In our blog, we have already said more than once, but recall: (CJM, customer journey map) Is a marketing tool needed to visualize needs and pain points a client, thanks to which you can trace how people interact with your company.

Typically, the map includes three zones: a "magnifier" (lens, zone A), which provides focus on the target; area describing the user’s experience (zone B) and data collection and analysis of results (insights, zone C).

To understand all the pros and cons of this tool, marketers conducted a study with 48 UX specialists and found out how various companies use the journey map.

During the study, participants were asked to answer several questions:

What elements do you include in the map?
Cons of using the card?
How is the card useful for a marketer?
When does this tool fail?
When is mapping the most effective?

One of the most interesting conclusions was that the efficiency of the map is significantly reduced if we simplify or do not take into account the zone of insights, which is precisely responsible for new opportunities. Many respondents also noted that the effectiveness of the tool is influenced by the support from the leaders and the well-coordinated follow-up of other departments.

Three zones of the customer journey map: magnifying glass (zone A), UX (zone B) and insights (zone C). Although the last zone is closely related to new opportunities, it is rarely included in the journey map.

The advantages of using the map were called the possibility of a common vision of the problem and team building. Challenges include not having a clear understanding of the user experience before you start mapping. Let's take a closer look at the pros and cons of this tool.

Question 1: What elements do you usually include in a customer journey map?

According to the study, most experts include elements from zone A and zone B in the map. Almost 80% of them use prototypes (personas) and scenarios (scenarios). Most often, the map also includes actions, thoughts and emotions. However, most do not pay enough attention to area C and do not include its elements in the map. Meanwhile, insights have essential if you want to turn a map from a theoretical visualization tool into a UX optimization plan. If you do not use metrics and do not own the data, this is a drawback that can (and should) be eliminated. But if you already have information, but you do not use it, this is an unforgivable mistake.

What elements do you usually include in a customer journey map? User actions, user prototypes (personas) and scenarios are elements of zone A, as well as thoughts and feelings (elements of zone B) are most often included in maps. Recommendations and metrics are the most unpopular elements.

Question 2: Cons and difficulties of using the card?

The answers to this question were divided into three groups. More than half of UX professionals (52%) cited the complexity of the map development process as a disadvantage. In addition, visualizing all the necessary aspects of the experience without distortion and gaining support from leaders is also considered a challenge.

1. Understanding the process and project description (52%)

The most common downsides to CJM were the complexity of the mapping process and the scoping of the project. Respondents noted that it is not always easy to highlight the UX aspects that are most important to marketers and standardize the methods and process for creating a map. "A fuzzy understanding means that the final product may answer the wrong question," noted one of the study participants.

2. Reflection of realities without distortion (15%)

Another challenge is related to the data collection process: it is important not only to assume the goals and needs of users, but to derive this understanding based on specific data. Distortions can also arise from the influence of stakeholders.

3. Collaboration (15%)

The process of creating a map often requires the participation of specialists from different departments. For 15% of respondents joint work turned out to be not an easy task.

Question 3: How is the card useful for the marketer?

Here the answers fell into several main groups. More than a third of those surveyed noted that mapping helps bring different departments together.

1. The emergence of common goals and vision (32%)

32% of participants believe that the process of creating a journey map helps to develop a common vision of the needs of the audience and its pain points (and therefore general goals). “Achieving consensus and common understanding are two huge benefits of this marketing tool. When it is applied, it is much easier to work on satisfying the needs of the client in the future, ”said one of the respondents.

2. Identifying hidden problems (24%)

The process of developing a map allows you to identify those problems and difficulties that you did not think about before (and sometimes you did not even know about their existence). This information generates new ideas to help improve UX.

3. Facilitates collaboration (18%)

As already mentioned, employees from various departments of the company are often involved in the process of creating a map. CJM acts as an invisible thread that connects (and equalizes) all workgroups. It is not easy to create a team that will be cohesive, and the process of developing a map helps to overcome metaphorical (and real) barriers between departments.

4. Promotes customer focus (18%)

The creation of the map leads to the fact that all involved professionals focus their attention on the customers and their needs. “Maps help the team understand how and how users feel and what they need most,” the participants noted.

