemented, and then re-balanced in light of
competitive opportunities, as shown in Table 1. The airport business was further analysed by different product types
as shown in Table 2.
ISO/DTR 16355-9:2025(en)
9.1.2.2 Hoshin kanri (policy management and deployment)
9.1.2.2.1 General
Hoshin kanri implements strategic intent by applying quality measurement and improvement activities to
both targets and the means to achieve them. Hoshin was used to take organizational strategies and identify
projects, for which QFD was used to assure the strategies would be achieved.
NOTE Detailed guidance of hoshin kanri is referenced in ISO 16355-2:2017, 9.1.2.2.
9.1.2.2.2 Deployment of hoshin targets and means
Forecasted strategic goals are decomposed in either or both of two ways in hoshin kanri.
Targets-to-targets deployment and means-to-means deployment.
Target-to-means deployment.
9.1.2.2.3 Targets-to-targets deployment and means-to-means deployment
Targets-to-targets and means-to-means deployments are used to breakdown executive level goals and
actions into more detailed targets and means for direct reports, who then, in turn, break them down into
further details for their direct reports, and so forth. This is useful with easily quantifiable and measurable
metrics which are then examined to confirm lower level targets and means sum to higher management level
ones. Insufficiencies and deviations at lower levels thwart organizational visions and missions if not made
visible. In targets-to-targets deployment, targets are assigned to direct reports and it is recommended to
resist negotiation of targets to prevent shortcomings.
NOTE Targets-to-targets deployment is detailed in ISO 16355-2:2017, 9.1.2.2.3.
Figure 2 — Revenue increase targets deployed to lower level targets in tree diagram
EXAMPLE The company began with target-to-target deployment to determine which product type would deliver
the highest revenue increase. Overall revenue increases at the retail operations level were broken into targets for
the brand TQM manager overseeing airport, highway, and railway business lines. Airport operations were then
assigned revenue increase targets with made-to-order food items showing the best growth potential as shown in the
tree diagram in Figure 2. These targets reflect the strategy in Table 2 in a more process-oriented model. This figure
shows only one branch being deployed because the highest potential for revenue increase was in airport locations, but
sometimes all branches will be deployed for better visibility. Other brand TQM manager branches for highway and
railway are deployed to their respective highway travel plaza operations manager and railway stations operations
manager.
In means-to-means deployment, the means to achieve the targets are similarly deployed lower level means
to decompose activities into more detailed actions for direct reports and their direct reports. Details of
criteria performance measures, responsibilities and schedules are added. These details are subject to
negotiation with managers to assure they are achievable in the required time frame and that appropriate
resources and funding are available. Di
...

ISO/DTR 16355-9:2025(en)
ISO/TC 69/SC 8
Secretariat: JISC
Date: 2025-08-12xx
Applications of statistical and related methods to new technology
and product development process— —
Part 9:
Unified case study applying QFD to hardware, service, software, and
hybrid products
ISO/DTR 16355-9:(en)
All rights reserved. Unless otherwise specified, or required in the context of its implementation, no part of this publication
may be reproduced or utilized otherwise in any form or by any means, electronic or mechanical, including photocopying,
or posting on the internet or an intranet, without prior written permission. Permission can be requested from either ISO
at the address below or ISO’s member body in the country of the requester.
