JSQC STANDARD

sampleGuideline for New Product andService Development Management
JSQC-Std 22-001 (E) : 2019

Established2019.5.20

Published by
The Japanese Society for Quality Control

Table of contents
Preface ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 2
Introduction ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 3
1. Scope ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・

4

2. Normative references ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・

4

3. Terms and definitions ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 4
4. Fundamentals of new product and service development management ・・・・・・・・・・・・・・・・ 5
4.1 Role of new product and service development management in TQM ・・・・・・・・・・・・・・

5

4.2 Basic concept of customer value creation ・・・・・・・・・・・・・・・・・・・・・・・・・

8

sample4.3 Key management activities in new product and service development management ・・・・・・・・・ 11
5. How to pursue key management activities in new product and service development management? ・・・・ 15
5.1 Visualization of the development process ・・・・・・・・・・・・・・・・・・・・・・・・・ 15
5.2 Planning of new products and services and identification of latent needs ・・・・・・・・・・・・・ 19
5.3 Project management ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 22
5.4 Identify bottleneck technologies and achieve breakthroughs ・・・・・・・・・・・・・・・・・・ 24
5.5 Standardization in design ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 27
5.6 Design review ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 30
5.7 Robust design against variation ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 34
5.8 Cross-functional collaboration and information and knowledge sharing ・・・・・・・・・・・・・ 37
5.9 Initial flow control, collection and utilization of quality information from markets and customers ・・・ 40
5.10 Review and improvement of new product and service development processes
and customer satisfaction survey ・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 43
6. Tools for managing the development of new products and services ・・・・・・・・・・・・・・・・・ 46
6.1 Quality Function Deployment ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 46
6.2 Seven Tools for Product Planning ・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 50
6.3 Design of Experiments, Robust Parameter Design ・・・・・・・・・・・・・・・・・・・・・・ 55
6.4 FMEA, FTA, Weibull Analysis ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 59
6.5 CS Portfolio, T-type Matrix ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 64
References ・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・・ 67

1PreferenceThis Standard has been established by the Japanese Society for Quality Control (Hereafter referred to as JSQC) throughthe deliberations of the Technical Board, based on the specifications management procedures of the JSQC.
This Standard represents the work protected under the Copyright Act.
Note that several parts of the standard may conflict with patents, patent applications after the laying open of theapplications, utility model rights or utility model right applications after the laying open of the applications. JSQC shallnot be responsible for confirming whether those parts of the standard infringe upon any of these patents, patentapplications after the laying open of the applications, utility model rights or utility model right applications after the laying
open of the applications.

sample2

JSQC-Std 22-001 (E):2019
Guidelines for New Product and Service Development Management（Note: This doccument is an official English translation of JSQC-Std 22-001:2019 written in Japanese）

Introduction
For an organization to maintain its raison d'etre in a rapidly changing business environment, it is important tounderstand the needs of customers and society, and to continue to create new value for customers and society bylinking these needs with the seeds (technologies, etc.) of the organization itself, and its affiliates and partners. New
product and service development management is a “series of activities to define, maintain, improve, and/or innovate

sampleprocesses and/or systems to effectively and efficiently carry out activities related to new products and services, andto utilize them in the development of the next new products and services,” and together with Quality Assurance by
Process, it forms the core of quality assurance (a set of systematic activities undertaken by organizations to ensure,verify, and demonstrate that it meets the needs of customers and society). Its content includes many elements thatcharacterize Japanese quality management, such as grasping the latent needs, identifying bottleneck technologies
and achieving breakthrough in them, design review and failure prevention, initial flow control and monitoring ofmarket information, and review of new product and service development processes.

However, with the diffusion of ISO 9001, assurance is often seen in a narrower sense as “activities that clearlystate what needs are to be met as a promise to customers and society, and provide evidence that these needs arebeing met to give a sense of trust and security,” and there are many organizations that are working from the wrong
perspective without a sufficient understanding of the purpose and content of new product and service development
management. Moreover, as the needs of customers and society diversify and the division of labor advances, it tends
to become more and more difficult to manage the development of new products and services.
With a view to ensure a better understanding of quality assurance in society and to contribute to the improvementof the quality of products and services, this standard sums up in a single package the fundamentals of new productand service development management, recommendations for major activities to be undertaken, and explanations ofuseful methods in practice. It can be applied to any organization. Clause 4 of this standard describes thefundamentals of new product and service development management, i.e., the role of new product and service
development management in TQM, the basic concept of customer value creation, and important management
activities in new product and service development management. In addition, Clause 5 discusses 10 key management
activities in new product and service development management and provides specific recommendations. The lastclause, Clause 6, discusses tools that are expected to be used in important management activities in new productand service development management, including Quality Function Deployment, the Seven Tools of Product
Planning, Design of Experiments and Robust Parameter Design, FMEA, FTA, Weibull Analysis, and CS Portfolio
and T-type Matrix.
Here, it is not effective to manage the development of new products and services in a single department orcompany. The scope of application should be expanded to include all the departments, affiliates and partners, andfurther customers and society, and these should be closely coordinated. Therefore, in this standard, the term “theorganization” is used to include all the departments and companies involved in the provision of products and services.
It is also good to understand that even as advanced technologies such as AI and IoT emerge, these technologies canbe effectively utilized by properly implementing new product and service development management.
3