5. "Humanizing" business (12%)

One of the less obvious benefits noted by respondents was that developing a map helps professionals see the implications of their day-to-day work. Several participants admitted that by visualizing the customer journey, they felt a personal connection with each user and could see how their efforts were affecting customer behavior.

Question 4: When does this tool fail?

Equally important for researchers was the question of when the creation of the map did not solve the alleged problems. The respondents shared their stories and it turned out that the reasons for failure can be a fuzzy statement of purpose, inaccurate data and more.

1. Lack of a clear goal (36%)

Any marketing tool runs the risk of being useless if you don't set a clear goal. Too much community cards without borders and boundaries rarely lead to positive UX changes in the future.

2. Lack of reliable data (25%)

As mentioned earlier, collecting reliable data for a map can be one of the first and foremost challenges. Visualization based on prejudice and assumptions that are then not supported by research is a waste of time.

3. Popularization of results (21%)

Communicating the research results to all employees is also one of the stages of creating a map. The key to success is not only conscientious work in the creation process, but also the popularization of the results. A beautiful visualization that no one uses is unlikely to bring any changes to the company.

4. Lack of trust and involvement of team members (11%)

CJM is designed to expose flaws in customer service, which is not always pleasant for some team members who may be afraid of such revelations. In addition, many take seriously only those initiatives that do not come from a group of enthusiasts, but from top management.

Question 5: When is mapping the most effective?

It can be assumed that the answers to this question will be the opposite of the previous one. For example, respondents noted that maps are effective when they have a clear purpose and scenario, and are used to improve UX after analyzing the results. However, marketers have highlighted a few more key factors the success of CJM.

1. Teamwork (37%)

Almost 40% of the participants were convinced that maps should be created in a team, which further involves all interested employees for analysis and making specific decisions. According to one of the respondents, the card will be successful only if every employee from the sales department to the design department contributes and therefore feels a part of a big and important cause. Pride in the work done makes people share the results of their work, which also contributes to success.

2. Concrete solutions (27%)

About a third of respondents noted important point No matter how hard you try to make the map reliable and understandable, all efforts will be in vain if the results of the research have not actually influenced your work and design decisions in any way. The map will be successful only if the analysis is followed by specific actions.

3. Focus on goals and objectives (13%)

As already noted, the goals and objectives should be clearly defined (while not making them too confusing and complicated), it is even better if they are spelled out in one of the main scenarios.

4. When the card brings results (13%)

Some of the participants noted that CJMs are only effective if they can demonstrate measurable results that will help improve the customer experience and increase ROI.

Conclusion

When making a map, don't ignore Zone C just because most marketers forget about it. Remember that your main goal is not to create a beautiful visualization (although if it works, it's already good), but, based on the data, to improve the UX.

Cards with great potential have a number of similarities:

Focus. Decide on your business goals even before you start developing a CJM. Draw boundaries and follow scripts clearly.
Popularization. Don't stop there - after creating the map, share the results of your work with all employees in order to generate new ideas, expand the vision of the problem and decide on further actions.
Credibility. The map should not be based on assumptions but on data. Be prepared to explain what your findings are based on and prove their validity.

At this stage, it is important for us to outline the general field of activity. Understand what processes exist in the company and determine where one ends and another process begins. The first thing to do is to create a map of the main business processes of the company. Thus, we will outline which core business processes are most important to create a cool product that our customers will like. There are 7 simple steps to create a map of the main business processes.

The map of the main business processes of the company is created based on the needs of the clients.

Main business processes - the goals of creating a map

The main map allows us to understand and display:

Who is the client of the company
What products do we offer to clients
What requirements do customers have for our products
How product requirements translate into products themselves. Those. how we plan, manufacture and deliver these very products to customers
What processes does the creation of a product consist of?
Where one main process ends and another begins
Which products are the result of the main processes and which processes use these products further

The whole process of creating a product is called Value chain... It means the value of the product for the client. By the way, it is the main business processes that create the value of our product. If the process does not add value to the product itself, it is either unnecessary or auxiliary. The customer determines the value of the product himself. How? It's very simple - if a product meets the needs and wants of the customer, they have value. If the client likes what he gets, that is valuable. If he doesn't like it, the value goes down. It is important to understand that value lies not only in the product itself, but also in how the customer receives the product. For example, if it is difficult for a customer to find a product, this reduces its value. I will talk in more detail about creating a value chain in a separate article.

