Total Quality Management & Business Excellence

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A review of quality 4.0: definitions, features,

technologies, applications, and challenges

Sami Sader, Istvan Husti & Miklos Daroczi

To cite this article: Sami Sader, Istvan Husti & Miklos Daroczi (2022) A review of quality 4.0:
definitions, features, technologies, applications, and challenges, Total Quality Management &
Business Excellence, 33:9-10, 1164-1182, DOI: 10.1080/14783363.2021.1944082

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Total Quality Management, 2022
Vol. 33, No. 10, 1164–1182, https://doi.org/10.1080/14783363.2021.1944082

REVIEW

A review of quality 4.0: definitions, features, technologies,

applications, and challenges
a* b b
Sami Sader , Istvan Husti and Miklos Daroczi
a
Doctoral School of Mechanical Engineering, Szent Istvan University, Godollo, Hungary;
b
Institute of Engineering Management, Szent Istvan University, Godollo, Hungary

Quality 4.0 is a new term representing a new featured approach to quality management.
The recent development in information and communication technologies resulted in a
great leap in Industry, causing the emergence of what is called ‘Industry 4.0’. The term
‘4.0’ has been attached to other fields such as Quality 4.0, Agriculture 4.0, Agribusiness
4.0, Service 4.0, Logistics 4.0, Health 4.0. etc., all representing the impact of Industry
4.0 on these terms. In the meanwhile, Quality 4.0 hasn’t been adequately discussed
from a scientific perspective; few journal articles pointed out ‘Quality 4.0’ but
without a comprehensive interpretation for the scientific foundations behind it.
Therefore, this paper suggested a comprehensive, hybrid and balanced definition for
Quality 4.0. The paper suggested that Quality 4.0 is an extended approach to quality
management, where recent technologies are being integrated with traditional quality
practices (QC, QA, TQM) to expand the quality management scope and to improve
quality activities. The paper also identified Quality 4.0 features, technologies, and
applications. Moreover, the paper highlighted the challenges and future research
topics in the context of Quality 4.0.
Keywords: quality 4.0; industry 4.0; quality management; TQM; big data; intelligent
quality

1. Introduction
Since Industry 4.0 was initiated by the German Government in 2011, and the integration of
its features in the industrial production systems, it became the topic of many research
works (Lu, 2017). Main research efforts focused on the technical issues, in addition to
the impact on human resources, talents needed, implementation and integration planning,
and other business sectors such as services, agriculture, healthcare, lean philosophy, pro-
duction, logistics, and more (Zhou et al., 2016). Accordingly, the term ‘4.0’ has been
attached to many other fields such as Agriculture 4.0 (Rose & Chilvers, 2018), Agribusi-
ness 4.0 (Macedo et al., 2018), healthcare 4.0 (Chanchaichujit et al., 2019), Services 4.0
(Bruhn & Hadwich, 2017), and logistics (Winkelhaus & Grosse, 2020). Quality Manage-
ment was also discussed by many other researchers within the context of Industry 4.0.
However, very few journal articles and scientific resources suggested the term ‘Quality
4.0’ and when happened, it was mentioned in a general context. Additionally, Quality
4.0 was also mentioned in some non-scientific articles published over the public worldwide
web in the form of magazine reports, blog articles, and other reputed associations such as
the American Society of Quality (ASQ). Moreover, Quality 4.0 is a trending topic nowa-
days introduced by many IT solutions providers to promote their IT products to

*Corresponding author. Email: [email protected]

© 2021 Informa UK Limited, trading as Taylor & Francis Group

 Total Quality Management & Business Excellence 1165

manufacturing companies. However, the scientific foundations for Quality 4.0 including
definitions, features, technologies, applications, and challenges haven’t been discussed
in a comprehensive approach.
In general, the term ‘Quality 4.0’ itself has first appeared as the result of integrating
Industry 4.0 features with the traditional quality management practices (Enke et al.,
2017; Jacob, 2017b; Nyendick, 2017; Radziwill, 2018). Another approach to defining
Quality 4.0 is the one suggested in this paper supported by Allcock (2018) and ASQ
(2018b) which basically returns the ‘4.0’ to a new fourth evolution phase of quality man-
agement assuming three earlier evolution phases for quality.
Accordingly, this paper reviewed the ongoing discussion about Quality 4.0 among
reputed scientific research resources such as Web of Science (WoS), Scopus, Google
Scholar, and some other selected articles published online via highly reputed blogs,
reports, magazines, and organisations. The paper highlighted a large gap in the current
research works discussing Quality 4.0 at different levels, first, the volume of research in
the topic is very low given its importance and compared to other similar fields which
are affected by Industry 4.0 such as Manufacturing 4.0, Agriculture 4.0. Additionally,
although most research works focused on defining Quality 4.0 from an Industry 4.0 per-
spective, very few highlighted the individual advancement of quality management
which is resulted from the advancement of information and communication technologies
like other industrial fields. Moreover, most of the reviewed papers focused on defining
Quality 4.0 as a term, with less attention to its related features, technologies, applications,
and challenges.
Therefore, this paper is trying to bridge the gap in research in the definition of Quality
4.0 and its related features, technologies, applications, and challenges. The paper con-
cluded the scientific foundations of the term ‘Quality 4.0’ according to a clear and eviden-
tial basis. Subsequently, the paper explored Quality 4.0 features, technologies,
applications, challenges, and suggested future research topics. The core questions of this
paper are:

