Quality 4.0

Abstract

In the paper there are analysed different elements of Quality 4.0 concept and gave some comments about wholeness of this concept. The article refers to the complementary approach to quality - Q4.0 in the age of Industry 4.0. Quality 4.0 requires the transformation and improvement of culture, collaboration, skills and leadership through the application of new technologies, the digital transformation of management systems, the activation of technologies and processes needed to maximize value, address common quality impediments and provide innovative solutions. The main definitions of Quality 4.0, the management strategy through the 11 Axes of Quality 4.0 are selected in order to better understand the role of technology in the evolution of quality management The article also refers to the EFQM 2020 Model which incorporates TQM, Industry 4.0, the principles and approaches of sustainable development.

Headnote

Abstract: In the paper there are analysed different elements of Quality 4.0 concept and gave some comments about wholeness of this concept. The article refers to the complementary approach to quality - Q4.0 in the age of Industry 4.0. Quality 4.0 requires the transformation and improvement of culture, collaboration, skills and leadership through the application of new technologies, the digital transformation of management systems, the activation of technologies and processes needed to maximize value, address common quality impediments and provide innovative solutions. The main definitions of Quality 4.0, the management strategy through the 11 Axes of Quality 4.0 are selected in order to better understand the role of technology in the evolution of quality management The article also refers to the EFQM 2020 Model which incorporates TQM, Industry 4.0, the principles and approaches of sustainable development.

Keywords: Quality 4.0, Industry 4.0, quality management, EFQM 2020 model

Introduction

Quality 4.0 is a new term that represents a new approach to quality management. The recent development of information and communication technologies has resulted in a great leap forward in the industry, leading to the emergence of what is called "Industry 4.0". The term "4.0" has been attached to other areas such as: Quality 4.0, Agriculture 4.0, Agribusiness 4.0, Services 4.0, Logistics 4.0, Health 4.0, Pharma 4.0 etc., all representing the impact of Industry 4.0 on these areas. [1, 131-140] However, Quality 4.0 has not been adequately discussed from a scientific perspective; few papers have noted "Quality 4.0", but without a comprehensive, scientifically based interpretation.

Quality 4.0 is a broad approach to quality management, in which recent technologies are integrated with traditional quality practices (QC, QA, TQM) to extend the scope of quality management and improve quality activities. Quality 4.0 is a challenge and a new research topic.

The term "Industry 4.0" was coined by the German federal government and appears for the first time in a national strategy to promote the computerization of production. "Industry 4.0" involves the convergence of people, data and physical systems in the creation and implementation of autonomous computer processes.

Quality is a crucial dimension of products and processes. [2, 614-626] It is considered a competitive advantage for companies and organizations in the global market. Quality models and practices have gone through several evolutionary steps in modern history - from inspection to control, to quality assurance, to quality management and quality through design. These quality models follow the evolutions and revolutions of the industry. However, it seems that in the last few years the quality discipline has stagnated - very few innovative quality models are proposed and quality professionals in companies and organizations have apparently lost their leadership positions. Research for new and innovative quality models is also limited. The fourth industrial revolution is an opportunity for the quality movement to become a leading force.

This poses significant challenges for the quality profession, emphasizing the need to adapt to technological innovations, modern data analysis and the entrepreneurial ecosystem that characterizes an era of the Fourth Industrial Revolution. This paper presents a framework (Quality 4.0) for a quality discipline that supports the fourth industrial revolution.

The new directions for quality management must take advantage of the opportunities derived from the fourth industrial revolution. We refer to:

* quality as a data-driven discipline,

* application of evidence-based modelling and simulation,

* health monitoring and quality forecasting,

* integrated quality management,

* maturity levels in relation to the fourth industrial revolution,

* integrating innovation with quality and management for innovation,

* Quality 4.0 and data science and

* quality of information.

We are convinced that these directions are not yet a comprehensive picture of Quality 4.0. However, they provide a substantial basis for updating/changing the quality management knowledge and practice package.

1.Revolutions and Change

We are in the middle of the fourth industrial revolution - Industry 4.0. The world is undergoing a transformation in the way businesses, organizations and governments work. Quality 4.0 is a reference to Industry 4.0.

The first (real) Industrial Revolution embodied three revolutionary changes: the manufacture of machines, steam power, and the relocation offarmers to the city.

Quality 4.0 (Q4.0) is the complementary approach to quality in the age of Industry 4.0. Quality 4.0 refers to the transformation and improvement of organizational culture, collaboration, skills and leadership development, among others, through the application of technology.