In other words, a map of the main processes allows us to display a simplified model of the entire business.

!!! The main process map is a starting point for further work.

Creation of a map of the main business processes of the company

For clarity, we will go through the stages of creating a map of the main business processes using an example. As a basis, let's take a small company (represented by one person) for the production and wholesale of candles.

1. Defining your customers. Will you formulate who are the clients of your company? These can be both specific people and organizations, and even entire industries. There is no need to describe in detail the "portrait" of each client. Just identify the consumer groups. Our candle factory has only one group of clients - private retail stores from the category "Everything for the home".

2.Defining your products. The simplest question. What are your customers buying? In our case, these are wax candles. No extra detail needed.

3. Basic customer needs. It is necessary to write down what basic needs or groups of needs, for your product, customers have. We supply candles to customers. Accordingly, customers have certain needs for their quality, range and price. But besides this, the client has needs for us as a supplier. Such requirements will be - accuracy of delivery and packaging. Therefore, the customer requirements for the supplier or for the delivery process must be added to the product requirements.

At this stage, our map will look like this:

4. Defining the value chain. Now it is necessary to write down which business processes satisfy the needs of the client, produce the product and, in general, create all the value of our enterprise. It is necessary to go from needs to product.

There are other approaches, I will return to them later.

The quality of candles, their range and cost depend on the production process. The main process # 1 is production.
Delivery accuracy depends on the logistics process. The main process # 2 is logistics.
Packaging requirements are met by a process of the same name. The main process # 3 is packaging. I note that packaging also affects the cost and quality: the better the packaging, the more expensive it costs and the better the packaging, the better. appearance product after transportation.

On the map of the main processes, only the main connections need to be indicated. The main thing is that it is clear in what order the main business processes are executed.

Map of the main business processes. Value chain

5. Definition of domestic products. As you can see, the main business processes are linked by arrows. Each arrow means something. This is some kind of product that was produced by one process and transferred to another. On the diagram, it is necessary to indicate what kind of products they are. Thus, we will establish the initial boundaries of the main business processes. In our case, as a result of production, “Candles” appear, which, after packing, turn into “Candles ready for shipment”.

6. Supporting processes. In order to determine the key auxiliary business processes, it is necessary to answer the question - what is needed for the main business processes to work? You can ask this question in relation to each main process separately. In order for the candle manufacturing process to work, you need to necessary materials, tools and equipment. Because production is carried out by one person, we do not need personnel. For packaging, we again need materials. Delivery to customers is carried out in our own vehicle, so all we need to do is keep the car in order.

Now we need to look at the resulting list and determine which auxiliary processes are producing what we need. Obviously, in order to have materials and tools for production and packaging, they must be purchased. Supporting Process # 1 - Procurement... In order to keep the tools and the car in working order, there is Supporting process # 2 - Maintenance ... That's all. Only 2 auxiliary processes.

7.Management processes. What are we managing and what do we need to improve? Here are those simple questions that will allow us to define business management processes. What do we manage at our micro candle factory? Well, for example, the recipe and cooking technologies. We are looking for new recipes - this allows us to develop and improve the quality of the product. Of course we plan and allocate resources. And we are still doing necessary work for accounting and reporting. Thus, we have 3 management processes: Quality and Improvement Management, Supply and Production Planning, Document Management and Reporting.

The map of the main business processes has acquired a complete form

So we have created a map of the main business processes of the company. As you can see, it is not difficult, the main thing is to understand what exactly creates value for your product. Always think about customers and their needs - the main business processes should be aimed precisely at customer satisfaction.

Don't over complicate the map. Make it as simple as possible. Even in the largest company, with a huge number of business processes, there cannot be more than 21 - 25 of them. It may be more accurate, but it will no longer be effective. There can be no more than 5 - 7 main processes in a company.

