Developing a Quality 4.0 Implementation Framework and Evaluating the Maturity Levels of Industries in Developing Countries

Zulqarnain, Ali; Wasif, Muhammad; Iqbal, Syed Amir

doi:10.3390/su141811298

Cited by 15 publications

(27 citation statements)

References 34 publications

(39 reference statements)

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“…, 2021). Subsequently, companies must offer opportunities for continual training and development to ensure that individuals and teams have the skills necessary to flourish in the fast-evolving ecosystem of Q4.0 (Zulqarnain et al. , 2022).…”

Section: Literature Reviewmentioning

confidence: 99%

“…However, the specific KPIs will vary depending on the organization's goals, objectives and industry (Zhao et al. , 2022; Zulqarnain et al ., 2022).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Training and certification programs must address data analytics, quality management, change management and I4.0 technologies, among other subjects (Santos et al, 2021). Subsequently, companies must offer opportunities for continual training and development to ensure that individuals and teams have the skills necessary to flourish in the fast-evolving ecosystem of Q4.0 (Zulqarnain et al, 2022). Thus, more studies on Q4.0 competencies and training requirements may help firms comprehend the skills and knowledge necessary for success in the I4.0 age.…”

Section: Critical Failure Factorsmentioning

confidence: 99%

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Critical failure factors for Quality 4.0: an exploratory qualitative study

Antony,

Kaul,

Bhat

et al. 2023

IJQRM

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PurposeThis study aims to investigate the adoption of Quality 4.0 (Q4.0) and assess the critical failure factors (CFFs) for its implementation and how its failure is measured.Design/methodology/approachA qualitative study based on in-depth interviews with quality managers and executives was conducted to establish the CFFs for Q4.0.FindingsThe significant CFFs highlighted were resistance to change and a lack of understanding of the concept of Q4.0. There was also a complete lack of access to or availability of training around Q4.0.Research limitations/implicationsThe study enhances the body of literature on Q4.0 and is one of the first research studies to provide insight into the CFFs of Q4.0.Practical implicationsBased on the discussions with experts in the area of quality in various large and small organizations, one can understand the types of Q4.0 initiatives and the CFFs of Q4.0. By identifying the CFFs, one can establish the steps for improvements for organizations worldwide if they want to implement Q4.0 in the future on the competitive global stage.Originality/valueThe concept of Q4.0 is at the very nascent stage, and thus, the CFFs have not been found in the extant literature. As a result, the article aids businesses in understanding possible problems that might derail their Q4.0 activities.

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Section: Literature Reviewmentioning

confidence: 99%

“…However, the specific KPIs will vary depending on the organization's goals, objectives and industry (Zhao et al. , 2022; Zulqarnain et al ., 2022).…”

Section: Literature Reviewmentioning

confidence: 99%

Section: Critical Failure Factorsmentioning

confidence: 99%

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Critical failure factors for Quality 4.0: an exploratory qualitative study

Antony,

Kaul,

Bhat

et al. 2023

IJQRM

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“…Getting to commands with these organizational variables will assist organizations to move in the direction of implementing quality 4.0 as the base for the organizational quality system. There are a total of 11 organizational variables (Pillars) of quality 4.0 (Zulqarnain et al, 2022;Lodi et al, 2022;Juran, 2019;Alzahrani et al, 2021;Jacob, 2017) Quality 4.0 variables (1) Analytics: Analytics has the potential to lift the bar of quality 4.0 projects within a manufacturing business. Analytics is one of the data-driven pillars of quality 4.0 (Zonnenshain and Kenett, 2020).…”

Section: Quality 40mentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

Evaluation of organizational variables of quality 4.0 in digital transformation: the study of an Indian manufacturing company

Mittal¹,

Kumar

Verma

et al. 2022

TQM

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PurposeThe study aims to identify organizational variables of quality 4.0 for an Indian manufacturing company in the case of digital transformation. Furthermore, the organization enhances its quality 4.0 performances to its success based on the degree of relevance of these variables, insight into these variables and sub-factors to prioritize them.Design/methodology/approachInitially, two rounds of the survey were conducted with 11 decision-makers from the company made to receive organizational variables scores and prioritize the factors and sub-factors. Analytic Hierarchy Process (AHP) based research methodology has been proposed to assign the criterion weights and prioritize the identified variables.FindingsThe results of this AHP model demonstrate that “Committed Leadership” is recognized as the top positioned variable and most significant organizational variable, followed by Collaboration and Quality culture, which are developed at the next level. These essential organizational variables with their sub-categories' priorities are identified as contributing attributes.Research limitations/implicationsThe findings facilitate quality 4.0 in the digitalization era, which take into contemplating the current state of the business. Furthermore, the understanding of variables provides insightful guidance to analyze, solve complex problems and assess the efficacy of quality 4.0 in digital transformation.Originality/valueThe novelty of this study is to pinpoint, and evaluate the responsible organizational variables and prioritize them that lead to high productivity and competitive advantage considering the AHP method.

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