From Industry 4.0 to Quality 4.0: An Innovative TQM Guide for Sustainable Digital Age Businesses

700 Pages·2022·14.558 MB·English

by  Timothy Adesanya Ibidapo

Management for Professionals
Timothy Adesanya Ibidapo
From Industry
4.0 to Quality
4.0
An Innovative TQM Guide
for Sustainable Digital Age Businesses
Management for Professionals
More information about this series at https://link.springer.com/bookseries/10101
Timothy Adesanya Ibidapo
From Industry 4.0 to
Quality 4.0
An Innovative TQM Guide
for Sustainable Digital Age Businesses
Timothy Adesanya Ibidapo
Grand Prairie, TX, USA
ISSN 2192-8096 ISSN 2192-810X (electronic)
Management for Professionals
ISBN 978-3-031-04191-4 ISBN 978-3-031-04192-1 (eBook)
https://doi.org/10.1007/978-3-031-04192-1
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To:
All those whose qualitative and invaluable
love keeps me going:
My wife, Mojisola Bimbo , a model of
(‘Yemi)
patience, love, and peace;
My loving daughters Olufemi Kugel,
Olubunmi Adebowale, Toluwani
Adefoyinsola ,
(mom)
Tiwatope Adekanyinsola , and
(grandma)
Titobioluwa Adefayosola;
My son, Tiwaloluwa Adedamola ;
(dad)
My grandsons, Dariusz Kugel and
Fabian Kugel;
My most loving and affectionate
great-grandson, Milan Olumide Kugel;
and my beloved ones of blessed memory:
Mother/Grandmother, Lydia Adegbemisola
Aladewolu, (‘Yemi, motherly than any other);
My brothers, Frederick Ayodele Sule, Samuel
Adebayo Ogundeji, Benjamin Olusola
Awogbayila, Dr. Reverend Olorunleke
O. Banjoko, and Prof. Vincent O.S. Olunloyo;
and
Dr. Manisha Raja of Parkland Health and all
other frontline healthcare workers across the
globe for their commitment to adaptive and
innovative selfless patient care during the
COVID-19 pandemic era and beyond
Preface
Managing change is the most universal phenomenon of quality most commonly
exhibited in the lives and activities of human beings – individually and collectively.
Hence, the assumption that we are naturally endowed with the qualitative ability to
manage change, though some people may be better at it than others. The brain is the
powerhouse for man’s change management capabilities. We are born in change
management, grow up with, and in it, and struggle with it at old age until the 360°
circle of life is completed. Hence, every living being lives managing change(s), a
strong quality management skill. This is the reason why people commonly refer to
the constancy or permanency of change.
The changes portended in digital transformation, which is generally termed the
fourth (4.0) industrial revolution, lead to the dawn of a new era, generally envisaged
to transform the industrial landscape vis-à-vis the way quality management tools
are deployed and practiced. It is an era in which both the environment and people’s
values are daily becoming increasingly complex and diverse. The potentials for
digital transformation to create new values – businesses, people, and society – have
therefore been the major driving force for its pursuit.
The new era and the changes that come with it are primarily precipitated by the
rapid evolution of information and communications technology (ICT), which is
later co-polymerized with globalization and the “swiftly” evolving digital technolo-
gies, such as robotics, artificial intelligence (AI), industrial Internet of Things
(IIoT), Internet of Things (IoT), 5G, blockchain, big data, and so on.
The initial postulation and recognition of the potential ability of digital transfor-
mation to create value across most activities of man have most recently spurred
governments and organizations across the globe to make digital transformation the
cornerstone of their developmental policies. Viewing digital transformation from
this perspective has so far earned the digital transformation, popularly referred to as
the fourth industrial revolution, many appellations among the people of the world,
some of which are listed hereunder:
• “Industrie 4.0” (Germany)
• “Industry 4.0” (Europe)
• “Industrial Internet of Things” (US) – (also referred to as Industry 4.0)
• “Society 5.0” (Japan)
• “Made in China 2025” (China)
vii
viii Preface
• “Smart Nation” (Singapore)
• “Smart Cities” (Asia)
• “SmartFactory”
• “Super Smart Society”
These appellations, no doubt, elucidate the fact that we are in the era of digitaliz-
ing not just industrial production processes but also other businesses and social
infrastructures.
While the second decade of the twenty-first century gave birth to disruptive
industrial revolutionary changes, the people of the world have not been spared from
other challenges and uncertainties of global magnitude – terrorism, depletion of the
world’s natural resources, global warming and other environmental changes, the
novel coronavirus COVID-19 pandemic, and the daily increasing economic dispar-
ity among the people and nations of the global community.
Innovative TQM Guide to Sustain Digital Age Businesses is an innovative book
which offers quality in totality, both in contents and in context, to make available to
readers the A–Z of quality as a body of knowledge (BoK), from its genealogy to its
anatomy.
It thus provides quality and quality management researchers, practitioners, orga-
nizations, professionals, and other entities a critically relevant knowledge base, thus
serving as a very critical resources platform, useful in the currently evolving digital
age practices, to define and evolve future quality management practices – Quality
4.0. Successfully transforming, blending, or applying traditional quality manage-
ment practices to Industry 4.0’s digital technologies can be facilitated and achieved
on the basis of the full understanding of existing quality management practices,
tools, techniques, and principles as holistically presented in Innovative TQM Guide
