The new concept of quality in the digital era: a human resource empowerment perspective

The readiness of manufacturing industries to transit to Quality 4.0

Purpose

This research provides the essential aspects of the transition from traditional quality methods like total quality management, quality assurance and quality control to a new quality approach linked with the Industry 4.0 era. The purpose of this paper is to address this issue.

Design/methodology/approach

The study used a survey method to obtain the practitioners' perceptions of the Quality 4.0 (Q4.0) concepts. Both closed-ended and open-ended structured questionnaires assessed the perceptions of respondents regarding manufacturers' readiness and Q4.0 awareness to transition to Q4.0. Non-probability and purposive sampling tactics selected 15 Tanzanian manufacturing industries (TMIs). Garnered data were scrutinised quantitatively and qualitatively utilising Minitab® 20, SmartPLS 3.3.7 and MAXQADA 2020 software packages.

Findings

The results indicate that TMIs are equipped to deploy the Q4.0 approach because industrialists are familiar with the concept's characteristics and dimensions and the benefits of implementing Q4.0. Most TMIs utilise a Q3.0 method for managing quality, while some manufacturing industries have begun to apply Q4.0 leveraging technologies. The study revealed several factors influencing Q4.0 readiness in TMIs, including leveraged technology adoption, training, Q4.0 skills, infrastructures, the government set-up, top management support, Q4.0 strategy and vision, collaboration, awareness, knowledge of Q4.0, customer and supplier centeredness and organisational culture.

Research limitations/implications

The implication of this study is on Q4.0 awareness creation so that industries can grab the advantages of Q4.0 leveraged technologies. Another implication is that organisational readiness factors identified in this study are critical for the effective adoption of Q4.0. The highlighted influences may be utilised as indications to determine an organisation's readiness to transition to the Q4.0 approach. This research was limited to TMIs, excluding service firms, mining, and the building and construction industry due to differences in their mode of operation.

Originality/value

Determining readiness factors and awareness for the Q4.0 study is probably the first amongst the seven East African countries, including Tanzania. This study thus bridges a huge gap in fulfilling the need of this research type.

Prioritising the determinants of Industry-4.0 for implementation in MSME in the post-pandemic period – a quality function deployment analysis

Purpose

Micro, Small, Medium Enterprises (MSMEs) are witnessing an accelerated transformation by the advent of Industry-4.0 (I4.0) in the post-pandemic period. It is offering promising customer responsiveness, competitiveness, business growth and sustainability and thereby, compelling its integration to MSMEs. Therefore, it is imperative for researchers to explore Industry 4.0 challenges and their specific implementation requirements and also provide useful insights to the stakeholders.

Design/methodology/approach

This research paper has identified, explained and analysed various determinants of the I4.0 implementation, in MSME context. Focus group approach has been applied for taking inputs from experts for developing the House of Quality (HOQ) tool of the Quality Function Deployment (QFD) methodology from the Total Quality Management (TQM) tool-box.

Findings

Based on the responses and after applying QFD, a conceptual model suggesting relevant strategies to execute I4.0 by Indian MSMEs has been developed. The model highlights three key challenges being faced by the Indian MSMEs –Top management support, Incompatible resources and Transition cost. The model also reveals vital few designer's descriptors – Cultural reorientation, IT enabled digitization, Process automation and knowledge and skill in I4.0 implementation (Knowhow) for a structured implementation of I4.0.

Practical implications

The evolved HOQ framework has provided some useful insights - priority areas in the MSME challenges and the designer's descriptors for I4.0 implementation in MSME. The research has also provided the understanding of the dynamics between the I4.0 components through the 10 × 10 interrelationship matrix of the HOQ. Farsighted MSME leaders, practising consultants, sourcing managers and policy makers can use the developed framework as a reference in formulating tactics to mitigate the I4.0 implementation barriers.

Originality/value

The non-conventional application of HOQ in the QFD approach from the TQM tool-box is a useful value addition to the TQM practitioners. The useful insights to the MSME leaders, policy makers, sourcing managers of OEM, consultants engaged in I4.0 transformation and academic researchers are the other contribution.

Quality 4.0 transition framework for Tanzanian manufacturing industries

Purpose

This research aimed at developing the Quality 4.0 transition framework for Tanzanian manufacturing industries.

Design/methodology/approach

The survey method was used in this study to gather practitioners' perspectives. The approach included open-ended and closed-ended structured questionnaires to assess respondents' perceptions of Quality 4.0 awareness and manufacturers' readiness to transit to Quality 4.0. The study's objective was to adopt non-probability and purposive sampling strategies. The study focused on fifteen Tanzanian manufacturing industries. The data were analysed qualitatively and quantitatively using MAXQADA 2020 and Minitab 20 software packages, respectively.

Findings

The study demonstrated a high level of awareness of Quality 4.0 among Tanzanian manufacturing industries (i.e. 100% in Quality 4.0 traditional attributes and 53% in Quality 4.0 modern attributes). Individuals acquire knowledge in various ways, including through quality training, work experience, self-reading and Internet surfing. The result also revealed that most manufacturing industries in Tanzania use Quality 3.0 or a lower approach to manage quality. However, Tanzanian manufacturing industries are ready to embrace Quality 4.0 since practitioners are aware of the concepts and could see benefits such as customer satisfaction, product improvement, process and continuous improvement, waste reduction and decision support when using the Quality 4.0 approach. The challenges hindering Quality 4.0 adoption in Tanzania include reliable electricity, high-speed Internet and infrastructure inadequacy to support the adoption, skilled workforces familiar with Quality 4.0-enabled technologies and a financial set-up to support technology investment. Moreover, the study developed a transition framework for an organisation to transition from traditional quality approaches such as quality control, quality assurance and total quality management to Quality 4.0, a modern quality approach aligned with the fourth industrial revolution era.