ISO copyright office
CP 401 • Ch. de Blandonnet 8
CH-1214 Vernier, Geneva
Phone: + 41 22 749 01 11
EmailE-mail: [e-mail]
Website: www.iso.org
Published in Switzerland
ii
ISO/DTR 16355-9:(en)
Contents Page
Foreword . v
Introduction . vi
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Basic concepts of QFD . 1
5 Integration of VOC and VOS analysis and product development methods . 1
5.1 QFD support for product development methods . 1
5.2 Flow of product development with VOC and VOS analysis . 1
6 Types of QFD projects . 4
7 QFD team membership . 4
7.1 QFD recommends the use of cross-functional teams . 4
7.2 Core team membership . 4
7.3 Subject matter experts . 4
7.4 QFD team leadership . 4
8 Seven management and planning tools . 4
9 New technology and product development voices . 5
9.1 Voice of business . 5
9.2 Voice of project . 13
10 Voice of customer (VOC) . 22
10.1 Identify customers . 22
10.2 Prioritize and select customer segments . 24
10.3 Acquire VOC . 26
10.4 Analyze voice of customer (VOC) . 37
10.5 Deploying solutions . 55 ®
11 Blitz QFD . 56
11.1 General. 56
11.2 Effect-to-cause wishbone diagram . 56
11.3 Maximum value table (MVT) for service . 57
11.4 Maximum value table (MVT) for bagel . 58
11.5 Maximum value table (MVT) for toaster . 59
11.6 Maximum value table (MVT) for information systems . 60
12 Comprehensive QFD . 61
12.1 General. 61
12.2 Comprehensive QFD deployments . 62
13 Comprehensive service QFD matrices . 62
13.1 General. 62
13.2 Customer phase quality deployment . 64
13.3 Customer phase function deployment . 73
13.4 Customer phase reliability deployment . 75
13.5 System and subsystem phase deployments . 78
14 Comprehensive processed, chemical, and food product QFD matrices . 85
14.1 General. 85
14.2 Customer phase quality deployment . 86
14.3 System phase intermediate batch deployment . 87
iii
ISO/DTR 16355-9:(en)
14.4 Component phase recipe deployment . 88
14.5 Preproduction phase manufacturing process deployment . 90
14.6 Preproduction quality control . 91
14.7 Final processed product specifications . 92
14.8 Preproduction phase on-site service operations deployment . 93
14.9 Preproduction phase standard operating procedures . 94
14.10 Other operations . 95
15 Comprehensive assembled or manufactured product QFD matrices . 96
15.1 General. 96
15.2 Customer phase quality deployment . 96
15.3 Component phase deployments . 98
15.4 Preproduction manufacturing and assembly phase deployments . 100
16 Comprehensive information, software, and digitalized products QFD matrices . 104
16.1 General. 104
16.2 Software QFD with agile development . 104
16.3 Customer phase quality deployment . 105
16.4 Component phase deployment . 106
16.5 Production phase . 107
17 Project results and next steps . 107
17.1 Customer satisfaction and sales . 107
17.2 Next projects . 109
18 Quality assurance network diagram . 109
Bibliography . 112

iv
ISO/DTR 16355-9:(en)
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out through
ISO technical committees. Each member body interested in a subject for which a technical committee has been
established has the right to be represented on that committee. International organizations, governmental and
non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the
International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are described
in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the different types of
ISO documents should be noted. This document was drafted in accordance with the editorial rules of the
ISO/IEC Directives, Part 2 (see www.iso.org/directives).
ISO draws attention to the possibility that the implementation of this document may involve the use of (a)
patent(s). ISO takes no position concerning the evidence, validity or applicability of any claimed patent rights
in respect thereof. As of the date of publication of this document, ISO had not received notice of (a) patent(s)
which may be required to implement this document. However, implementers are cautioned that this may not
represent the latest information, which may be obtained from the patent database available at
www.iso.org/patents. ISO shall not be held responsible for identifying any or all such patent rights.
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation of the voluntary nature of standards, the meaning of ISO specific terms and expressions
related to conformity assessment, as well as information about ISO's adherence to the World Trade
Organization (WTO) principles in the Technical Barriers to Trade (TBT), see www.iso.org/iso/foreword.html.
This document was prepared by Technical Committee ISO/TC 69, Applications of statistical methods,
Subcommittee SC 8, Application of statistical and related methodology for new technology and product
development.
A list of all parts in the ISO 16355-9 series is found on the ISO website.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies is found at www.iso.org/members.html.
v
ISO/DTR 16355-9:(en)
Introduction
Quality function deployment (QFD) is a method to assure customer or stakeholder satisfaction and value with
new and existing products by designing in, from different levels and different perspectives, the requirements
that are most important to the customer or stakeholder.