Technological advances in areas such as data, analysis, collaboration, scalability and connectivity have led not only to innovation, but to real paradigm shifts in production and delivery of products and services. Developing technologies such as artificial intelligence and machine learning, big data, cloud computing, augmented and virtual reality, new materials, 3D printing and the Internet of Things - and perhaps more importantly, the ways in which these various factors can interact - is not just an opportunity. but a necessity for organizations to adapt to a new industrial reality.

Inevitably, these technology-driven changes will result in a seismic transformation in the way many organizations conduct their day-to-day operations. This will require a cultural change that will affect the workforce and management and will translate into factors such as product innovation, production efficiency, supply chain performance, compliance and, of course, quality. Quality 4.0 will intervene here.

The basic concept of Quality 4.0 is to align the practice of quality management with the emerging capabilities of Industry 4.0 to help lead organizations to operational excellence.

The principles, practices and tools of quality management have proven to be valuable over hundreds of years, but digitalisation and the highly connected nature of global systems mean that organizations now operate in a complex and closely linked environment.

Tight coupling is enhanced by these technologies, and business models will continue to change dramatically in the coming years. Business leaders will need to focus on the fast-paced search for innovation opportunities in rapidly changing environments and increasing risks. The concept of Quality 4.0 must be part of the solution, it must be properly understood, defined and developed to play a key role in helping organizations manage this period of change.

The fourth industrial revolution is happening around us right now. It expands the digital impact of the Third Revolution and combines it with the physical and natural worlds. Critical changes in technology, including advances in data, analytics, connectivity, scalability, and collaboration have made this possible. As the fourth revolution takes place, it will have an impact on everything we do. It connects people, machines and data in new ways, democratizes technologies that until now were accessible only to the few specialists, and opens up transformative capabilities such as analytics, materials science and connectivity. For quality, these technologies are important because they transform culture, leadership, collaboration and compliance.

2.Quality 4.0

2.1.Evolution

Quality 4.0 is characterized by:

* Transforming and improving culture, collaboration, skills and leadership through the application of new technologies.

* Digitization of management systems and compliance.

* Activating the technology and processes needed to maximize value, address common quality impediments, and deliver innovative solutions.

Quality 4.0 is not just about digitization, but more importantly, the impact of this digitization on technology, processes, and quality people.

Quality 4.0 is an opportunity to use those technologies in Industry 4.0 to realign quality functions with a broader organizational strategy.

Quality 4.0 is a less exaggerated concept, but one that is emerging rapidly in Industry 4.0. It seeks to further classify those specific technologies, practices and procedures that enable manufacturers to develop, manage and maintain quality standards throughout supply chains.

Table no. 1 shows the evolution of quality up to Q4.0. The three technologies, which, based on the Quality 4.0 study proposed by Boston Consulting Group - will be implemented by most manufacturers who intend to improve their quality management. These are predictive quality analysis, automatic vision quality control and standard operating procedure (SOP).

2.2.Quality 4.0. Definitions

We have selected the main definitions proposed in the last 5 years:

* Dan Jacob of LNS Research [3] coined the term Quality 4.0 to describe the impact of digitalization on quality technology, processes and people. The definition being: "aligning quality management with Industry 4.0 to enable enterprise efficiencies, performance, and innovation and business models. Jacob proposal is: Quality 4.0: educate yourself, get involved and lead!

* Boston Consulting Group (BCG) defines Quality 4.0 as the application of Industry 4.0's digital technologies to quality management.

* LNS definition but without explicitly defining the goal of Quality 4.0.

* The American Society for Quality (ASQ, 2020) defines Quality 4.0 as:

"bringing together Industry 4.0's advanced digital technologies with quality excellence to drive substantial performance and effectiveness improvements". This definition is similar to LNS definition but mentioned goal does not extend from performance and effectiveness to innovation and business models, as with LNS.

* Sony et al [4, 779-793] describe Quality 4.0 from quality functions point of view as: "Digitalization of quality of design, quality of conformance and quality of performance using modern technologies", such as cloud computing, IoT and CPS.

* Watson [5, 24-30] describes Quality 4.0 as "the application of digital technologies to productive systems to gain profound knowledge of their operations so that their real-time performance change is optimized". Watson's definition is wider in scope, all digital technologies, not limiting to Quality 4.0. He also motivates Quality 4.0 by acknowledging it as a response to an emerging customer requirement to expand its digital industrial applications.