Do you have any questions?

The input data for the execution of consulting projects for the implementation of quality systems are the data of the technical assignment, as well as the diagnostic data of the customer's organization. Diagnostics is carried out at the initial stage of the project in accordance with. Based on the diagnostic results, a diagnostic report is developed.

The input data for conducting corporate trainings are the data specified in the customer's application, as well as the technical specifications specified in the contract with the customer. Preparation for training is carried out in accordance with. Based on the results of the training, a training schedule is developed.

The input data for the design of the services "Execution of consulting projects" and "Conducting corporate training" are the tasks set in the development concept, goals in the field of quality, business plans for areas of activity. The design of these services was a one-time activity of the company. The procedure for the provision of these services is being reviewed and adjusted on an ongoing basis.

7.3.3 Design and development outputs

The output data for the execution of consulting projects are the reporting materials on the project, transmitted to the customer.

The following can be used as reporting materials:

documented procedures;
process maps and regulations;
standard and reporting forms.

The complete composition of the reporting materials is determined in the project execution plan for each project. The procedure for checking and approving reporting materials for projects is established in No. 02 - KP "Project Execution" and .

Output data for conducting corporate training can be:

handouts on the topic of training;
training seminar curriculum;
tests ( control tasks) for listeners of the training seminar.

The full composition of the developed materials is determined in the contract and terms of reference for corporate training. The procedure for checking and approving the developed materials for conducting training seminars is established in No. 03 - KP "Conducting corporate training".

The output data for the design of the services "Execution of consulting projects" and "Conducting corporate training" are process maps and documented QMS procedures of the company "KPMS". The quality control officer checks the process maps and documented procedures for compliance with the input data. The approval of the process maps and documented QMS procedures is carried out by the General Director. The design of these services was a one-time activity of the company. The procedure for the provision of these services is being reviewed and adjusted on an ongoing basis.

7.3.4 Design and development review

Project analysis and development for consulting projects is carried out through weekly and status project meetings. Based on the results of each meeting, the minutes of the meeting are drawn up. The procedure is defined in No. 02 - KP "Project Execution" and №08 - DP "Project Organization".

Analysis of the development of materials for corporate training is carried out in accordance with No. 03 - KP "Conducting corporate training"... The analysis is carried out by the head of the corporate training department. The department employee responsible for organizing and conducting the training seminar provides the head of the department for approval with materials prepared by the teachers according to the corresponding program. Materials are provided in in electronic format... If the head of the department has comments on the submitted materials, they are indicated in the text of the materials provided. All versions of the developed corporate training materials are stored on the corporate server.

The analysis of the design progress of the services provided by the company is carried out similarly to the actions provided for consulting projects. The analysis is carried out in accordance with No. 02 - KP "Project Execution" and №08 - DP "Project Organization"... The design of these services is a one-time activity of the company and is carried out as part of the development of the QMS. The procedure for the provision of services is being reviewed and adjusted on an ongoing basis.

7.3.5 Design and development verification

Verification reporting documentation, developed for consulting projects, is carried out by agreement with the customer's representatives. Actions to agree on the reporting documentation of projects are carried out in accordance with №08 - DP "Project Organization"... Records of the verification results are confirmed by affixing the signatures of the approving persons on the reporting documentation.

Verification of documentation developed under corporate training programs is carried out by agreeing this documentation with the head of the corporate training department. Actions for the approval of materials developed for conducting training seminars are defined in No. 03 - KP "Conducting corporate training"... Records of the verification results are confirmed by affixing the signature of the head of the corporate training department on the printed versions of the prepared materials.

Verification of process maps and documented procedures developed for the services provided by KPMS is carried out through the coordination of the CP and DP with the owners and participants of the relevant processes. Records of the verification results are confirmed by affixing the signatures of the approving persons to the CP and DP.

7.3.6 Design and development validation

The approval of the reporting documentation developed for consulting projects is carried out director general the customer's company or his authorized representative. The procedure for submitting reporting documentation for approval is defined in №08 - DP "Project Organization"... Records of the results of the approval of the reporting documentation are carried out by affixing the approval signature on the paper version of the reporting document.