to Sustain Digital Age Businesses, thereby serving as the bridge of quality knowl-
edge linking the past with the future of quality – Quality 4.0 – to create increased
operational efficiency, improved business performance, and business models.
The smart and innovative construct of this digital age quality management book
is an exhortation of transformational quality in a digital industrial manufacturing
era, in which traditional quality management tools and practices are relied upon as
a critical and solid fundamental rooting for grafting Industry 4.0 technologies unto
Industry 4.0 initiatives, to extrapolate Quality 4.0 professional practices of the
future. Quality 4.0 therefore requires that traditional quality management princi-
ples/philosophy, techniques, tools, and practices, as presented in this book, be lever-
aged with digital technologies to evolve the most effective total quality management
(TQM) methodologies for suring that operational processes are innovatively opti-
mized to consistently achieve product/service excellence.
The intense literature review provided in Chaps. 21 and 22 of Innovative TQM
Guide to Sustain Digital Age Businesses identified some critical essential global
research and survey findings that will likely culminate in the successful application
of Industry 4.0 technologies for implementing Quality 4.0 initiatives at organiza-
tional levels:
Preface ix
• Extrapolating organizational Quality 4.0 culture beyond traditional quality prac-
tices to embrace Quality 4.0 initiatives to motivate all employees to willingly
take ownership and accountability of quality – training and upskilling in the use
and application of 4.0 technologies, confidence building, effective communica-
tion, leadership clear vision and objective, developing innovative and quality
thinking abilities, and so on.
• Targeted training to fill missing gaps for quality professionals relevant to Quality
4.0, hence the general need to assess and define a digital talent strategy relative
to 4.0 technologies and their application. Training, upskilling, and/or recruiting
qualified and capable hands is key to the successful implementation of Quality
4.0 due to the critical fact of Quality 4.0 not being merely about technologies but
more about the people engaged in their usage and application as well as their
processes.
• Transformational/transactional knowledge-oriented innovative leadership with
clarity of vision and strategy and an ability to communicate and collaborate at
all levels.
• Provision of adequate resources, especially human capital capable of handling
relevant 4.0 technologies and their outputs, especially in the generation, collec-
tion, and analysis of data to achieve product quality and reliability, and in the
effective monitoring of performance.
• Glaring and open demonstration of top management support and collaboration
toward the implementation of Quality 4.0.
• Quality metrics, though not known to be a serious problem in traditional quality
management practices because quality professionals are used to it, may however
constitute some challenges to digital age quality.
While we may not be able to predict the exact picture of Quality 4.0 practices,
there is the certainty that it will emanate from the structural knowledge base of tra-
ditional quality management principles, philosophy, techniques, tools, and practices
which are fully embodied in Innovative TQM Guide to Sustain Digital Age
Businesses.
Grand Prairie, TX, USA Timothy Adesanya Ibidapo
Proem
Using Traditional Quality Knowledge Base to Define Quality
4.0 Practices
Most organizations and businesses all over the world have kept faith in the culture
of quality to achieve and sustain competitive advantage. Hence, implementing qual-
ity management practices has today become an integral part of virtually every oper-
ational process. However, facing new production paradigms, such as Industry 4.0,
poses a new challenge as to how quality management processes could adapt in the
new era of digital technologies.
Innovative TQM Guide to Sustain Digital Age Businesses thus provides a reliable
broad-based, A–Z quality knowledge linking traditional quality management prin-
ciples, tools, and practices with the fourth industrial revolution, Industry 4.0, and
applicable 4.0 base technologies, to extrapolate digital age quality management
practices, Quality 4.0, in line with the usual trend of quality evolving with each
stage of industrial manufacturing evolutions witnessed by man.
The ongoing transformational changes of quality, which began generally with
quality leadership transformation, from the age of the quality gurus of the twentieth
century to the digital era of newly evolving quality leadership of the twenty-first
century, hold the key essential for global sustainability.
This book is therefore written not just to create a quality knowledge reservoir for
quality professionals, practitioners, researchers, students, academics, equipment
manufacturers, business executives, management consultants, various leadership
cadres, and other interested parties, but as a key contributory platform for aiding and
strengthening the overall integration and evolution of digital age quality manage-
ment principles, tools, techniques, and practices of the future.
With its tentacles and influence properly balanced between academics and indus-
try, quality and its most comprehensive phenomena – total quality management
(TQM), quality control, Lean, and Six Sigma, among others – have united to grow
quality to maturity as an independent body of knowledge (BoK), vast and diverse in
application and use than most of its contemporaries in social and management sci-
ences. This book is structured to project all ramifications of quality as a body of
knowledge useful in all ramifications of life, hence human sustainability.
xi