* Radziwill [6] describes Quality 4.0 as improving connectedness, intelligence, and automation to enhance performance and promote organizational excellence. Those technologies arise in great deal from the smart-factory aspects of Industry 4.0. [6], but this definition doesn't specifically mention Industry 4.0 but more qualities.

* In this context, Radziwill [6] gives a simplified definition of Q4.0 related to the information as the connectedness (connection to the data), intelligence (understand and respond to the data) and automation (bring the data when needed and with less effort) for improving performance. Radziwill [6] describes six categories of value propositions for Quality 4.0 initiatives according to significant:

1. Augment or improve upon human intelligence.

2. Increase the speed and quality of decision-making.

3. Improve transparency, traceability, and auditability.

4. Anticipate changes, reveal biases, and adapt to new circumstances and knowledge.

5. Evolve relationships, organizational boundaries and concept of trust to reveal opportunities for a continuous improvement and new business models.

6. Learn how to learn by cultivating self-awareness and other-awareness skills.

* Zonenshain and Kennet [2] describe their take of the emerging Body of Knowledge of Quality 4.0 mainly concerning:

1. Quality as a data-driven discipline.

2. Application of modelling and simulation for evidence-based quality engineering.

3. Health monitoring and prognostics of quality.

4. Integrated quality management.

5. Maturity levels with respect to Industry 4.0.

6. Integrating innovation with quality and managing for innovation.

7. Quality 4.0 and data science.

8. Integrating reliability engineering with quality engineering.

9. Information Quality.

Quality 4.0 is the complementary approach to quality in the age of Industry 4.0. Quality 4.0 refers to the transformation and improvement of the organization's culture, collaboration, skills and leadership development, among others, through the application of technology.

3.Establishing and Implementing Quality 4.0 Principles

To achieve excellence through quality is to embrace the future of quality. It is paramount that quality professionals help their organizations make the vital connection between quality excellence and their ability to thrive in disruption, using quality principles to enable transformation and growth. (ASQ):

People. Quality 4.0 is more than technology. It's a new way for quality professionals to manage quality with the digital tools available today and understanding how to apply them and achieve excellence through quality. By speaking the digital language and making the case for quality in disruption, quality professionals can elevate their role from enforcers to navigators to successfully guide organizations through digital disruption and toward excellence.

Process. As more work is automated the need for flawless processes remains the same, if not more important. Existing processes will be broken and the need to educate the next generation of workers to implement new processes and strategies will be vital to not only the quality professional but also business operations. Quality is a vital link and should be included at the strategic level for sustainability during digital transformation.

Technology. Technology is growing 10 times faster than it used to, and organizations' platforms, such as processes, systems, data, operations and governance, must keep pace. Technology also is a great leveller because it gives any individual with the right idea and intent the capability that previously was available only to large organizations. Quality professionals must move from data analyst roles to data wrangler roles by engaging with new technologies, understanding these technologic advancements and the potential outputs they create, and determining how and when to use them.

3.1. Strategy Q 4.0

A Quality 4.0 strategy is an excellent opportunity to realign quality with corporate strategy. An effective Quality 4.0 strategy enables organizations to overcome longterm obstacles.

Most importantly, the manufacturers currently applying the technologies in Quality 4.0 reach a real value: improved quality, cost, efficiency, market share and brand recognition. Technologies allow for new approaches and responses to traditional organizational and value chain quality challenges.

Quality 4.0, which aligns quality management with Industry 4.0, should be a high priority for quality leaders. Connected systems and advanced technology solutions provide life sciences companies with the digital tools they need to ensure online quality assurance for proactive closed-loop quality management.

An e-book from LNS Research, "Quality Impact and Strategy 4.0: Digital Connection to Transforming Quality Management" can help quality leaders keep up with digital transformation, adopt and incorporate the principles of this approach to quality.

According to LNS Research, Quality 4.0 does not refer to technology, but to people who use their technology and processes; another is that Quality 4.0 does not replace traditional quality, but builds and improves it. For quality, these technologies are the most significant, as they allow a significant transformation of culture, leadership, collaboration and compliance.

Like the first, second and third industrial revolutions before it, Industry 4.0 represent major changes in the way products are manufactured. But it also signals a major shift in quality processes, systems and methods of collaboration from isolated to integrate. With technology and connectivity available today, quality teams are ready to address the quality challenges that have kept them from innovating and improving quality.