The case study presented in this technical report illustrates how comprehensive QFD and related methods
and tools were used by a company which operated 70 % of the U.S. airport food and beverage market, and set
a strategic goal to increase top line revenues. It was recognized by this company that its strategic goal could
not be achieved with the approach traditionally followed by the company to develop new products and
services, which was a product-out approach focused on unit cost reduction. While cost reduction could
positively impact per-item profit, top-line revenue growth could only come from increasing prices and number
of items sold. That is why they decided to adopt QFD (a market-in approach) to increase the quality perceived
by multiple customer segments and who would demand more product and be willing to pay a higher price.
As a result of applying QFD thinking and methods the company transformed the design of the food products,
the way these were processed, and the way they were sold. This included transforming the design of airport
facilities and staff skills including the customer sales interface, on-site food preparation areas, staff training
and the supply chain of both innovative product materials and process equipment. It was a way of achieving a
whole-system transformation that achieved their strategic targets in a short period.
The full scope of comprehensive QFD methods and tools were not all used by this company, but based on
[ [1]]
public information available in the original food and beverage case study, 0, an extrapolation into this single
case study has been made using additional QFD related case studies included in the first eight parts of the ISO
16355 series of standards. The purpose is to show that QFD tools and methods are readily tailorable for
different products, processes, services, software, and system transformations. Thus, some figures and tables
have been modified from other case studies to exemplify how they might have looked had they been used in
the original food and beverage case. It is generally not recommended that a single project use all these tools
due to the time and resources required.
vi
ISO/DTR 16355-9:(en)
Applications of statistical and related methods to new technology and
product development process — —
Part 9:
Unified case study applying QFD to hardware, service, software, and
hybrid products
1 Scope
This document applies the various details and case studies from parts ISO 16355-1 through ISO/TR 16355-8
[ [1]]
to a unified case study based on public information available from a food and beverage case study. 0. By
reframing the different case studies into a single story, the relationships and information flows of QFD are
more easily followed. This document briefly explains how the methods and tools of QFD and associated
methods might work in this food and beverage study. Detailed steps are found in parts 1-9 of the ISO 16355
standardseries as referenced in this document and readers are able to use these when implementing QFD.
Users of this standarddocument include all organization functions necessary to assure customer satisfaction,
including business planning, marketing, sales, research and development (R&D), engineering, information
technology (IT), manufacturing, procurement, quality, production, service, packaging and logistics, support,
testing, regulatory, and other phases in hardware, software, service, and system organizations.
2 Normative references
The following documents are referred to in the text in such a way that some or all of their content constitutes
requirements of this document. For dated references, only the edition cited applies. For undated references,
the latest edition of the referenced document (including any amendments) applies.
ISO 16355--1, Application of statistical and related methods to new technology and product development process
— Part 1: General principles and perspectives of quality function deployment (QFD)
3 Terms and definitions
For the purpose of this document, the terms and definitions given in ISO 16355-1:2021 apply.
4 Basic concepts of QFD
The basic concepts of QFD are referenced in ISO 16355-1:20152021, Clause 4.
5 Integration of VOC and VOS analysis and product development methods
5.1 QFD support for product development methods
QFD support for product development methods is referenced in ISO 16355-1:2021 clause , 5.1.
5.2 Flow of product development with VOC and VOS analysis
5.2.1 Organization of the VOC and VOS analysis
The flow of VOC and VOS analysis methods and tools vary according to the organization and project
requirements. Typically, they begin with broad concerns and through prioritization flow down to specifics.
ISO/DTR 16355-9:(en)
5.2.2 Outline of VOC and VOS analysis
Figure 1Figure 1 — Airport service project full QFD flow diagram with clause and sub-clause numbers shows
the organization of the main phases of QFD used in this document. Later in the document, each clause and
sub-clausesubclause will detail the step and suggest applicable methods and tools with guidance referenced
in other parts of thisthe ISO 16355 series standard of standards that are used to accomplish the step.