1. ScopeThis standard specifies the recommendations of the Japan Society for Quality Control (JSQC) regarding new
product and service development management, which is one of the major activities of quality management.
2. Normative references
The following standard constitutes a part of the provisions of this standard, as it is cited here. Only the version of
the stated year is applicable and no revised versions or amendments are applicable.
JSQC-Std 00-001: 2018 Quality management terms

sample3. Terms and definitions

The terms and definitions specified in JSQC-Std 00-001 and the following terms and definitions apply to thisstandard. The following terms and definitions include those quoted or reprinted from other standards.
3.1 Quality assurance

A set of systematic activities undertaken by organizations to ensure, verify, and demonstrate that they meet theneeds of customers and society.
Note 1“Ensuring” refers to activities of establishing a process to understand the needs of customers andsociety, to plan and design products and services that meet those needs, and to provide them.

Note 2“Verify” refers to activities to continuously evaluate and understand whether the needs of customers
and society are being met, and to take immediate remedy and/or recurrence prevention measures ifthey are not.

Note 3“Demonstrate” refers to activities that provide a sense of trust and security by clearly stating whatneeds are being met as a promise to customers and society, and showing evidence that these needs arebeing met.

Note 4The purpose part of the above definition, “meeting the needs of customers and society,” may be called
quality assurance.
(Same as JSQC-Std 00-001)

3.2 New product and service development management
A series of activities to establish, maintain, improve, and/or innovate processes and/or systems to effectively andefficiently carry out activities related to new products and services, and to utilize them in the development of a next
new product and/or service.
Note 1The purpose of new product and service development management is to simultaneously satisfy theneeds of customers and society and to develop and utilize the seeds (technology, etc.) that theorganization possesses.

Note 2

Activities related to new products and services include marketing, planning, design, planning anddesign of the provision process, implementation of the provision process, initial flow control, andreview of the new product and service development process and/or system after development.
(Partial revision of JSQC-Std 00-001)

3.3 Customer
Organization or person receiving the product and/or service.
4

Note 1

It does not mean the person who actually purchases the product and/or service in a narrow sense, but
includes potential and target purchasers.

Note 2

It includes not only purchasers but also users, and consumers. Includes not only external organizations
and people, but also internal departments and people (subsequent processes) within the organization.
(Same as JSQC-Std 00-001, partly omitted)

3.4 Needs
Necessity of the customer or society in the course of life or activity.
Note 1

Needs include those that are explicitly stated as requirements, those that are implicit and not stated as amatter of course such as safety and security, and those that are latent and not recognized by customers
and society itself.

sampleNote 2

Needs can also be expressed as demands, requests, desires, or expectations.

3.5 Customer value creation

To create value through the provision of products and services by linking the needs of customers with the seedsof the organization itself, its affiliates and partners, etc.
3.6 Customer satisfaction

Customers' perceptions of the extent to which their expressed, implicit, or latent needs are being met.
Note 1

Customer complaints are a common indicator of low customer satisfaction, but the absence ofcustomer complaints does not necessarily imply high customer satisfaction.

Note 2

Even when customer requirements have been agreed with by the customer and have been met, thisdoes not necessarily guarantee high customer satisfaction.

Note 3

When products and services are provided that exceed customer expectations and meet their latentneeds, very high levels of satisfaction are achieved.
(Same as JSQC-Std 00-001)

4. Fundamentals of new product and service development management
4.1 Role of new product and service development management in TQM
4.1.1 What is Total Quality Management (TQM)?
Total Quality Management is “activities with quality at the core, whose aim is a long-term success of theorganization through provision of products and services that meet the needs of customers and society as well as thesatisfaction of the people working in that organization, for maintaining, improving, and innovating processes andsystems using diverse methods by all the departments and all the layers of the organization, to achieve effective andefficient organizational management matching changes in the business environment” (JSQC-Std 00-001). Total
Quality Management is often referred to as TQM, based on its acronym.
Quality in TQM refers to the degree to which the objects of interest such as products, services, processes, systems,
business, organizational culture, etc. meet the needs of customers and society. Needs may be explicit, implicit, or
latent.
The relationship between the key elements involved in TQM is shown in Fig. 1. For an organization to achieve along-term success in ever-changing business environment, it is necessary to simultaneously achieve the threesatisfactions surrounding quality: customer satisfaction, social satisfaction, and satisfaction of working people. In
5order to achieve this, the following three elements are important: “maintenance-plus-enhancement, improvement,
and innovation of processes and systems,” “participation by all the departments and all the layers of the organization,”and “utilization of diverse methods.”

