The Fourth Industrial Revolution has brought about various technological advancements such as digital information, the Internet of Things, data analysis, artificial intelligence, virtual reality, and additive manufacturing. These technologies have had a significant impact on both the manufacturing and service industries, and companies must keep up with them to survive in the digital age. One of the critical challenges that companies face in this era of digital transformation is quality management.
Quality 4.0 is a term used to describe the digitization of total quality management and its impact on technology, processes, and people quality. In Industry 4.0, the concept of quality management has expanded beyond product quality and now emphasizes safety and data service quality. Quality 4.0 focuses on product design quality as it has a higher impact on customer satisfaction and is essential in a competitive environment. Quality management in Industry 4.0 leads to improvements across the value chain and enables customers to track and monitor their orders in real-time.
The focus of businesses in Industry 4.0 is to innovate and empower their workforce to achieve high-quality levels and customer satisfaction in the digital age. Technological advances in Industry 4.0 have changed human-machine interaction, leading to significant innovation in the workplace. Businesses need to support their employees by teaching them new skills and upgrading their existing skills to prepare for the required digital developments in human resources.
A scientific paper discusses the importance of human resource management in Industry 4.0, which requires a more skilled workforce to perform multiple responsibilities and work more systematically with communication devices. The paper identifies technical and methodological skills, group and individual attitudes as required skills to work in a "smart company." The authors emphasize the need for businesses to invest in skills training and updating to empower and prepare their workforce in the Fourth Industrial Revolution.
The study used the Grey DEMATEL technique to investigate the drivers that affect the readiness and ability of human resources in Quality 4.0. The findings suggest that businesses need to establish an effective strategy for empowering and preparing their workforce to fill the gap between Industry 4.0 needs and workforce skills. Knowledge-Intensive Business Services (KIBS) firms act as an interface between the customer and the company, enhancing their innovation capabilities. The paper provides a step-by-step procedure of applying the Grey DEMATEL technique to investigate complex problem structures with a hierarchical structure.
The author explored the relationship between Industry 4.0 and quality management, specifically focusing on the concept of Quality 4.0. The findings highlighted the need for value creation through big data, analytics, and artificial intelligence, as well as the development of skills and a quality culture 4.0. The study emphasized the importance of empowering human resources to adapt to digital transformation and identifying key drivers, such as technical abilities and innovation orientation. The author suggested that companies should invest in training and updating strategies and policies to prepare for the digital era and achieve Quality 4.0 goals.
The paper emphasizes the critical role of human resources in the digitalization of companies and the need for companies to assess their readiness and empowerment needs before embarking on the digitalization path. Further research is needed to examine this subject in more diverse statistical communities and industries. In conclusion, in the era of digital transformation, firms must empower their employees to innovate and drive them to acquire new skills to help their companies succeed in Industry 4.0. Human resource empowerment should be a priority for companies due to the changes and digital age skills training required.
Authors
Balouei Jamkhaneh, H., Shahin, A., Parkouhi, S. V., & Shahin, R. (2022). The new concept of quality in the digital era: a human resource empowerment perspective. The TQM Journal, 34(1), 12 https://doi.org/10.1108/TQM-01-2021-0030