ISO/DTR 16355-9:(en)
16355-9_ed1fig1.EPS
Figure 1 — Airport service project full QFD flow diagram with clause and sub-clause numbers
ISO/DTR 16355-9:(en)
6 Types of QFD projects
QFD projects encompass new developments as well as generational improvements to existing products. The
types of QFD projects are referenced in ISO 16355-1:2021, Clause 6. This reportdocument includes the
upgrade of existing products and services to achieve strategic organizational goals. It lies somewhere between
a generational improvement and a new offering.
7 QFD team membership
7.1 QFD recommends the use of cross-functional teams
Cross-functional teams are referenced in ISO 16355-1:2021, 7.1.
7.2 Core team membership
Core team membership is referenced in ISO 16355-1:2021 clause , 7.2. Core team membership changes as the
project proceeds. Recommended membership is detailed in ISO 16355-5:2017, Table 1.
EXAMPLE The core QFD team of the local facility included a multi-unit manager, general manager, controller,
commissary manager, and a marketing manager. They began by tasking their QFD consultant with interviewing key
product development managers to custom tailor a QFD process to fit their business. The QFD team then attended a
customer tailored QFD Green Belt training on their core QFD methods and tools.
7.3 Subject matter experts
Subject matter experts involvement is referenced in ISO 16355-1:2021, 7.3.
7.4 QFD team leadership
QFD teams are led by members of business functions such as sales, marketing, market research, innovation,
engineering, quality, operations, or others.
NOTE 1 QFD team leadership roles are detailed in ISO 16355-5:2017, 7.4.
NOTE 2 The QFD team leader takes a position of being function-agnostic so as to remain neutral to any business
department or activity.
EXAMPLE This study was commissioned by the corporate vice president of operations, and the senior team included
the corporate director of catering standards, a brand executive, members of the new business team, and the director of
total quality management. The division senior team members included the vice president of products and standards,
director of food and beverage standards, director of procurement, and several general managers from various local
facilities. The team selection was coordinated by the vice president of total quality management. The process began with
a QFD technical diagnosis to ascertain which QFD methods and tools were most appropriate based on the management
structure, corporate culture, and product. A QFD gold belt executive presentation was made to the senior leadership to
inform them of the tasks and timelines of the project and what support was needed from them to promote success.
8 7Seven management and planning tools
The 7seven management and planning tools are referenced in ISO 16355-2:2017, 8.2.
NOTE The full range of QFD methods and tools are outlined in ISO 16355-1:2021, Table A.1.
ISO/DTR 16355-9:(en)
9 New technology and product development voices
9.1 Voice of business
9.1.1 General
The new product development process addresses the various stakeholders' voices. While voice of customer is
commonly considered a good starting point, QFD in fact often begins with the voice of the business or
organization. This emphasizes that only a healthy ongoing concern will adequately serve its customers,
somewhat akin to the pre-flight emergency instructions of "put your own oxygen mask on first before helping
others."
9.1.2 Strategic planning
9.1.2.1 General
This top-line revenue growth strategy began with the voice of the business; the guideline being that customers
are best served when the business is strong. The several business functions also represented different
objectives and clarifying and prioritizing these voices would better focus the project. QFD has adapted several
methods and tools to create, analyzeanalyse, implement, and measure the success of organizational strategy.
[ [2] ]
NOTE Strategic planning methods are referenced in ISO 16355-2:2017, 9.1.2 0 . .