3.2.The 11 Axes of Quality 4.0

Quality 4.0, which aligns quality management with Industry 4.0, should be a high priority for quality leaders. Connected systems and advanced technology solutions give organizations the digital tools they need to master/control quality assurance through strategic, proactive "closed loop" quality management (Figure no. 1).

Quality 4.0 combines new technologies with traditional quality methods to reach us optimally in operational excellence, performance and innovation.

LNS Research has identified 11 components or framework "axes" for Quality 4.0. Some of these concepts are very familiar (e.g., compliance, management systems), but some reflect the changing nature of the technology brought about by Industry 4.0 and could be new (e.g., application development, connectivity, scalability). Understanding these axes is the first step in adopting a new Quality 4.0 approach. Dealing with these new approaches helps the organization move towards adopting Quality 4.0 as the basis for quality management systems.

The best way to understand Quality 4.0 is to examine the premises or axes on which it is based, in contrast to traditional quality approaches. As defined by LNS Research, these are (Table no. 2):

1. Date

2. Analyse

3. Connectivity

4. Collaboration

5. Application development

6. Scalability

7. Management systems

8. Compliance

9. Culture

10. Leadership

11. Competence

A recent Quality 4.0 study by Boston Consulting Group (BCG), in partnership with ASQ and Deutsche Gesellschaft für Qualität (DGQ), was undertaken to better understand the role of technology in transforming quality management. The study focused on opportunities and challenges and common technologies related to quality and how to improve traditional best practices in quality management.

Critical changes to the technology listed in the introduction, including advances in data, analytics, connectivity, scalability, and collaboration have made this possible. As the fourth revolution takes place, it will have an impact on everything we do. Connecting people, machines and data in new ways democratizes technologies that until now were accessible only to the few specialists, opens up transformative capabilities such as analytics, materials science and connectivity. For quality, these technologies are important because they transform culture, leadership, collaboration and compliance.

4. EFQM - Quality 4.0

Since its introduction in 1991, the EFQM model has been recognized as a global structure that helps organizations manage change and improve organizational performance. In 2019, EFQM introduced the new EFQM 2020 model, following an extensive co-creation review process involving users, awardees, academics and business leaders. The EFQM 2020 model is supported by European values and business ethics and incorporates the United Nations Sustainable Development Goals (SDGs).

The new Model of the European Foundation for Quality Management (EFQM-2020) is a comprehensive and up-to-date business model, which includes sustainability and features in line with Industry 4.0, supporting improved organizational transformation and performance, but with different theoretical and practical foundations.

Several links can be identified between the EFQM 2020 model and Industry 4.0, namely at the level of criteria and guidelines, which can support successful digital transformation by combining quality and excellence with Industry 4.0. However, given the generic and non-prescriptive nature of the model, there is no specific reference to the nine pillars of Industry 4.0. In addition, the links between management and organizational culture and the criteria for leadership and leadership in performance and transformation are not obvious, which could be a concern for business and technology transformation strategies.

Managing knowledge, skills and abilities is essential for the successful adoption of Industry 4.0. The EFQM model adds a strategic and technologically impartial perspective to Industry 4.0, providing an integrated framework of business excellence for Quality 4.0.

Quality teams need to take an active role in these initiatives, because while Quality 4.0 is fuelled by technology, the real transformation is taking place in the culture of quality, leadership and quality processes. Success with Quality 4.0 requires a solid, traditional foundation of quality. Quality 4.0 does not replace traditional quality methods, but rather builds and improves them.

Developing an effective Quality 4.0 strategy will enable organizations to address long-term quality issues. The Quality 4.0 concept provides an opportunity for organizations to review the root causes of current barriers to quality success and engage in strategic planning to explore how new technologies and the benefits they offer - such as improved data transparency and high-quality data-based information - can be leveraged to achieve a culture of excellence [7].

The EFQM 2020 model incorporates TQM, Industry 4.0 and the principles and approaches of sustainable development. It is important to emphasize the simultaneous presentation of outstanding performance while managing the transformation of the Industry 4.0 paradigm. The model can provide organizations with a comprehensive, up-to-date and integrated business model and can contribute to organizational quality and excellence in the Industry 4.0 era. In conclusion, the EFQM 2020 model and Industry 4.0 approaches share common goals to improve organizational performance, but with different conceptual bases.

Conclusions

In the current paradigm of Industry 4.0 and digital transformation, Quality 4.0 (or Q 4.0) has emerged as a combination of quality management and improvement models and approaches with new technologies to encourage the competitiveness and critical success factors of organizations. While technology is a key factor in digital transformation, organizations need management and business models to achieve sustainable competitiveness.

