http://www.researchonline.mq.edu.au/vital/access/services/Feed ${session.getAttribute("locale")} 5 http://www.researchonline.mq.edu.au/vital/access/manager/Repository/mq:20911 The Voice of the stakeholders such as customers, suppliers and employers could serve as company's strategic references. If these are collected systematically, QFD can be used to transform to consensus based corporate values, which can be used to become new business drivers. The case study presented shows how the selected organization can apply rapid systematic balanced voice collection in QFD and Design For Lean Six Sigma (DFLSS) approach to create project for continuous improvement and product innovation. With pressure of commodity costs rising and fluctuation, the rapid, sustainable and correct identification of voices to pinpoint and maximize values, and reduce cost become of prime importance to corporate survival and competitiveness. China is a value-based managed country, the corporate culture reinforcement by the above tools have proven to be a successful example for other enterprises in developing countries. The paper will discuss the above approach and digest the lessons learnt from the applications. 2012-08-15T00:20:54.843Z ]]> http://www.researchonline.mq.edu.au/vital/access/manager/Repository/mq:20570 The development and implementation of an organisation's vision and mission and the strategy to achieve them is a major focus of Quality Management and Organisational Development. The first step in this process requires an understanding of the organisation's customers and markets. Most approaches to strategy are very weak on this "fuzzy front end". However, the use of customer outcomes and natural segmentation along with Quality Function Deployment provides a coherent methodology that has been successfully applied to strategy development. 2012-07-26T17:42:53.983Z ]]> http://www.researchonline.mq.edu.au/vital/access/manager/Repository/mq:20557 This paper identifies the management problems with the Front End Processes of New Product Development (NPD) in China. Many NPD projects in China have been unsuccessful, and moreover organizations fail to recognize opportunities for new products (BCG, 2004). Given the benefits that Quality Oriented New Product Development Tools (QONPD) such as Theory of Inventive Problem Solving (TRIZ), Design for Six Sigma (DFSS) and Quality Function Deployment (QFD) can provide to drive the opportunity recognition (OR) stage of innovation, they appear to be under-utilized. The paper will develop and test preliminary hypotheses explaining the effects of QONPD adoption in terms of opportunity recognition in NPD. Expert interviews and a longitudinal case study will be used to confirm and verify our propositions and explore the best practices of adopting QONPD for OR, building grounded theories concerning "innovating via QONPD". 2012-07-24T14:51:27.014Z ]]>