Table 1 — Revenue forecasts for major food service business lines
Total target
Revenue Revenue increase per
revenue Analysis of growth potential
(today) business line
increase
Customer
Business line % of
(%)% of (%)% of willingness % of
current
total million total million Competitive to spend total million
business
current $ current $ situation more for revenue $
line
extra
revenue revenue increase
revenue
quality
Good (no
Airports 50 % 600 alternatives for High 80 % 288 48 %
customers)
Poor (alternatives
Highway travel
30 % 360 typically few miles Moderate 15 % 54 15 %
plazas
away
Neutral (few
Railway stations 20 % 240 alternatives right Low 5 % 18 8 %
outside the station)
Total 100 % 1 200 30 % 360    360
Table 2 — Revenue forecasts for airport product types
Revenue Total revenue Revenue increase per
Analysis of growth potential
(today) increase product type
Product
(%)% of % of
(%)% of Risk of % of
total Customer total
types in
current cannibalizing current
current million million willingness to business million
airport
business other product
business $ $ spend more for line $
line products if type
line extra quality revenue
revenue improved revenue
revenue increase
Made to order
20 % 120   Very high Low 40 % 115,2 96 %
food
ISO/DTR 16355-9:(en)
Revenue Total revenue Revenue increase per
Analysis of growth potential
(today) increase product type
Product (%)% of % of
(%)% of Risk of % of
types in total Customer total
current cannibalizing current
current million million willingness to business million
airport
business other product
business $ $ spend more for line $
line products if type
line extra quality revenue
revenue improved revenue
revenue increase
Prepared food 15 % 90   Moderate Moderate 15 % 43,2 48 %
Snacks 10 % 60   Low Moderate 5 % 14,4 24 %
Fresh drinks 30 % 180   High High 20 % 57,6 32 %
Packaged drinks 25 % 150   Low High 20 % 57,6 38 %
Total 100 % 600 48 % 288   100 % 288
EXAMPLE Top-line revenue growth forecasts were formulated with external and internal experts by
analyzinganalysing the major product categories of airport, highway, and rail station food services. Current revenue in
dollars and as a percentage were first projected if no structural changes were implemented, and then re-balanced in light
of competitive opportunities, as shown in Table 1Table 1 — Revenue forecasts for major food service business lines. The
airport business was further analyzedanalysed by different product types as shown in Table 2Table 2 — Revenue
forecasts for airport product types.
9.1.2.2 Hoshin kanri (policy management and deployment)
9.1.2.2.1 General
Hoshin kanri implements strategic intent by applying quality measurement and improvement activities to
both targets and the means to achieve them. Hoshin was used to take organizational strategies and identify
projects, for which QFD was used to assure the strategies would be achieved.
NOTE Detailed guidance of hoshin kanri is referenced in ISO 16355-2:2017, 9.1.2.2.
9.1.2.2.2 Deployment of hoshin targets and means
Forecasted strategic goals are decomposed in either or both of two ways in hoshin kanri.
Targets-to-targets deployment and means-to-means deployment.
Target-to-means deployment.
9.1.2.2.3 Targets-to-targets deployment and means-to-means deployment
Targets-to-targets and means-to-means deployments are used to breakdown executive level goals and actions
into more detailed targets and means for direct reports, who then, in turn, break them down into further
details for their direct reports, and so forth. This is useful with easily quantifiable and measurable metrics
which are then examined to confirm lower level targets and means sum to higher management level ones.
Insufficiencies and deviations at lower levels thwart organizational visions and missions if not made visible.
In targets-to-targets deployment , targets are assigned to direct reports and it is recommended to resist
negotiation of targets to prevent shortcomings.
NOTE Targets-to-targets deployment is detailed in ISO 16355-2:2017, 9.1.2.2.3.
ISO/DTR 16355-9:(en)
16355-9_ed1fig2.EPS
Figure 2 — Revenue increase targets deployed to lower level targets in tree diagram
EXAMPLE The company began with target-to-target deployment to determine which product type would deliver
the highest revenue increase. Overall revenue increases at the retail operations level were broken into targets for the
brand TQM manager overseeing airport, highway, and railway business lines. Airport operations were then assigned
revenue increase targets with made-to-order food items showing the best growth potential as shown in the tree diagram
in Figure 2Figure 2 — Revenue increase targets deployed to lower level targets in tree diagram. These targets reflect the
strategy in Table 2Table 2 — Revenue forecasts for airport product types in a more process-oriented model. This figure
shows only one branch being deployed because the highest potential for revenue increase was in airport locations, but
sometimes all branches will be deployed for better visibility. Other brand TQM manager branches for highway and
railway are deployed to their respective highway travel plaza operations manager and railway stations operations
manager.