. Does Quality 4.0 represent an exclusive impact of Industry 4.0 on quality

management?
. Or it is a standalone evolution phase for quality management that developed inde-
pendently away from Industry 4.0 implications? Or both?

This paper is structured in 10 chapters; the first, after the introduction, identifies the
research background and its general context. The second describes the research method-
ology. While the third chapter lays out two approaches to define Quality 4.0 based on
the literature. Sequentially, chapters four to six identify Quality 4.0 features, technologies,
and applications. Accordingly, the seventh chapter includes discussion and suggests a
comprehensive and hybrid definition for Quality 4.0. However, implementing Quality
4.0 entails some challenges which are highlighted in chapter eight. Accordingly, chapter
nine suggests future research areas to bridge the research gap in this topic and to overcome
challenges, while chapter ten summarises and concludes the results of this paper.

2. Background
Industry 4.0 refers to the fourth industrial revolution, which came as a result of the
technological advancement and the integration of the internet and computer in the
industrial systems providing a real-time flow of information and high autonomy and
1166 S. Sader et al.

automation among the value chain (Blanchet & Rinn, 2015; Gilchrist, 2016; Zezulka
et al., 2016).
The first industrial revolution was initiated during the eighteenth century when mech-
anisation was firstly used in England supported by steam power. The second revolution
was started in the nineteenth century and characterised by the utilisation of electricity to
develop mass production lines to respond to the growing demand. The third industrial
revolution was started in the 1970s by the invention of Programmable Logic Controllers
(PLC), Integrated Circuits (IC), and utilising programmable arm robots for production
optimisation. The benefits of automation and technology integration in production and
the emergence of further advanced technologies paved the way for a larger leap in the
industrial world. Industry 4.0, occurring now, is the fourth industrial revolution character-
ised by utilising technologies such as Internet of Things (IoT), Cyber-Physical Systems
(CPS), Robotics, Big-Data, Networking, Cloud Computing (CC), Augmented Reality
and Virtual Reality (AR/VR), Artificial Intelligence (AI), and Machine Learning (ML)
in the industry. These technologies resulted in new kinds of production systems such as
smart factories, smart machines and smart products (Pereira & Romero, 2017; Zhou
et al., 2016).
Industry 4.0 paved the way to produce more sophisticated and complex products in
different fields such as automotive, aerospace, and defence industries, which, in turn,
required more complex quality control and assurance systems, i.e. more sophisticated
and accurate measurement and correction tools (Aldag & Eker, 2018; Wright, 2016).
Moreover, Industry 4.0 had a noticeable impact and consequences at many levels like
founding new business and market models, enhancing production systems, improving pro-
ductivity and efficiency, changing the traditional working environment and extending the
expertise and skills of workforces (Pereira & Romero, 2017).
Therefore, Industry 4.0 became a fashionable word, the term ‘4.0’ was glued to many
industrial and service management fields. For example, Purchasing 4.0 refers to the digital
transformation resulted from Industry 4.0 and its impact on purchasing management (Klee-
mann & Glas, 2017). Similarly, Services 4.0 (Thomas et al., 2017), Logistics 4.0
(Wehberg, 2015), Healthcare 4.0 (Chanchaichujit et al., 2019), and Lean Enterprise 4.0
(Dombrowski et al., 2019). All these terms referred to the impact of Industry 4.0 on the
respective fields.
Since the concern about quality took place during the 1970s and 1980s, quality man-
agement went through major development phases, from the Statistical Quality Control
(SQC) to Quality Assurance (QA) and ahead to Total Quality Management (TQM).
Quality experts were focusing on traditional quality management practices such as
manual metric measurement and calculations, statistical methods, and process control by
which trying to solve traditional problems such as process inefficiency (Jacob, 2017a).
Like many other fields, Quality was affected by the development of Industry 4.0,
quality management has been advanced by integrating and utilising new IT applications
in quality management practices. Industry 4.0 technologies such as, but not limited to,
AI, ML, CC, Big-Data, CPS, and Industrial Internet of Things (IIoT) boosted automation
and data gathering through sensors and ERP systems, translated it to useful information
(Johnson, 2019; Radziwill, 2018). These technologies and their implications improved
products and services quality and the overall organisational performance (Radziwill,
2018). Gunasekaran et al. (2019) summarised several studies that addressed the impli-
cations of Industry 4.0 on quality management in terms of economic, business,
decision-making, human and technological perspectives. Economically, Industry 4.0
reduced the cost of quality including sampling and inspection costs, enhanced performance
 Total Quality Management & Business Excellence 1167