While Industry 4.0 focuses more on technology (technology as a key factor) and quality is customer-centric (technology as a facilitator), both approaches aim to improve performance and results. Without product and process quality, Industry 4.0 cannot fully improve flexibility and productivity. Instead, smart sensors, automation and big data can support Statistical Process Control (SPC) or Six Sigma at the process level or provide data for high-level total quality management (TQM) and business excellence models.

For supporting Industry 4.0 concept is developed Quality 4.0 but it is time for development of Quality 5.0 for supporting Society 5.0 developed in Japan. And for Social Oriented Quality (SOQ) especially needed knowledge and spirituality, as well as leadership for future success:

Quality 4.0 = C I A. Connectedness, Intelligence, Automation [8, 24-29]

References

References

[1] Sader, S., Husti, I. and Daróczi, M., (2019), Industry 4.0 as a key enablertoward successful implementation of Total Quality Management practices, Periodica Polytechnica Social and Management Sciences, 27(2), pp. 131-140

[2] Zonenshain, A., Kenett, R., S., (2020), Quality 4.0-the challenging future of quality engineering, Cal. Eng., Vol32, Issue 4, pp. 614-626

[3] Jacob, D., (2017), Quality 4.0 impact and strategy Handbook: Getting Digitally Connected Quality Management, LNS Research.https://www.sas.com/content/dam/SAS/en_us/doc/whitepaper2/quality-4-0 impact-strategy-109087.pdf

[4] Sony, M., J. Antony, J.A. Douglas, (2021), Motivations, barriers and readiness factors for Quality 4.0 implementation: an exploratory study, The TQM Journal, 32, 779-793

[5] Watson, G.H., (2019), The Ascent of Quality 4.0 How the new age of quality came to be and what it might look like in 20 years, Quality Progress, Volume 52 Issue 3 pp. 24-30

[6] Radziwill, N., (2018), Designing a Quality 4.0 Strategy and Selecting High-Impact Initiatives, in: ASQ Quality 4.0 Summit, Disruption, Innovation and Change Dallas: ASQ

[7] Fonseca, L., et al., (2021), Calitatea 4.0: Modelul EFQM2020 si relaţiile si implicaţiile Industriei 4.0, Sustenabilitate, 13 (6),3107https://doi.org/10.3390/su13063107

[8] Radziwill, N., (2018), Let's Get Digital: The many ways the fourth industrial revolution is reshaping the way we think about quality, Quality Progress, Oct 2018, p. 24-29

Supplementary recommended readings

Bonilla, S.H., (2018), Industry 4.0 and Sustainability Implications: A Scenario-Based Analysis of the Impacts and Challenges, Sustainability, 10(10), p. 3740- 47

Bowers, K. and Pickerel, T.V., (2019), Vox Populi 4.0: big data tools zoom in on the voice of the customer, Quality Progress, p. 32-39

Ghafoor, S., Grigg, N.P, Mathrani, S.; Mann, R., (2020), O analiză bibliometrică si tematică a lucrărilor din jurnalele de excelenţă în afaceri din 1990 până în 2020, Total Quality Management

Jacob, D., Shah M., (2018), Strategy guide to Quality 4.0: Core framework, data and use case, CIE 46 Proceedings, China

Kubat, R., (2018), Quality 4.0: the internet of things is only half the solution, Quality, 57 (4) (2018), pp. 42-45

Nenadál, J., (2020), The new EFQM model: what is really new and could Be considered as a suitable tool with respect to Quality 4.0 concept? Quality Innovation Prosperity, 24 (1) (2020), pp. 17-28

Paraschivescu, A.O., (2020), Managementul calităţii, 4th Edition, Tehnopress Publishing House, Iaşi

Radziwill, N, Olson, D., Vollmar, A., Lippert, T., Mattis, T., Van Dewark, K. and Sinn, J.W., (2008), Starting from scratch, Quality Progress, 41(9), 40

Radziwiłł, N., (2018), Let's Get Digital: The many ways the fourth industrial revolution is reshaping the way we think about quality, Quality Progress, Oct 2018, p. 24-29

Vora, M.K., (2002), Excelenţă în afaceri prin managementul calităţii, TQM Journal, 13, 1151-1159

LSN Research, (2017), Quality 4.0 Impact and Strategy Handbook eBook, https://blog.lnsresearch.com/quality40ebook

ASQ, https://asq.org/quality-resources/quality-4-0