In means-to-means deployment, the means to achieve the targets are similarly deployed lower level means to
decompose activities into more detailed actions for direct reports and their direct reports. Details of criteria
performance measures, responsibilities and schedules are added. These details are subject to negotiation with
managers to assure they are achievable in the required time frame and that appropriate resources and funding
are available. Direct report's performance measures are reviewed to confirm they sum to manager's means
performance measures.
NOTE Means-to-means deployment is detailed in ISO 16355-2:2017, 9.1.2.2.3.
16355-9_ed1fig3.EPS
Figure 3 — Means to achieve targets deployed to lower level means in tree diagram
EXAMPLE The VP of retail operations deployed and negotiated selecting products which sell for a higher price for
higher quality to the brand TQM manager, who then deployed and negotiated identifying products to be potentially sold
at higher prices by adding value to them to the local airport operations manager to identify best locations, service times,
and serve modes as shown in the tree diagram in Figure 3Figure 3 — Means to achieve targets deployed to lower level
means. This figure shows only one branch being deployed, but other VP branches could be similarly deployed to the
marketing manager to identify low revenue products and to the logistics manager to ensure availability of high revenue
ISO/DTR 16355-9:(en)
generating products. Aligning business functions is retained by the VP as part of their responsibility. Sometimes all
branches will be deployed for better visibility.
9.1.2.2.4 Target-to-means deployment
Target-to-means deployments confirm that means are sufficient to achieve targets both down and across
organizational functions and departments. They are reviewed by upper management, peer managers, and
direct reports to share proposed activities and investigate any interactions that encourage support as well as
preventing or mitigating potential negative impacts. The two approaches of targets-to-targets and means-to-
means and target-to-means are used independently or sequenced as the organization matures.
Target-to-means deployment juxtaposes the targets which are negotiated between managers and their direct
reports with their respective means to achieve them. As with targets, means also include performance targets
and how to measure them in addition to schedules and responsibilities. The purpose of juxtapositioning the
targets and means of managers and their direct reports is as follows.
a) 1) Show the strength of relationships between targets and means to assure means are sufficient
to achieve targets.
b) 2) Show the strength of relationships between managers and their direct reports, especially
where manager targets and means are allocated among several direct reports in different departments or
work groups.
c) 3) Indicate portions of manager targets and means retained by the manager and not deployed to
direct reports.
Two common juxtapositionings are L-matrices comprised of two axes, typically showing how a manager's
means transform into direct reports' targets. These are tailored for each direct report, who then deploy their
targets into means which become targets for their direct reports. This process is repeated across the
organization and down each management level. Its purpose as stated above is create a roadmap of activity
sufficiency and responsibility. L-matrices are deployed differently in line and staff organizations. In line
organizations such as manufacturing, manager targets are deployed into direct reports' sub-targets, which are
further deployed into their direct reports' sub-sub-targets. In staff organizations, the manager's means are
deployed into their direct reports' targets who are tasked with carrying out their manager's means though
more detailed means of their own. These detailed means then become targets for their direct reports, and so
forth.
The other common juxtapositioning is the X-matrix, also referred to as an A3X-matrix due to larger paper size
to print its greater detail. Detailing complex strategies which require specific timing and performance
achievements are strengthened by the visual mapping in the X-matrix. This project was a production
organization and straight-forward enough to progress from the above target and means tree diagrams, since
the locations, customers, and products were more of a strategic shift than new to the company.
NOTE The X-matrix is detailed in ISO 16355-2:2017, 9.1.2.2.3.
Table 3 — X-matrix for breakfast service
ISO/DTR 16355-9:(en)
16355-9_ed1figTab3.EPS
EXAMPLE The capability of the X-matrix with data from this case study is shown in Table 3 — X-matrix for breakfast
service which is from the mid-level position of the TQM manager. Analysis of the X-matrix begins with the 9 o'clock
position. Only details connected to the airport project will be described here. The TQM manager target of increase airport
revenue by 48 % is mapped clockwise to the TQM manager means in the 12 o'clock position of "identify products which
can be potentially sold at higher price by adding value to them" and "identify products which can be sold with additional
customer service efforts." The strong relationships between the TQM manager target and means in the 11 o'clock position
are indicated by the • and related symbols confirming confidence that these means are sufficient to achieve the targets.