by monitoring both process and products simultaneously, which enabled linking product
defects with process inaccuracy, hence, aligning defects to their respective root causes.
Furthermore, Industry 4.0 improved quality-related decision-making activities supported
by the instant flow of data which in turn supported the factual decision-making process.
Moreover, the impact of Industry 4.0 on business resulted in a responsive and integrated
value chain, which enhanced the quality of the entire value chain operations from suppliers
to customers ends.
Moreover, new production schemes have appeared focusing on customised and
complex products, produced by dynamic and complex manufacturing processes. There-
fore, the new term ‘Quality 4.0’ arise exhibiting the impact of Industry 4.0 on Quality Man-
agement (Ngo & Schmitt, 2016). However, Industry 4.0 itself came as a result of the
development of information technology empowered by new technologies such as CPS,
IIoT, Big-Data, CC, AI, and ML. These technologies had also an identical and parallel
impact on quality management practices that changed the methods and practices of
quality management. For example, statistical quality control (SQC) was traditionally prac-
tised using statistical methods, by inspecting a representing sample from the whole pro-
duction population and then assume the inspection results to the whole production
population. In contrast, the current quality control techniques are automated, sensors are
utilised to automatically inspect the entire population of the production; before, during,
and after the production process, and automatically eliminate defective products.
Moreover, the quality assurance techniques are more depending nowadays on process
monitoring using advanced monitoring and computing systems like sensors, CC, CPS,
and Big-Data analysis in real-time, which offer more sophisticated knowledge about the
production process and suggest improvements at different operational and managerial
levels (machine, operator, and manager).
Here comes the objective of this paper to enlighten the evolution foundations and align
the common definitions for Quality 4.0, and to suggest an extended approach to define
‘Quality 4.0’. Although most papers and web articles explored in this review tend to
assume that Quality 4.0 was influenced by Industry 4.0, which is very reasonable and
acceptable by the authors of this paper, it is also factual that Quality 4.0 arrived indepen-
dently and parallel to Industry 4.0 and had its own backbone for development.

3. Methodology
The Methodology of this research is based on reviewing different sources of knowledge, to
find all relevant literature. Web of Science, Scopus, Google Scholar, and other scientific
resources were searched using the keyword ‘Quality 4.0’ for published work from 2015
to October 2019. An extended search was made using google regular web search engine
to search over the world wide web for other reputed articles about Quality 4.0. Accord-
ingly, these articles were collected and analysed quantitatively and qualitatively to
review different scientific approaches to the topic of this research. A total of 42 articles
from different scientific sources were collected, this number indicates quite a few interests
in this topic even though Quality is central to all manufacturing and services sectors, given
that ‘Quality 4.0’ is a buzz phrase among IT companies and quality management prac-
titioners. Among this number, papers without sufficient processing of the topic were
excluded from the study. It worth mentioning that some papers included the buzz word
‘Quality 4.0’ in keywords of the article but no further investigation was included in the
body of the research, these were excluded as well. The final number of relevant articles
was 13 which all together were cited 11 times, note that some papers are overlapping in
1168 S. Sader et al.

more than one source. The number of published works was 1 in 2016, 4 in 2017, 5 in 2018,
and 3 in 2019 so far. Table 1 summarises the search results. The overall picture emphasises
a very weak interest in such an important topic. The importance of the topic comes from the
fact that quality is central to the success of any company. Furtherly, the significance of
Quality 4.0 has expanded significantly in the era of the fourth industrial revolution (Seo
& Lee, 2019).
Furthermore, these papers focused on five major categories: definition (11 articles),
features (6), technologies (4), applications (3), and challenges (4). Therefore, the upcoming
discussion is divided based on these categories, aligning unique ideas together, and
drawing the overall picture that represents the major topic of this paper. The paper suggests
further research topics to be made in the future to intensively cover the topic of Quality 4.0.