Cu
sto
s

fa
tis
sa

me
r

Changes inbusiness
environment

ati
sf a

Effective andefficientorganizational
management
matching thechanges inbusiness
environment

oncti

Maintenance-plusenhancement, improvement
and innovation of processes
and systems

Long-term
success

ial

c
So

cti
on

sampleQuality

Satisfaction of working people

Participation by all the
departments and all thelayers of the organization

Utilization of diverse
methods

Fig.１ Relationship among the key elements involved in TQM

4.1.2 Quality assurance

Quality assurance is “a set of systematic activities undertaken by organizations to ensure, verify, and demonstratethat they meet the needs of customers and society” (JSQC-Std 00-001). In this context, (1) “ensure” means tounderstand the needs of customers and society, to plan and design products and services that meet those needs, andto establish a process that can provide those products and services, and (2) “verify” means to continuously evaluate
and understand whether the needs of customers and society are being met, and to take immediate remedies andrecurrence prevention measures if they are not being met. In addition, (3) “demonstrate” means to clearly state whatneeds are to be met as a promise to customers and society, and to provide evidence that these needs are being met
in order to give a sense of trust and security. Below, (1), (2), and (3) are collectively referred to as "assurance”.
For quality assurance, it is necessary to understand the needs of customers and society and reflect them in thedesign of products and services, and to realize products and services as intended. The degree to which the design ofproducts and services satisfies the needs of customers and society is called “quality of design,” and the degree towhich products and services conform to the design is called “quality of conformance.”
In order to assure the quality of design, it is first necessary to understand the needs of customers and society.
However, in a mature society, responding to explicit and implicit needs alone is not enough and it is important tosatisfy the latent needs. Latent needs here refer to needs that customers and society themselves do not recognize or
are not aware of, and in general, there are many cases where no products and services that can satisfy them exist
yet. Therefore, satisfying these latent needs can create new value for customers and society. In the development of
new products and services, activities to identify and satisfy latent needs are called customer value creation.
On the other hand, in order to assure the quality of conformance, it is necessary to establish a process that has theability to continuously produce products and services that conform to the design. This process establishment
includes not only the preparation of processes, but also the securing of resources such as people, goods, money,
technology, and information.

6

4.1.3 Quality Assurance by Process
In order to ensure effective and efficient quality assurance, it is important to establish processes that enable theprovision of products and services that meet the needs of customers and society. Quality assurance by Process is “aset of activities to ensure, verify and demonstrate that the outputs of the process

Previous process

meet the required criteria” (JSQC-Std 00-001).
As shown in Fig. 2, the basic principle of Quality Assurance by Process is to

Input

Resource(Output from the previous
process)

Procedure

Work/operation

clarify the output to be achieved for each process, and then to specify therequirements for (1) inputs such as parts, materials, and information, (2)management resources such as people, equipment, and technical know-how, and(3) operation procedures and implement as described to ensure that the output

Criteria(Characteristics)＝

Outputsamplesatisfies the specified criteria and confirm the obtained output and take action asnecessary. In order to make Quality Assurance by Process work effectively, theorganization should break down the process into smaller parts and apply the above
basics to each process to realize a chain of Quality Assurance by Process.

Confirmation

OK

NG

Next process

Fig. 2 Quality Assurance by
Process

4.1.4 Quality assurance system

In order to develop and provide new products and services that meet the needs of customers and society, it isimportant to ensure that Quality Assurance by Process is practiced in a series of activities from planning, design,
production, provision, sales, after-sales service, and collection/reuse/disposal. This requires a system that clarifies
the interrelationship among various processes, the responsible departments and their roles, the order of
implementation, and the decision-making bodies at milestones, and ensures that activities can be carried out inaccordance with them. This is the “quality assurance system” and the graphical representation of the same is “quality
assurance system chart.” A simplified example of a quality assurance system chart is shown in Fig. 3.
A quality assurance system chart generally shows the individual processes and their linkages for developing
products and services, with the chronological flow of development on the vertical axis and the related departmentson the horizontal axis. This will make clear when (at which stage), where (for which component), who (which
department), what (which activity), for what (why, what purpose), and how (by which criteria and procedures). As
for criteria and procedures, the organization should clarify the methods and tools (forms, detailed criteria andstandards) to be utilized for each component. The quality assurance system chart can be used to verify and improveexcesses and deficiencies of components, proper sequencing, clarification of inputs and outputs, and proper
involvement of related departments.

