ISO/TR 16355-9:2026

• Abstract:

  This document applies the various details and case studies from ISO 16355-1 through ISO/TR 16355-8 to a unified case study based on public information available from a food and beverage case study.[1] 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.

• Status: Published
• Publication Date: 22-Jun-2026
• 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: 6060 - International Standard published
• Start Date: 23-Jun-2026
• Due Date: 01-Jul-2026
• Completion Date: 23-Jun-2026

ISO/TR 16355-9:2026 is an ISO Technical Report on quality function deployment (QFD) applied through a unified food and beverage case study. It shows how QFD methods and tools can be used across hardware, service, software, and hybrid products, and it is written for organizations that need to turn customer and stakeholder needs into product, process, and service decisions. The report is a guided case study rather than a requirements standard, so it is most useful when a team wants to understand how the ISO 16355 series fits together in practice.

What does ISO/TR 16355-9:2026 specify?

ISO/TR 16355-9:2026 specifies how the methods and case studies from ISO 16355-1 through ISO/TR 16355-8 can be combined into one food and beverage example so that the information flow of QFD is easier to follow. It briefly explains how QFD tools and related methods are used in that case, while the detailed steps are left to the referenced parts of the ISO 16355 series.

The document is organized into clauses that move from concepts to deployment and results:

• Clauses 1 to 4 cover scope, referenced standards, terms and definitions, and the basic concepts of QFD.
• Clause 5 links voice of customer (VOC) and voice of stakeholder (VOS) analysis to product development methods.
• Clauses 6 to 10 cover project types, team membership, planning tools, business and project voices, and VOC identification, acquisition, and analysis.
• Clause 11 presents Blitz QFD.
• Clause 12 introduces comprehensive QFD.
• Clauses 13 to 16 show comprehensive QFD matrices for service, processed or food products, manufactured or assembled products, and information or software products.
• Clauses 17 and 18 cover project results, next steps, and the quality assurance network diagram.

What are the key requirements of ISO/TR 16355-9:2026?

ISO/TR 16355-9:2026 is not a prescriptive product standard, but it does set out the main QFD practices, sequence, and decision points that the case study follows. The most important point is that the report connects customer needs to business goals, project selection, design decisions, and launch actions through a structured set of QFD tools.

Start with strategy and project selection

Clause 9 uses the voice of business and the voice of project to link QFD work to strategy. It names tools such as Hoshin kanri, Porter five force competitive analysis, Kotler’s market portfolio planning, New Lanchester strategy for sales and marketing, and Balanced scorecard.

In practice, this means the team should not start from product ideas alone. It should first check whether the project supports business goals and then prioritize projects against those goals.

Build a cross-functional QFD team

Clause 7 recommends cross-functional teams, core team membership, subject matter experts, and clear team leadership. The report shows that QFD work involves both business and technical functions, with the leader staying neutral to any one department.

In practice, this matters because QFD needs input from sales, operations, engineering, quality, and other functions at the same time. The case study shows that team composition changes as the project moves forward.

Capture and structure VOC and VOS

Clause 10 is the main VOC section. It covers identifying customers, customer applications or modes of use, selecting customer segments, and acquiring VOC through gemba visit checklists, customer process models, gemba visit tables, gemba visit logs, and other sources such as focus groups, social media, and customer surveys.

The same clause also shows how VOC is analyzed and translated into customer needs, including structure with affinity and hierarchy diagrams, prioritization, and customer needs quantification. In practice, this tells a team what to observe, how to record it, and how to turn raw customer statements into usable design inputs.

Use the right tools to deploy solutions

Clause 10.5 explains that QFD deploys customer needs into design, development, operations, and commercialization functions. Clause 11 then introduces Blitz QFD for quick, focused deployment of the most important needs using an effect-to-cause wishbone diagram and a maximum value table (MVT).

This is practical when a team needs a short, targeted project. Instead of mapping everything at once, the team can focus on the few needs that matter most and expand later if needed.

Expand into comprehensive QFD when the system needs it

Clause 12 explains comprehensive QFD as a linked set of L-matrices that transfer priorities from one dimension to the next. Clauses 13 to 16 then adapt that approach to different solution types.