4. Defining quality 4.0

Most articles surveyed in this study focused on defining Quality 4.0 as an implication of
Industry 4.0 (9 out of 11 articles). However, this paper suggests a second approach assum-
ing Quality 4.0 evolved from three earlier quality evolutions. Therefore, this chapter dis-
cusses both approaches and, in the end, suggests a comprehensive definition that balances
between both approaches.
Aldag and Eker (2018) defined Quality 4.0 as the blending of traditional quality man-
agement practices and techniques with new technologies such as machine learning, cloud
technologies, Big-Data, connectivity devices, Internet of Things, and Artificial Intelli-
gence. Such integration resulted in an advanced collaborative environment where manage-
ment activities are driven by greater connectivity among the value chain from supplier to
the end-customer. In the meanwhile, Jacob (2017a) defined Quality 4.0 as the leverage of
traditional quality management techniques which was gained by modern technologies in
order to reach a new level of excellence at the functional and operational levels. He con-
cluded that manufacturers who applied technologies of Quality 4.0 reached outstandingly
effective and efficient quality management, which in turn expanded their market share,
boosted innovation, improved their abilities to deal with value chain challenges, and
enhanced brand recognition. Jacob (2017b) highly recommended that Quality 4.0 should
be intentioned by business leaders, otherwise, their business will be under the risk of
being marginalised and stand on the side-line of their respective industries.
Moreover, Allcock (2018) highlighted the difference between Quality 4.0 and tra-
ditional quality as the shift from manual measurement, recording of results on quality
charts, and retune the manufacturing process, to fully automated activity, where sensors
are measuring, software applications are analysing and controlling the process for auto-
tuning. Additionally, Schönreiter (2017) defined Quality 4.0 as the real-time integration
and synchronisation of data related to manufacturing processes and activities, with
quality management. Quality 4.0 had to be connected to real-time analysis systems that
can monitor, analyse and control the entire value chain to make any needed countermea-
sures that prevent production stops, or product rejections.

4.1. Approach 1: quality 4.0 is referenced to industry 4.0

As illustrated in Table 1, among the 13 articles which were found relevant to Quality 4.0 as
a concept, 9 articles discussed Quality 4.0 in the context of Industry 4.0. Most articles dis-
cussed Quality 4.0 as an IT-oriented subject rather than from a quality management
Table 1. Search results summary.

Sources (number of query results) Scope Approach

Google
Author(s)/ Cited WoS Scopus Scholar Industry 4th Quality
Year* Title ** (10) (15) (17) Other Definition Features Technologies Applications Challenges 4.0 Neutral Evolution

Ngo and A Data-based Approach for Quality Regulation 1 X X X X X X

Schmitt
(2016)
Enke et al. The journey to Lean Quality 4.0 – Development 0 X X X X X
(2017) of quality instruments of holistic production

Total Quality Management & Business Excellence 1169

systems through Industrie 4.0
Jacob (2017a) Quality 4.0 Impact and Strategy Handbook 2 X X X X X
Nyendick Quality 4.0 – IT backbone for a production- 0 X X X X
(2017) integrated quality engine (in German)
Schönreiter Significance of quality 4.0 in post merger 2 X X X X X X
(2017) process harmonization
Aldag and Eker What Is Quality 4.0 in the Era of Industry 4.0? 1 X X X X
(2018)
Allcock (2018) Nikon talks quality 4.0 0 X X X X X
ASQ (2018b) Industry and Quality 4.0: Bringing Them X X X
Together
Kubat (2018) Quality 4.0: The Internet of Things is Only Half 2 X X X X X
the Solution
Radziwill Quality 4.0: Let’s Get Digital – The many ways 1 X X X X
(2018) the fourth industrial revolution is reshaping
the way we think about quality
Johnson (2019) Quality 4.0: A Trend within a Trend 2 X X X X X X
Küpper et al. Quality 4.0 Takes More Than Technology - X X X X X X
(2019)
Seo and Lee A Study on Improving the Quality of Clothing 0 X X X X
(2019) Companies: Focusing on Kutesmart using
Quality 4.0 Matrix
13 articles Totals 11 2 5 8 7 11 6 4 3 4 9 2 2
1170 S. Sader et al.

perspective, given that technology is one aspect in a wider approach to quality manage-
ment (Küpper et al., 2019).
‘Quality 4.0 is referenced to Industry 4.0’ (Aldag & Eker, 2018, p. 31). Quality 4.0 is
the Industry 4.0-resulted advancement that changed traditional quality control charts to
real-time quality monitoring, where all quality specifications and quality-related data are
defined, gathered, analysed and utilised to prevent production errors, validate products,
processes, and the overall system (Ngo & Schmitt, 2016). Quality 4.0 is ‘the application
of Industry 4.0 digital technologies to quality management’ (Küpper et al., 2019, p. 4).
Quality came out from Industry 4.0 to describe the potential of new technologies and
digital transformation to quality (Radziwill, 2018). ‘Quality 4.0 is closely aligning
quality management with Industry 4.0 to enable enterprise efficiencies, performance, inno-
vation, and business models’ (Jacob, 2017a, p. 4).
In addition to the above-quoted definitions, Johnson (2019) concluded that Quality 4.0
is a trend within the trend of Industry 4.0, that utilising technology to monitor and control
quality-related activities, changing the quality from being a single team task to everyone’s
job. In the meanwhile, Enke et al. (2017) suggested that Lean Quality 4.0 can be reached by
utilising Industry 4.0 technologies, which can regulate the production value chain based on
instant monitoring and analysis of data, eliminating all kinds of waste, approaching zero-
defect and high process quality. Similarly, Seo and Lee (2019) explored the advancement
of traditional quality practices and the new quality dimensions in the context of Industry
4.0, where data, analytics, app development, and connectivity are suggested as key dimen-
sions of Quality 4.0. Moreover, the article discussed the changing role of quality from
being reactive to proactive as the quality issues will be predicted earlier, and the role of
the customer from being a receiver to become contributor to the product value chain.