The approval of materials developed under corporate training programs is carried out by the Director of the Consulting Directorate. Records of the results of approval of materials developed under corporate training programs are carried out by affixing an approval signature on the paper version of the training program. Other documents do not require an approval signature.

The approval of the process maps and documented procedures developed for the services provided by KPMS is carried out by the CEO of KPMS by affixing an approval signature on the paper versions of the KP and DP.

See the CustomerThink blog on how to map the customer journey. In the article, he identified the main components of the map and described them in nine paragraphs.

If you've been looking for information on how to create a consumer journey map, chances are you've found a lot of information about huge amount different approaches. After searching, you might have some questions, for example:

Why are consumer journey maps so different from each other?
Where do I start if I want to create a trackmap?
How do I know which approach will work best for my organization?
Are there any card templates that you can use in your work?

In this article, I will identify nine of the most common components of user journey maps. Hope this helps you create the most effective card for your needs.

1. Focus on the buyer

The first thing you need to decide is whose path you are going to map. For example, you can map out the movement of a certain type of customer (the image of an ideal customer), a potential (target) customer, or an entire segment of customers, depending on what purpose you are pursuing.

In order to determine which path you want to map, it is worth identifying the business goal for which you are starting this research. Here are some examples of business goals you can achieve with mapping:

Define a template path that can be applied to all or nearly all customers and that can be used to work in the company, for example, to create a common understanding among employees of each stage of the buy cycle, buying goals, points of interaction with customers, and so on ...
Correlate separate branches company and its structural units with key problem areas in the shopping experience.
Make the planning process collaborative in order to empirically contribute to the growth of the number of buyers.
Practically implement the new customer segmentation scheme.
Optimize the shopping experience for the high value clients.
Understand how the user experience of a specific customer segment or specific customer image differs from that of another customer segment.
Expand the business by starting to work with new customers or with those who were not fully involved in attracting.

When it comes to B2B customer acquisition, customer journey maps usually include Various types employees of the buying company with different roles in the B2B buying process. In this case, it will be useful to include several types of buyers in the map and show how and when this or that type is involved in the main buying process.

Typically, purchasing roles are defined using imagery. A customer image is a buying archetype that makes it easier for your organization to understand customer needs, expectations, and behaviors. Imagery is a very useful tool that you can use to provide your customers with a positive and memorable shopping experience.

A customer image is a buying archetype that helps your organization understand customer needs, expectations, and behaviors.

Linking your customer journey map to your customer image can help establish and maintain a common understanding of the customer's ideal customer and their likely journey within the company. If you do not have an image defined, you should consider incorporating image type development into your customer journey mapping process.

2. Creation of a customer journey map with specific stages from a buyer's perspective

Customer journey maps are made up of stages in the purchase process (sometimes referred to as phases). Each stage represents a meaningful goal that your customer is trying to achieve as they move along the journey.

The customer journey map needs to be built in accordance with the stages that will represent the customer journey, purposefully moving towards achieving their goals. The map should not be focused on the stages of your internal processes.

Why can't there be a correspondence between the stages of the customer journey and the stages of internal processes? It is a common misconception that this will instantly turn a customer journey map into a timeline of internal processes — an approach commonly referred to as internal to external. As we’ll learn later, you can map your internal processes to the customer journey after you have created a customer-centric model of the stages of the buying process.

Stages can reflect general processes, such as a stage in the relationship between a customer and your brand. Or, on the contrary, narrower ones - for example, the “test flight” stage, which simulates the experience of a customer's first flight with an airline. How general or narrow the stages are depends on which path you choose to map.

Each stage represents a meaningful goal that your customer is trying to achieve as they move along the journey.

This stage format is linear because one stage follows another. However, you can use visual design in your maps to show cyclical patterns of customer behavior.

3. Identifying the goals of your buyers

Your customer interacts with your brand to achieve their goals, also called wants, needs, or expectations.

Here are some examples of buyer's goals:

I want to know what options I have.
I want to make sure the price is fair.
I want to feel respected.
I want to be productive when traveling.