7

Dept.
Customer

Sales

DesignProcess

Production
Manufacengineerturing
ing

Serivce

QA

Related standards

Market survey

Market survey,
planning

Product planning

Prduct design

Process design, production preparation

Process design,
production preparation

Mass production prototype（Feedback）

Product design, development prototype

・ Market survey
Implementation procedures・ Product plan finilization
meeting implementation
guidelines･･･
Designengineering・
standards
・ DR implementation
procedures･･･
Equipment
design・
engineering standards
・ Purchase management rules
・ Mass production prototype
judgment meeting
implementation rules･･･
・ Manufacturing management
rules
・ Change management rules･･･
・ Claim management rules･･･

sampleProduction(including inspection)

Provision (sales/
after-sales service)

Production

Sales

Initial flow control

After-sales service,collection/reuse/disposal

Claims/complaints disposal, recurrence prevention

Note: Source: Created based on Japan Society for Quality Control Ed. (2009): Quality assurance guidebook, New
edition, JUSE Press, Inc., p.27

Fig. 3 An example of quality assurance system chart (concept diagram)

4.1.5 Role and positioning of new product and service development management
New product and service development management is the management for effectively and efficiently
implementing the Quality Assurance by Process related to new products and services based on the quality assurance
system. As shown in Fig. 4, the areas to be addressed are (a) the development axis and (b) the production andprovision axis, and in addition (c) the review of the new product and service development management process(establishment and improvement of the quality assurance system), with the areas related to (a) and (c) being
particularly important.
4.2 Basic concepts of customer value creation
4.2.1 What is customer value creation?
Customer value creation is the creation of value by linking needs and seeds. There are two types of needs:
manifest needs and latent needs for customers. It is natural to create customer value by focusing on the manifest
needs, but it is also important to focus on the latent needs. This is because, by anticipating the latent needs of thecustomer, it is possible to provide value that exceeds the customers' expectations, and if this situation can becontinued, it is possible to gain the trust of a large number of customers for the products and services and achievesustainable growth of the organization.
Since latent needs are the needs that are not visible on the surface but are hidden somewhere, the organization
should construct a hypothesis about needs systematically (structurally) and test the hypothesis qualitatively andquantitatively, rather than search for needs in the dark. In addition, latent needs are the needs that customers are notalso aware of, and they can be unearthed and concretized by linking them with seeds, i.e., by presenting concretemeans of realization. Therefore, in the process of searching for needs, the organization should grasp the needs by8

Technical Board Members on Guidelines for new product and service development
management
ChairmanMemberYoshito Hirabayashi
Hideaki Arai
Kunio Ishibashi
Yosuke Ibaraki
Kenichi Ogishima
Keishige Konishi
Tadashi Saito
Satoko Tsuru
Kimiaki Nakasato
Takeshi Nakajo
Kazushi Nagai
Kenzo Nagahara
Tetsuya Miyakawa
Shu Yamada

Technofer Ltd.
Komatsu Ltd.
Hitachi Ltd.
IT Coordinator
Konica Minolta Inc.
Hino Motors Ltd.
Okaya Electric Industries Co. Ltd.
University of Tokyo
Sekisui Chemical Co. Ltd.
Chuo University
Tamagawa University
Process Management Techno
Takenaka Corporation
Keio University

sampleDrafting Committee on Guidelines for new product and service development management
ChairmanMemberKenzo Nagahara
Masahiro Akita
Motomu Kohmura
Tadashi Saito
Mamoru Sumimoto

Process Management Techno
Chubu Task Achieving Research Lab.
System SWAT Co.
Okaya Electric Industries Co. Ltd.
National Institute of Technology and
Evaluation
Takeshi Nakajo
Chuo University
Kazushi Nagai
Tamagawa University
Takeo Furuya
Toyota Motor Corporation
Kazuhiko Maruyama Wako University
Shu Yamada
Keio University
Kazuyoshi Yamamoto Sekisui Chemical Co. Ltd.
Yoshimichi Watanabe University of Yamanashi

68Translation Working Group on Guidelines for new product and service development

management
Chairman

Yoshito Hirabayashi

Technofer Ltd.

MemberYukihiro Ando

TQM Consultant

Takeshi Nakajo

Chuo University

Shu Yamada

Keio University

Watalu Yamamoto

University of Electro-Communications

Prem K. Motwani

Jawaharlal Nehru University

Translator

sample69

sampleJSQC-Std 22-001:2019, First English edition published in 2022-01
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