4.2. Approach 2: quality 4.0 as fourth quality management independent

evolution phase
The previous section defined Quality 4.0 as an implication of Industry 4.0. However, The
American Society for Quality (2018b) concluded that the evolution from Quality 3.0 to
Quality 4.0 occurred simultaneously with the evolution of Industry 3.0 to Industry 4.0,
where both have been advanced due to the utilisation of advanced technology in manufac-
turing. Therefore, while Quality 3.0 represents the traditional practices of quality manage-
ment such as analysing manual metrics and inefficiency problems that occurred yesterday
and the days before, Quality 4.0 is the advancement of quality tasks to predict tomorrow’s
quality issues and beyond, trying to sustain the performance and avoid quality issues,
accordingly, reach a higher level of excellence and stability. Allcock (2018) suggested
that the main advantage of Quality 4.0 is the ability of quality to drive the production
process to produce higher quality products at a lower cost, improving responsiveness,
and attaining greater competitiveness.
Consequently, Quality 4.0 requires higher quality professional competences, in con-
trast to Industry 4.0 which is more IT-based (Bossert, 2018). In other words, while Industry
4.0 is an IT-focused approach to manufacturing utilising sensors, networks, Big-Data, and
CPS, Quality 4.0 is a practice that requires experienced and professional quality managers
capable to determine the needed data and how it should be utilised (ASQ, 2018b).
Moreover, Radziwill (2018) suggested four themes for the quality renaissance; The
first is the inspection to exclude bad quality products away from the whole production
(Quality Control) which was introduced by Walter A. Shewhart. The second, inspired
by W. Edwards Deming focusing on process control which is called (Quality Assurance).
 Total Quality Management & Business Excellence 1171

The third, which is the holistic approach to quality and named Total Quality Management
(TQM). And the fourth, occurring now, resulted from the foundations of an intelligent
environment and the instant processing of data related to production.
Similarly, Dahlgaard et al. (2007) suggested four stages for quality development:
quality inspection, quality control, quality assurance, and total quality management.
However, although quality inspection was practised earlier before statistical quality
control, evidence and historical context show that the first systematic and scientific
approach to quality was through statistical quality control, given that inspection is an
activity that falls within the quality control boundaries.
Quality Control aims to ensure that all products and services delivered by the company
meet the specifications which were defined to fulfil customers’ needs. Quality Control tools
including statistical quality control (SQC) and statistical process control (SPC) (Montgom-
ery, 2009). Statistical Quality Control was first used in the 1930s when control charts and
sampling were used to ensure the quality of mass production products (Juran, 1995).
Another modern approach to quality control is Six-Sigma (Dahlgaard et al., 2007).
Quality assurance is a process-oriented approach, developed in the 1950s and 1960s,
to ensure that the processes and procedures developed to deliver products or services are
standardised, documented, and maintained, in order to maintain the same level of quality of
products and services at every time (Dahlgaard et al., 2007).
Total Quality Management (TQM) is a managerial approach, that leads an organis-
ation to achieve a world-class position by ensuring that its products and services satisfy
customers, meeting their requirements and expectations (Yusof & Aspinwall, 2000).
TQM aims at implementing quality activities at every activity within the firm and its sta-
keholders (Dahlgaard et al., 2007). TQM can be realised through any of several
suggested approaches such as W. Edwards Deming 14 points of management, Dr
Joseph Juran 10 steps for quality improvement, and Philip Crosby 14 steps for the
quality improvement process (Dahlgaard et al., 2007). New approaches to TQM are
the International Standard Organization model named ISO 9000 family (ISO, 2015),
and awards such as Deming prize and Malcolm Baldrige National Quality Award
(MBNQA) (ASQ, 2018a). According to ISO 9000:2015 fundamentals and vocabulary
document, TQM entails 7 principles: Customer Focus, Leadership, Engagement of
People, Process Approach, Improvement, Evidence-based decision making, and
Relationship management (ISO, 2015).
Table 2 summarises the three evolution phases (development milestones) of Quality
Management from the 1920s to our present. The ongoing development in information
and communication technologies (ICT) boosted the fourth phase of quality development,
hence, another suggested approach to define Quality 4.0.