The service path in Clause 13 includes customer needs-service requirements, cost deployment, function deployment, reliability deployment, and system and subsystem technology deployment. The processed product path in Clause 14 follows the food example through bagel characteristics, dough characteristics, ingredients, manufacturing process, quality control, final product specifications, and standard operating procedures. The manufactured product path in Clause 15 covers customer needs-toaster characteristics, component deployment, QA, manufacturing, assembly, testing, and QC. The software path in Clause 16 covers functional and non-functional requirements, agile development with SCRUM, testing, and the potentially shippable product.

Close the loop with results and learning

Clause 17 tracks customer satisfaction and sales against project goals and strategy. Clause 18 uses the quality assurance network diagram to show responsibilities, information flow, and the documents used through the development process.

In practice, this means QFD is not finished when the matrix is built. The report expects teams to measure outcomes, learn from them, and reuse the process in later projects.

What terms does ISO/TR 16355-9:2026 define?

• Quality function deployment (QFD) - A method for assuring customer or stakeholder satisfaction and value by designing customer and stakeholder requirements into products, services, and systems at different levels.
• Voice of customer (VOC) - Information that captures what customers need, want, and experience, and that can be translated into design and process inputs.
• Voice of stakeholder (VOS) - Information from stakeholders other than customers that can also shape project decisions and product development.
• Maximum value table (MVT) - A table used in Blitz QFD to deploy the highest-priority customer needs into solution factors such as requirements, functions, materials, equipment, and tasks.
• Design failure mode and effects analysis (DFMEA) - A structured way to examine design failure modes and their effects so they can be addressed during development.
• Hoshin kanri - A policy management and deployment approach used here to connect strategic direction with project priorities.
• SCRUM - An agile development method used in the software section to organize backlog items into short, managed development cycles.

Who uses ISO/TR 16355-9:2026?

ISO/TR 16355-9:2026 is used by cross-functional teams in hardware, software, service, and system organizations. The scope names business planning, marketing, sales, research and development (R&D), engineering, information technology (IT), manufacturing, procurement, quality, production, service, packaging, logistics, support, testing, and regulatory functions.

In practice, those roles use the report to identify customers, gather VOC, prioritize projects, deploy needs into matrices, define controls and specifications, and document how a project moves from concept to launch and improvement. It is especially relevant for teams working on new offerings or upgrades that need to align customer experience, operations, and commercialization.

Which standards are used with ISO/TR 16355-9:2026?

Standard	What it contributes to ISO/TR 16355-9:2026
ISO 16355-1	General principles and perspectives of QFD, basic concepts, and the shared terms used across the series.
ISO 16355-2:2017	Non-quantitative approaches for acquiring VOC and VOS, and the seven management and planning tools.
ISO 16355-3:2019	Quantitative approaches for acquiring VOC and VOS.
ISO 16355-4:2017	Analysis of non-quantitative and quantitative VOC and VOS.
ISO 16355-5:2017	Solution strategy, cross-functional team guidance, MVT, and L-matrix guidance.
ISO/TS 16355-6:2019	QFD-related approaches to optimization, including design of experiments and Taguchi methods.
ISO 16355-7:2023	Guidelines for digitalized products and services, including agile software development with QFD and non-functional requirements.
ISO/TR 16355-8:2017	Guidelines for commercialization and life cycle, including preproduction deployment, task management, customer satisfaction measurement, and the quality assurance network diagram.

What does the ISO/TR 16355-9:2026 document contain?

ISO/TR 16355-9:2026 contains a food and beverage case study recast into one linked QFD story, with examples that move from strategic goals to customer needs and then into service, processed food, manufactured product, and software deployments. It includes methods and artefacts such as gemba visit tools, customer process models, customer voice tables, affinity and hierarchy diagrams, AHP-based prioritization, quality planning tables, effect-to-cause wishbone diagrams, and MVTs.

The report also contains comprehensive QFD matrices for service, bagel, toaster, and information systems/software, plus supporting documents such as DFMEA, quality control process sheets, product specifications, SOPs, task deployment tables, customer satisfaction results, sales results, and the quality assurance network diagram. These items are used for design, development, testing, commercialization, and ongoing improvement.

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

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

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

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

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

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

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

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

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

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