The TQM manager's targets are then deployed into the PHX airport area managers' targets in the 3 o'clock position, with
the 1 o'clock position indicating the relationship or contribution that each PHX airport area manager will make to achieve
the TQM manager's means. The 2 o'clock position indicates the responsibility of each PHX area manager to the TQM
manager's means, as well. The 6 o'clock position projects the revenue, cost, and profit results to be achieved if the means
are carried out according to plan. The 5 o'clock position indicates the relationship or contribution of the PHX area
managers' targets to the projected results, and the 7 o'clock position indicates the relationship of the projected results to
the TQM manager's targets.
9.1.2.3 Porter five force competitive analysis
Hoshin kanri confirmed that the company had sufficient internal activities to support achievement of the top
line revenue targets for airport food services. Next was to examine the external environment for potential
opportunities and threats to be addressed. The Porter five force analysis is useful for understanding the
following forces as shown in Figure 4Figure 4 — Porter five force competitive analysis for airport breakfast
service.
NOTE Porter five-force competitive analysis is detailed in ISO 16355-2:2017, 9.1.2.3.
ISO/DTR 16355-9:(en)
16355-9_ed1fig4.EPS
Figure 4 — Porter five force competitive analysis for airport breakfast service
EXAMPLE Porter's five forces for the airport breakfast service are as follows.:
a) 1) Threat of new market entrants. Airports are surrounded by hotels and restaurants offering made-to-
order breakfast menus, airlines are improving on-board food services and offerings at airline club lounges, and
souvenir and magazine shops offer prepackaged options such as energy bars and meal replacement drinks.
b) 2) Bargaining power of suppliers. Some travelerstravellers choose to bring food from home or eat
elsewhere if the airport food service are not attractive. Even business travelerstravellers with meal allowances or
full reimbursement would be reluctant to spend on unsatisfying food offerings, leaving potential revenue unspent.
c) 3) Threat of substitutes. An increase in air travel is bringing increased interest in new foods, local or
international cuisines, and healthier, fresh-made options to traditional breakfasts. Younger travelerstravellers are
preferring non-breakfast foods such as sandwiches and snacks.
d) 4) Bargaining power of buyers. Equipment and food suppliers that develop airport-friendly products could
offer them to competitors which would diminish uniqueness of new offerings. Airport leases and contracts could be
increased in costs or offered to competitors.
e) 5) Competitive rivalry. Based on the above forces, the company determined that the biggest threat could
come from on-board food service which would require no extra time required for hurried travelerstravellers to
purchase or be inappropriate for in-seat consumption. A strategic opportunity lied in developing a fresh, healthy,
make-to-order, fast-to-purchase breakfast that could be conveniently and cleanly consumed in an airport gate area
or on board in standard airline seat and tray table. A secondary strategy was formed to contract to offer food
ISO/DTR 16355-9:(en)
preparation to airline club lounges emphasizing the company brand quality. More detailed tactics would be
developed using the New Lanchester Strategy method explained below.
9.1.2.4 Kotler’s market portfolio planning
Kotler's approach to product, price, place, and promotion planning (4 Ps) are further strategized using the
new Lanchester strategy for sales and marketing shown below. These are also documented in
Table 10Table 10 — Airport breakfast service customer characteristics table. .
NOTE Kotler market portfolio planning is detailed in ISO 16355-2:2017, 9.1.2.4.
9.1.2.5 New Lanchester strategy for sales and marketing
9.1.2.5.1 General
Lanchester's military strategies have been adapted to sales and marketing tactical responses. First the relative
market shares of competitors are estimated to determine the structure of the market, which competitors are
within shooting range, and whether our current share will be improved by adopting the strategy of the strong,
the weak, or both. Then, specific tactical responses are identified accordingly.