Table 2. Revolution phases of quality management.

Phase Characteristics
Quality Inspection (1910) and Using inspection and statistical methods to separate/estimate
Quality Control (1924) bad products from the entire population of the product
Quality Assurance (1950) Ensuring that all process related to production are quite
enough to produce non-defective products
Total Quality Management (the Ensuring that quality management is implemented and
1980s) practised at all aspects and activities of the business, in
order to satisfy customers.
1172 S. Sader et al.

5. Quality 4.0 features

Quality 4.0 features expanded the focus of quality from being a local perspective aims at
excluding defective products or monitoring manufacturing processes to a more holistic
perspective with intensive monitoring of all elements contributing to the production
value chain. It has also shifted quality from a specific quality team mission to every
department within the company mission including suppliers, sales, marketing, and oper-
ations management (Johnson, 2019). In general, Allcock (2018) highlighted three fea-
tures for quality 4.0; Automation of inspection activities, digitalisation of results, and
integration of the results with the entire manufacturing system so the quality loop is
closed.

5.1. Automation of inspection

Manufacturing companies can use high-speed, and non-destructive measurement tools
such as x-rays, digital cameras, laser scanning, and CT scan. In addition to its speed, auto-
mation can minimise human error during measurement and registration of inspection
results. Therefore, Quality 4.0 is about automating the inspection in order to minimise
the time between detecting the defect and the response to adjust the process (Allcock,
2018). Automation of inspection utilises sensors and IoT devices that controlling quality
gates to prevent defective elements from passing ahead in production and can provide
accurate information aligned with operational instructions to production operators and
supervisors, resulting in zero defects at a single production station (Kubat, 2018).

5.2. Analysis of results

Within the new production paradigms, characterised by mass production along with higher
product individualisation (individual customisation) and higher process customisation, it is
vital to maintain a high process quality. Such complexity of products and process entails a
higher complexity of analysis especially aligning causal relationships between problems
and their unseen root causes. Automation of inspection facilitates lean quality methods
where the stability of production is not the ultimate goal but identification of future pro-
blems is (Enke et al., 2017). Moreover, predictive analysis of mass data can provide
early insights about the expected defects, therefore, can help to avoid defects before
they occur (Küpper et al., 2019).

5.3. Integration
Inspection and analysis results should be fed back to the control of the process in order to
re-adjust the process when needed according to quality analysis results (Allcock, 2018).
Industry 4.0 features such as CPS can be utilised to enable the product value chain to
adjust immediately responding to quality issues detected during the inspection (Enke
et al., 2017). The aim of Quality 4.0 is to reach zero-defect manufacturing and a smart
factory that conforms to dynamically changing conditions (Ngo & Schmitt, 2016). Further-
more, real-time data that are captured at different locations in the value chain can be
streamed back to all involved parties (from product design to final delivery and operation).
Such integration is not only existing at one factory but among other plants and factories.
Shared information will help to track and to resolve quality issues, standardise quality
practices, and improve performance (Kubat, 2018).
 Total Quality Management & Business Excellence 1173

6. Quality 4.0 technologies

A few years ago, the high cost of utilising nowadays technologies such as sophisticated
sensors, connectivity tools, data storage, and high computing power, made the implemen-
tation of such technologies avoided. Nowadays, these technologies became cheaper and so
is being widely used. Moreover, companies are increasingly establishing their IT backbone
for a production-integrated quality engine that connects, monitors and analyses all data rel-
evant to the operator, machine, product and tools in real-time in terms of process control
(Nyendick, 2017).
Radziwill (2018) suggests six Quality 4.0 technologies; AI, Big-Data, blockchain, deep
learning, enabling technologies (sensors, actuators, RFID, IPv6, etc.), and machine learn-
ing and data science. In the meanwhile, Jacob (2017a) summarised Quality 4.0 technol-
ogies into four categories; Big-Data, connectivity, collaboration, and data-presentation.

6.1. Big-data
New production systems increased the data generation among the digital value chain expo-
nentially. The use of generated data in a proper manner can result in an improvement in
quality management practices. Therefore, data-based quality regulation is vital to maximis-
ing rewards from error analysis and remediation methods (Ngo & Schmitt, 2016). Gather-
ing data in real-time became possible using Big-Data. All data can be combined and
compared to find relationships. Quality 4.0 is not only about simple or advanced data gath-
ering and analysis. It is the ability to find hidden relationships or patterns of different vari-
ables that can’t be found using traditional data analysis tools. Here come the new data
science tools such as Artificial Intelligence, Machine Learning, and Deep Learning.
Using such tools will enable quality experts to discover un-seen related factors affecting
quality.

