In general, the steps to develop a new quality program should follow a logical sequence that begins with understanding the current state and needs, setting goals based on that understanding, planning how to achieve those goals, and then executing the plan. Therefore, a common approach would be:
* Assess needs: Understand the current state, identify gaps, and determine the requirements for a quality program.
* Develop goals: Set clear, measurable goals based on the assessment of needs.
* Develop the plan: Create a detailed action plan outlining how to achieve the set goals.
* Execute the plan: Implement the plan, monitor progress, and make adjustments as necessary.
Based on this sequence, the correct order would be C. 3, 1, 2, 4.
: While I cannot provide direct references to the ASQ handbook, this approach aligns with general best practices in quality management.

Let's delve into the details of each technique:
* Quality Function Deployment (QFD): QFD is a systematic approach for translating customer requirements into appropriate technical requirements during product development. It involves categorizing product features based on customer satisfaction and functionality. QFD can enhance products and services by aligning them with customer needs and preferences. However, it focuses more on design and customer requirements rather than identifying latent KPIs34.
* TRIZ Approach: The Theory of Inventive Problem Solving (TRIZ) is a methodology for systematic innovation and creative thinking. It helps engineers invent by identifying contradictions, formulating and solving design problems, and eliminating or mitigating contradictions. While TRIZ is valuable for problem-solving, it doesn't specifically address KPI identification56.
* Kano Model: The Kano Model analyzes customer needs and emotional responses to product features. It categorizes features into three types: expected needs (basic requirements), normal needs (satisfiers), and exciting needs (delighters). While the Kano Model provides insights into customer preferences, it doesn't directly focus on KPI identification34.
* Failure Mode and Effects Analysis (FMEA): FMEA systematically identifies potential failure modes, their causes, and their effects on processes, products, or systems. It assesses severity, occurrence
* likelihood, and detectability to prioritize risks. FMEA is particularly useful for enhancing quality, reliability, and safety by preventing or mitigating failures. It aligns well with strategic planning efforts by addressing risks and improving performance12.
Given the context of identifying latent KPIs for strategic planning, FMEA is the most relevant technique. It helps uncover potential risks and prioritize actions to enhance value in both the short, medium, and long term12.
References: 1: Guide: Failure Modes and Effect Analysis (FMEA) - Learn Lean 6 Sigma 2: Guide to Failure Mode and Effect Analysis - FMEA - Juran Institute