Research limitations/implications

The current study solely looked at manufacturing industries, leaving other medical, service, mining and construction sectors. Furthermore, no focus was laid on the study's Quality 4.0 implementation frameworks.

Originality/value

This is probably the first Quality 4.0 transition framework for Tanzanian manufacturing industries, perhaps with other developing countries.

Assessing sustainable tourism development through service supply chain process maturity and service quality model

Purpose

This study aims to propose a framework for identifying and measuring the gaps between evaluation and goal setting in service supply chain (SSC) processes towards planning and development of sustainable tourism aligned with the firm's real conditions and capabilities.

Design/methodology/approach

By the concept of the service quality gap model, the existing gaps between auditors' evaluation and the managers' goals in SSC processes maturity were examined. Then, each of the designed gaps was measured considering the goals addressed by managers’ and auditors' evaluation. Finally, the strategy and priority of sustainable tourism planning and development were determined based on importance–performance analysis (IPA).

Findings

The gaps caused by the expectations and perceptions of the firm about the dissatisfaction of managers regarding their addressed goals and the evaluation of auditors in the planning and development of sustainable tourism can be classified into three categories of goals gap, assessment gap and main gap. To improve the performance of the firm in each of the evaluation criteria under the results of IPA analysis, solutions were provided.

Practical implications

Realistic evaluation and recognition of the capabilities of the organization's processes through the proposed framework can be effective in goal setting and sustainable tourism development policies.

Originality/value

The framework proposed in this study can be a suitable approach for the balanced growth of all aspects of the firm in planning and developing sustainable tourism and helps firms in setting the right and logical goals.

Quality 4.0 conceptualisation: an emerging quality management concept for manufacturing industries

Purpose

Quality 4.0 refers to a modern quality management approach that uses Industry 4.0 technologies, integration and digitalisation. This research explores the current understandings of Quality 4.0 in various publications. The focus is on Quality 4.0 concepts or explanations, available models, motivation and readiness factors for adoption, enablers and technologies that can be leveraged.

Design/methodology/approach

A qualitative approach was deployed to collect the findings. This paper employs bibliometric, scientometric and visual analytic tools to identify and analyse articles from Scopus, Web of Science (WOS), Google Scholar databases and other sources such as ScienceDirect and Taylor and Francis.

Findings

The bibliometric results revealed that Quality 4.0 publications began in 2016 and increased dramatically in 2020 and 2021, with India leading the way while scientometric analysis found no clear definition of Quality 4.0 hitherto. However, several authors have defined the concept of Quality 4.0, arguing that it is characterised by digitalisation and integration, Industry 4.0 technologies applications and big data management. Some of the Quality 4.0 models published in the theoretical underpinnings include total quality management (TQM) in the basis of Industry 4.0 model, the European Foundation for quality management model, Quality 4.0 model combining operational technology (OT) and information technology (IT) through digital transformation and the LSN Research eleven axes of Quality 4.0 model. The research highlights key enablers of Quality 4.0 adoption, such as enabling technologies, big data capability, skilled and competent workers, collaboration and leadership support.

Research limitations/implications

The findings can benefit Quality 4.0 researchers and practitioners on the available Quality 4.0 models, motivation and readiness factors for Quality 4.0 adoption, enablers and leveraged technologies in Quality 4.0.

Originality/value

This study attempted to explore the current understandings of Quality 4.0 concepts to sediment these emerging quality management concepts for manufacturing industries.

Quality management practices and quality of work life – a conceptual model development

Purpose

The present study analyzes the research articles linking quality management practices (QMP) and quality of work life (QWL). The investigation leads toward the formulation of the hypothesis and developing a conceptual framework of QMP and QWL.

Design/methodology/approach

The study uses a systematic literature review to explore the relationship between QMP and QWL using the Scopus, Web of Science, PubMed, Eric, IEEE Xplore, ScienceDirect, Directory of Open Access Journals (DOAJ), and Google Scholar database and identifies critical factors of QMP and QWL using Pareto analysis. Further study proposes a conceptual framework of articles linking QMP and QWL.

Findings

A thorough review of the literature identifies three different categories of research articles: “factor identification” articles, “QMP implementation” articles, “scale development” articles, and “influence of QMP on various organizational and employees-related factors” articles. Many studies have attempted to study the relationship and influence of QMP on employee-related factors but not by considering them holistically, thus, underlining the significant gap in the QMP and HRM literature.

Research limitations/implications

To review the literature on QMP and QWL, only a handful of databases were reviewed. Further, the proposed conceptual model is based on the QMP and QWL/HRM literature review, and it is not empirically validated. Further research can be considered to test and validate the proposed conceptual framework empirically.

Practical implications

This study highlights a gap in the existing research studies and an incomplete consideration of employees' aspects of QWL. Researchers and organizations are advised to adopt a broader view while assessing QMP implementation's influence on employees.

Originality/value

This study uses a systematic literature review and Pareto analysis to find the critical factors of QMP and QWL, thus providing a new research avenue for researchers, quality experts and human resource managers to consider all the aspects of employees, that is, QWL of employees, to understand the influence of QMP on employees to achieve firm success.