6.2. Connectivity
Connecting all parties of the production value chain including people, products, devices,
and processes with other business management solutions such as ERP, and the quality
management system. People can use smart devices to transmit and receive information
that can support their roles at their respective locations. Products can hold data that was
generated during production. Technologies such as RFID can store data about what pro-
cesses or machines the product went through. The introduction of IPv6 plus the improved
network infrastructure extended the space to connect more devices online. Furthermore,
products can provide information about their performance in the field for further
product improvement. Such information includes defects, operating environment, failure
circumstances, and even customer feedback. This information can be compared with
other data flowing from devices, processes and ERP systems, leading to a causal expla-
nation of the defects and root cause analysis (Jacob, 2017a; Ngo & Schmitt, 2016; Radzi-
will, 2018).

6.3. Collaboration
Technologies such as social media platforms can contribute to the development of quality
by creating collaborative channels with customers, between employees, and across compa-
nies. Another technology is the blockchain which is now used by many industrial compa-
nies to track product history, especially when supply chains are deep and versatile; where
1174 S. Sader et al.

did this product came from, what were the involved production line, machines, and even
operators (Jacob, 2017a). Collaboration in the context of Quality 4.0 is multiple way col-
laboration where customers are more involved in quality activities through social media
platforms. Customers can contribute to the advancement of products during the develop-
ment and production stages, feedback is more advanced using technologies such as deep
learning where content such as comments and reactions are gathered, analysed and auto-
matically directed to relevant involved party. Bots are now responding in a zero-time delay
to customers inquires coming from online messengers. Hashtags are being traced and pro-
cessed by deep learning technologies such as natural language processing.

6.4. Data-presentation
It’s not enough to analyse data and show results, it is also important how the results will be
presented to relevant people. Smart devices are now spread everywhere including mobiles,
tablets, and smart screens. Traditional communication tools such as telephone, fax, and
computers are now replaced with a single view device called the smartphone (Radziwill,
2018). Augmented reality technology is now used to enrich the normal video feeds with
objected information over it. Mobile apps are providing better user experience and a
higher level of participation, collaboration and efficiency (Jacob, 2017a). Such tools will
help to display information in a friendly, easy to understand format. Moreover, intelligent
support systems, which proactively and efficiently support the workers in their work, chan-
ging the employees’ role from machine operators to decision-makers (Nyendick, 2017).
More smart devices and screens can be located at the shop floor displaying rich information
to operators and seniors, showing rich animation, coloured alerts and instructions.

7. Quality 4.0 applications

Küpper et al. (2019) highlighted five applications for Quality 4.0; at manufacturing, R&D,
service and after-sale, procurement, and logistics and sales. Moreover, this paper suggests
adding decision-making process.

7.1. Manufacturing
Digital technologies including different kinds of sensors can be used by companies to
monitor analyse, detect and predict process and product quality issues, reaching a higher
level of manufacturing visibility. Such implementation can reduce the time, efforts, and
cost of manufacturing, enhance accuracy, and helping people doing their job better
(Küpper et al., 2019).

7.2. Research and development (R&D)

Quality 4.0 can extend the scope of R&D activities to include other functions which were
out-of-scope before, such as logistics and sales, which are involved in the value chain.
Moreover, new simulation applications improved pre-production tests, by virtually simu-
lating the products’ testing ensuring the highest quality of design and manufacturing
process before execution (Küpper et al., 2019). Moreover, new collaboration platforms
facilitated communication with customers and made understanding market and customers’
attitudes better. Therefore, becoming more responsive to market changes and changing
customers’ needs.
 Total Quality Management & Business Excellence 1175

7.3. Service and after-sale (serviceability)

Serviceability is the quality of service after-sale, including the speed, courtesy, tact, and
ease of complains handling (Seo & Lee, 2019). Many manufacturers started recently to
attach sensors and devices that collect and communicate data regarding their products’ per-
formance in the field. Such data are collected and analysed at the manufacturing companies
to learn more about the performance and the breakdown conditions of their products in the
fields and accordingly, enhance their design or functionality. In return, the customers can
also receive operational instructions to improve their experience in operating the machine,
or by informing technicians about problems and recommended solutions. Such experience
will improve customer satisfaction on one side and will enhance the products’ quality in
the long run.

7.4. Procurement
The integration of the entire value chain allowed a higher level of collaboration and coordi-
nation among all parties in the supply chain. Suppliers can be connected and involved in
the manufacturing process, quantities of materials, defects, and problems due to supplier
quality issues can be traced and reported to suppliers in real-time. Supplier quality
issues can be managed through dashboards. Quality performance indicators can be
defined and assigned to suppliers (Küpper et al., 2019).