By clearly defining the buyer's goals at each stage of the journey, you can gauge how much the shopping experience you provide is helping (or not helping) the buyer achieve their goals.

And the value of your map as a tool for making business decisions depends precisely on how well you define your goals. So try to be clear about the buyer's goals.

4. Description of the points of contact between the customer and your organization

Points of contact (touchpoints) are the points of interaction between the buyer and the brand, or vice versa - the lack of interaction with the brand. More often than not, the value of customer journey maps lies in having a clear understanding of the points of interaction between the customer and the brand throughout the customer journey.

Touchpoints can arise in one or two channels, with tools or resources, but touchpoints and the tools and resources used are not the same thing. For example, if a customer visits a retail store site to conduct research, the point of interaction is the customer's actions to achieve their goal through the feed. That is, the point of interaction is the intersection of the buyer's actions with a certain tool or resource.

It is easiest to think of touchpoints as tools, resources, or channels. And that's okay. But by themselves, these touchpoints are not part of the user experience, and they don't really give you much information. In order for them to become part of a real shopping experience, you need a real buyer to use them on the way to their goal.

Points of contact (touchpoints) are the points of interaction of the buyer with the brand, or vice versa - the lack of interaction with the brand, while the buyer is looking for a way to satisfy his own needs or achieve goals

Some cards simply summarize all the tools and resources without describing the actions of buyers at each touchpoint. This can be useful if there are many touchpoints at each stage of the customer journey and you need to understand what tools and resources your customer is using in order to achieve their goals, as well as determine their relative importance.

Regardless of what terminology you use when talking about touchpoints - or even if you indirectly describe key touchpoints in your map by mapping the actions and behaviors of your customers - be sure to use a customer-centric approach or an approach from the outside to the inside that describes how your customer uses them to achieve their goals.

5. Using a path map to visually convey emotion

Emotions are the cause of most of human actions - even if we are not aware of it. The seemingly smartest B2B buying decisions, even those backed up by massive questionnaires and multiple scoring matrices, are powerless over shoppers' emotions.

Here's what we've learned over the past decade, and the thousands of customer surveys I've conducted have only confirmed that emotion is central to B2B buying decisions.
- Tony Zambito in "The Role of Emotions and Goals in Purchasing Decisions Between Companies"

It is very important to capture your customers' emotions (also called feelings) all the way to gain real insight into their experience. It's important to understand both how your customer wants to feel at each stage of their journey and how they actually feel at each stage.

Regardless of the nature of the experience your organization provides a client, you will retain your client and attract new ones if the service you offer brings people positive emotions... In other words, you need to give the customer a memorable experience that they want to repeat.

1. Determination of requirements related to the product

The organization should determine:

a) requirements specified by customers, including requirements for delivery and post-delivery activities;

b) requirements not specified by the customer, but necessary for a specific or intended use, when known;

c) legislative and other mandatory requirements related to the product;

d) any Additional requirements defined by the organization.

Requirements for products are formed by consumers in applications for the supply of products. The requirements are analyzed in order to determine the possibility of their unconditional fulfillment. When establishing the possibility of meeting the requirements of the consumer, a draft agreement (contract) for the supply of products is drawn up and its coordination with the heads of the areas of work is ensured.

2. Analysis of requirements related to the product

The organization shall review the requirements related to the product. This review should be performed prior to the organization's commitment to deliver the product to the customer (for example, bidding, accepting contracts or orders, accepting changes to contracts or orders) and should ensure that:

a) defining product requirements;

b) approval of contract or order requirements that differ from those previously formulated;

c) the organization's ability to meet specific requirements.

Records of the results of the analysis and the subsequent actions resulting from the analysis should be maintained.

If customers do not put forward documented requirements, the organization must confirm them with the customer before being accepted for execution.

If product requirements are changed, the organization shall ensure that the relevant documents are amended and the personnel concerned are made aware of the changed requirements.

If the requirements set forth in the application cannot be met, a justified refusal is issued, and it is transferred to the consumer. The procedure for the analysis and execution of contracts is established in the relevant regulatory documents. In the event of a claim, the issues of reimbursement of costs to the consumer are resolved in accordance with the relevant sections of the contract.