NOTE New Lanchester strategy is detailed in ISO 16355-2:2017, 9.1.2.6.
9.1.2.5.2 Market shares of competitors
EXAMPLE Air travel passengers have several breakfast locations to consider as identified in the above Porter 5-
force analysis. These locations are estimated market shares are as follows.:
1)
Deleted Cells
a) Food vendors around airports 25 % (departing from hub airport)
2)
b) On-board food 5 %
3)
c) Non-food shops (non-corporate) 10 %
4)
d) Airline club lounges 15 % (business class
travelerstravellers)
5)
e) Current corporate kiosks 45 %.
9.1.2.5.3 Market structure
EXAMPLE New Lanchester strategy defines five market structures: monopoly, premium, duopoly, oligopoly, and
unstable. The company determined that since their current kiosks were the market share leader with greater than 41,7 %
market share and was beyond the shooting range (1,7 x× market share) of the second place food vendors around airports
(25 % x× 1,7), they are in a premium market structure.
9.1.2.5.4 Strategy of the strong
New Lanchester strategy recommends that the market leader in a premium market structure adopt the
strategy of the strong to defend and gain share and prevent weaker competitors from using the strategy of the
weak. The strategy of the strong employs six categories of strategies as follows of which 2) and 4) offered
potential.
EXAMPLE Airport breakfast service strategies include the following.:
1) a)  Matching operations: match your weaker competitors to prevent their differentiation strategy from
working. The company will develop freshly prepared made-to-order meals to match what food vendors around the
airports offer.
ISO/DTR 16355-9:(en)
2) b)  Wide-area battles: compete with wide ranging product lines, territories, and customer bases. the
company considered the small retail footprint and time constraints of customers to make wide ranging product offerings
unfeasible.
3) c)  Stochastic battles: force your competitors and even allies to battle each other. The company was
concerned that many food vendors in the airport area might be locally-owned small businesses and would complain to
the regional authorities that govern the airport operations, so this strategy was not employed.
4) d)  Remote battles: use your distributors and suppliers to your advantage. Use strong advertising and
publicity campaigns. Since the airport sells to hurried customers consuming in a narrow seat, and a high vibration and
noise environment, customized processes, equipment, and food recipes are needed.
5) e)  Comprehensive battles: fight on all fronts with comprehensive product lines, territories, and
customer bases. Due to the limited foot traffic in an airport, small retail footprint, and time constraints of traveling
customers, this strategy was considered unfeasible.
6) f)  Inducement operations: find out competitor’s plans and beat them to the market. The airport
breakfast menu was thought to be somewhat bound to traditional meal options with a few local specialties, but rarely
with disruptive changes that were initiated by competitive food vendors.
9.1.2.5.5 Matching operations
New Lanchester strategy suggests numerous tactical tactics for matching operations. The company adopted
the following.
EXAMPLE Matching operations for the airport breakfast service include the following.:
—  Use staffers to monitor local food vendors for new food trends.
—  Ask target segment customers about their changing preferences and new food trends in other cities.
9.1.2.5.6 Remote battles
EXAMPLE Remote battles for the airport breakfast service include the following.:
—  The noise and vibrations of an airport operation requires special recipes and ingredients for yeast-
rising baked goods and whipped products such as eggs and blended beverages.
—  Food and equipment suppliers could be contracted to limit sales to potential competitors which would
be consistent with Porter's force of bargaining power of suppliers, explained above.
9.1.2.6 Balanced scorecard
9.1.2.6.1 General
Targets and means to achieve them are set with hoshin kanri and aree monitored during the business period
using the balanced scorecard method. Four common groupings of scoring metrics and additional sub-metrics
are as follows.
NOTE Balanced scorecard is detailed in ISO 16355-2:2017, 9.1.2.7.2.
EXAMPLE The balanced scorecard for the airport breakfast service includes the following.:
a) a) Customer perspective — how do our customers see us;
1) 1) Improve perception of quality as measured using a net promoter score survey as detailed in
[ [3] ]
ISO 16355-3:2019, 9.11 0 ; ;
...