Quality 4.0 (Q4.0) is a new trend in the field of quality management that focuses on managing quality in the modern era of Industry 4.0 (I4.0). It goes beyond simply integrating I4.0 technologies into traditional quality management systems and instead emphasizes the need for an integrated social and technical system that works towards meeting the quality objectives of an organization. This means that organizations must pay equal attention to both human and technological aspects in order to achieve new levels of quality management.
One of the pioneers in highlighting the concept of Q4.0 as a separate term is Dan Jacob, who believes that it should be a company-wide strategy implemented across the entire organization. The American Society for Quality (ASQ) also recognizes Q4.0 as the future of quality, with the potential to achieve operational excellence for I4.0.
Organizations that have implemented Q4.0 have reaped numerous benefits, including increased productivity, customer satisfaction, reduced costs of quality, improved operational efficiency, and enhanced product quality. In the manufacturing sector, Q4.0 has the potential to automate inspection, reduce quality costs, enable dynamic and real-time quality control, improve product performance, enhance business culture, create partnership opportunities, realign quality functions, redesign production systems, automatically detect defects, and manage the life cycle of products. Q4.0 also has a positive impact on environmental dimensions by facilitating the maintenance of environmental quality and green production.
While there have been studies on the impact of Q4.0 on organizational performance, most of them have not considered the timing of adoption by organizations. It is important to classify organizations into early and late adopters to compare their performance. Early adopters may benefit from the first-mover advantage, while late adopters can benefit from the experience advantage. Therefore, it is essential to compare organizational performance between early and late adopters of Q4.0.
This study aims to answer the research question of how organizational performance varies between early and late adopters of Q4.0. The study begins with a literature review on Q4.0 implementation and duration, highlighting the significance of a detailed project implementation timeline and key ingredients for effective implementation. The study also explores the innovation adoption curve and the benefits of Q4.0, such as improved product quality, reduced costs, and increased customer satisfaction.
The study then delves into the impact of Q4.0 on operational, financial, environmental, and social performance. Early adopters of Q4.0 have witnessed improvements in operational performance, such as solving quality-related problems at an early stage, analyzing and improving operational performance, and high customer satisfaction rates. They have also experienced financial benefits, including increased revenue, profit, and cost reduction. Additionally, early adopters have seen improvements in environmental performance by reducing waste, energy consumption, and emissions. Socially, Q4.0 has led to improved worker health and safety, better working environments, and improved employee satisfaction.
Late adopters of Q4.0, on the other hand, have benefited from reduced implementation costs, improved productivity and flexibility, and increased recognition. They have also experienced advantages in terms of environmental performance, such as meeting environmental regulations and better environmental management. Socially, late adopters have had the advantage of smarter collaborative robots, improved employee training, and better communication within the organization.
Overall, both early and late adopters of Q4.0 have observed positive impacts on organizational performance. Early adopters have the advantage of being pioneers and gaining competitive benefits, while late adopters can learn from early adopters' experiences and implement updated and innovative business models. The study suggests that managers should consider the timing of adoption and the specific challenges and benefits associated with each phase.
This research contributes to the understanding of Q4.0 implementation and its impact on organizational performance. It highlights the need for organizations to carefully plan and execute their Q4.0 initiatives, considering both the human and technological aspects. Organizations that successfully implement Q4.0 can achieve new levels of performance in terms of operational efficiency, financial stability, environmental sustainability, and social responsibility.
However, it is important to note that this study is based on qualitative research and interviews with a limited number of participants. Further research is needed to explore the quantitative impact of Q4.0 on different business performance metrics in various types of organizations. Additionally, the role of organizational culture and leadership should be further examined as mediators in the relationship between Q4.0 practices and organizational performance.
Reference
Antony J.; Swarnakar V.; Sony M.; McDermott O.; Jayaraman R. (2023). How do organizational performances vary between early adopters and late adopters of Quality 4.0? An exploratory qualitative study. TQM Journal, (), -, DOI: 10.1108/TQM-03-2023-0083.