Note: In some situations, such as online sales, it is impractical to conduct a formal review of every order. Instead, the analysis can be extended to relevant product information such as catalogs or promotional material.

3. Communication with consumers

The organization shall determine and implement effective measures keeping in touch with consumers regarding:

a) product information;

b) passing requests, contract or order, including amendments;

v) feedback from consumers, including consumer complaints.

To study the existing and expected (potential) requirements for quality, assortment and volumes of products, information is collected from the organization's consumers by sending out various questionnaires (sheets) of consumer surveys, by participating in exhibitions, seminars, conferences, etc. The organization should consider a system for the preparation and distribution of these documents to consumers.

The results of the consumer survey serve as the basis for assessing the degree of customer satisfaction.

Design and development

1. Design and development planning

The organization shall plan and control the design and development of the product.

During design and development planning, the organization should establish:

a) design and development stages;

b) analysis, verification and validation appropriate to each stage of design and development;

c) responsibility and authority for design and development.

The organization shall manage the interaction of the various design and development teams to ensure effective communication and clear assignment of responsibilities.

Planning results should be updated, if necessary, during design and development.

4.4.3.2 Inputs to design and development

Input data related to product requirements should be defined and records maintained.

Input data should include:

a) functional and performance requirements;

b) relevant statutory and other mandatory requirements;

c) where possible, information taken from previous similar projects;

d) other requirements important for design and development. The input data should be analyzed for sufficiency. Requirements must be complete, unambiguous and consistent.

The purpose of the design and development process is to ensure that the design outputs match the design outputs.

The input data for the development are the Customer's requirements for products, delivery, and delivery volumes.

3. Design and development output

Design and development outputs should be presented in a form that allows verification of the design and development input requirements, and should be formally approved prior to subsequent use.

Design and development outputs should:

a) meet the design and development input requirements;

b) provide relevant information on procurement, production and services;

d) determine the characteristics of the product that are essential for its safe and correct use.

4. Analysis of the project and development

At appropriate stages, a systematic design and development review should be carried out in accordance with planned activities in order to:

a) evaluating the ability of the design and development results to meet requirements;

b) identify any problems and make suggestions for necessary actions. The participants in such an analysis should include representatives of departments related to the analyzed design and development stage (s). Records of the results of the analysis and all necessary actions should be maintained.

5. Verification of the design and development

Verification should be carried out in accordance with planned arrangements to ensure that the design and development outputs meet the input requirements. Records of the results of verification and any required actions shall be maintained.

At all stages of development, the owner of the design and development process checks the compliance of the results with the input data and confirms the compliance of the data with his signature.

6. Design and development validation

Design and development validation should be carried out in accordance with planned arrangements to ensure that the resulting product meets the requirements for the specified or intended use, if known. Where practicable and practicable, validation should be completed prior to delivery or use of the product. Records of the results of validation and any necessary actions shall be maintained.

The validation procedure can be carried out as follows:

The conformity of the product with the requirements for the specified use is determined in the act and report on the relevant tests;

The conformity of the product with the requirements for the intended use is confirmed by the Consumer by submitting information based on the results of relevant tests of the effectiveness of a new type of product.

7. Project and development change management

Design and development changes must be identified and records maintained. Changes should be reviewed, verified and validated as appropriate, and approved prior to implementation. The analysis of design and development changes shall include an assessment of the impact of the changes on the component parts and products already delivered. Records of the results of the review of changes and any necessary actions shall be maintained.

If there are comments and deviations identified during the development analysis, the owner of the design and development process takes the necessary corrective and preventive actions.

Purchases

1. Procurement process

The organization shall ensure that purchased products meet specified purchasing requirements. The type and degree of control applied to the supplier and the purchased product should depend on its impact on subsequent stages. life cycle products or finished products.

The organization shall evaluate and select suppliers based on their ability to supply product in accordance with the organization's requirements. Criteria for selection, assessment and reassessment should be developed. Records of the results of the assessment and any necessary actions arising from the assessment must be maintained.

The procurement process should include:

Determination of requirements for purchased resources, required volumes and delivery times for each type of purchased material resources;

Planning the acquisition of material resources;

Evaluation and selection of suppliers;

Conclusion of supply contracts;

Monitoring the fulfillment of the terms of contracts, carrying out corrections when deviations from the requirements of the contracts are detected;

Acceptance, identification, accounting, storage and release for production of purchased resources;

Registration of data on purchased resources, analysis and evaluation of this data in order to improve the procurement process.

2. Purchasing information

The purchasing information should describe the products ordered, including, where applicable:

a) requirements for the formal approval of products, procedures, processes and equipment;

b) requirements for the qualifications of personnel;

c) requirements for the quality management system.

The organization shall ensure that specified purchasing requirements are sufficient prior to communicating them to the supplier.

Procurement information used in the future to conclude contracts with Suppliers, where necessary, should determine:

Type, grade, class or other precise definition raw materials, materials, components and equipment, indicating the appropriate ND (TU, GOST, etc.)

Sampling, control and testing methods;

Requirements for packaging, labeling, transportation and unloading;

Required product quality data (eg quality certificates);

Delivery type, date (or acceptable dates) and place;

Relevant accompanying materials of the country of origin and the requirements for them, as well as the details of the manufacturer's company (when purchasing imported material resources for the repair or manufacture of equipment).

3. Verification of purchased products

The organization shall establish and implement the controls or other activities necessary to ensure that purchased products meet specified purchasing requirements.

If the organization or its customer intends to carry out verification with a supplier, the organization shall establish the intended verification measures and product release procedures in the purchasing information.

Manufacturing and service

1. Production and service management

The organization shall plan and implement production and services under controlled conditions. Controlled conditions shall include, where applicable:

a) the availability of information describing the characteristics of the product;

b) availability of work instructions, if necessary;

c) the use of suitable equipment;

d) availability and use of control and measuring instruments;

e) monitoring and measurements;

f) implementation of release, delivery and post-delivery activities.

The production planning procedure should include:

Determination of the annual production volume based on the identified needs and / or tasks management company;

Release scheduling finished products and semi-products with a breakdown by quarters, months and days in the context of joint venture and types;

Raw material demand planning;

Transport planning;

Energy resource planning;

Control over the implementation of production plans;

Process analysis and improvement.

2. Validation of production and service processes

The organization shall validate all production and service processes whose results cannot be verified by subsequent monitoring or measurement. These include all processes, the deficiencies of which become apparent only after the start of use of the product or after the provision of the service.

Validation should demonstrate the ability of these processes to achieve planned results.

The organization should develop arrangements for these processes, including, where applicable:

a) defined criteria for reviewing and approving processes;

b) approval of the relevant equipment and personnel qualifications;

c) the application of specific methods and procedures;

d) requirements for records;

e) re-validation.

3. Identification and traceability

If possible and appropriate, the organization should identify the product by appropriate means at all stages of its life cycle.

The organization shall identify the status of the product in relation to monitoring and measurement requirements.

If traceability is a requirement, then the organization shall manage and record the identification of the product that achieves this goal.

Note“In a number of industries, configuration management is a means by which identification and traceability are maintained. Configuration management issues are covered in ISO 10007.

The product identification procedure can include the following steps:

Identification of supplies;

Establishing identification requirements;

Identification when raw materials and materials arrive at warehouses;

Identification of raw materials that have passed incoming control;

Product identification during production control;

Identification of products that have passed the final control;

Identification at the stages of packaging, storage in warehouses and shipment of finished products to the Consumer.

4. Consumer property

The organization shall take care of customer property while it is controlled or used by the organization. The organization shall identify, verify, protect and preserve customer property provided for use or inclusion in a product. If consumer property is lost, damaged, or found unusable, the consumer must be notified and records maintained.

Note- Consumer property may include intellectual property.

5. Maintaining product conformity

The organization shall maintain product conformity during internal processing and during delivery to its destination. This preservation should include identification, handling, packaging, storage and protection. Conservation should also apply to the constituent parts of the product.