7.5. Logistics and sales (scalability)

Scalability within a Quality 4.0 context is the ability to predict accurate and responsive
forecasts for future demand (Seo & Lee, 2019). Big-Data analytics can provide accurate
forecasts for sales and production scenarios. The company could be more responsive to
demand, communicating demand estimation to suppliers to ensure smooth production
without delays (Küpper et al., 2019). Simple analysis tools using plain spreadsheets are
no longer useful in complex production systems, where products and processes are custo-
misable and changeable, given that maintaining mass production is vital to sustaining com-
pany’s competitive advantage in markets. Quality 4.0 gained greater influence on the
supply chain, once a quality issue is raised corrective actions are made at the micro and
macro levels (Johnson, 2019).

7.6. Decision-making process

Factual decision-making is at the heart of quality management. The decision-making
process within a Quality 4.0 paradigm is supported with the real-time flow of analytical
information, predict different scenarios and select the optimum among them. Quality indi-
cators are displayed at every level of management, and at every stage of production, and for
every function at the company. Early prediction of non-conformance situations can bring
down the cost of quality to its minimum.

8. Findings and discussion

Calling back the core questions of this article: should Quality 4.0 be defined as a trend
within the Industry 4.0 trend? or should be defined as an independent evolution of
earlier and traditional quality management practices? Therefore, based on the reviewed lit-
erature in this article, this paper suggests a comprehensive, balanced, and hybrid definition
1176 S. Sader et al.

that defines Quality 4.0 as ‘an extended approach to quality management, where recent
technologies are being integrated with traditional quality practices (QC, QA, TQM) in
order to expand the quality management scope and to improve quality activities’ perform-
ance and efficiency’.
This definition balances between the two approaches to define Quality 4.0; at first, it
admits Industry 4.0 contribution to quality management, and on the other hand, defines
quality as a standalone advancing activity that is practised independently by quality pro-
fessionals rather than IT people. Consequently, Figure 1 exhibits the suggested definition
showing the role of Industry 4.0 as a supporting incubator for improving and enhancing
quality management practices. The impact is illustrated by the top-down arrow on the
right side of the figure. Contrariwise, the bottom-up arrow on the other side of the
figure emphasises that the scope of quality management is developed on stages. At first,
quality control where the main concern is product quality. An extended focus is given
by quality assurance to both product and process. Whereas, TQM in the third container
provided a holistic approach to quality by extending the focus of quality management to
include the overall business processes, people, suppliers, and customers. Furthermore,
Quality 4.0 provided an extended wider scope to quality management by integrating the
power of knowledge, connectivity, and Big-Data tools to transform the quality manage-
ment activities from reactive or proactive to be predictive.
Under the umbrella of Quality 4.0, production stakeholders are key contributors to the
quality activities even if their task is focused on other managerial activities such as market-
ing or sales. Customers are quality participants instead of limited involvement through tra-
ditional quantitative or qualitative tools such as statistical analysis or questionnaires.
Thanks to the new media platforms such as social media and mobile applications.
In conclusion, Table 3 highlights the major difference between traditional quality man-
agement activities and quality management practices in the era of Quality 4.0. The table
summarises the main contributions as suggested by the reviewed literature. However,
such differences do not limit the fact that traditional quality management practices are
the essence of Quality 4.0 regime. For example, although Quality 4.0 will enhance the per-
formance of quality management functions, it will remain important to maintain the quality
experts’ contribution to the process. The human experience is irreplaceable. On the con-
trary, it will be boosted and elevated to a higher level of supervision and operation.

Figure 1. Industry 4.0 as supporting incubator for quality management practices.

Table 3. The major advancement of traditional quality management practices to Quality 4.0.
Traditional QM practices Quality 4.0 Expected advancement
Statistical quality control and sampling Instant, real-time, and in-process inspection and Enhanced response time to poor production or process non-
inspection monitoring systems conformance
Utilisation of statistical analysis and regular Utilisation of big-data systems and AI techniques Predictive instead of proactive or reactive quality methods
data gathering and analysis techniques The ability to detect un-seen factors and forecast future

Total Quality Management & Business Excellence 1177

behaviours
Paper, or paperless, or electronic format in Utilisation of smart devices and shop floor smart and Real-time flow of information along with relevant
the form of documents format or slides dynamic screens recommended corrective actions
presentation of data
Inspection and other quality techniques and Results are being transferred in the form of Advancement of lean quality techniques and minimised cost
methods results are transferred manually knowledge to all stakeholders including other of quality
to stakeholders units or suppliers
Quality experts are at the centre of quality Quality experts remain the central role player in the Advancement of quality management role and performance.
management quality management supported by Quality 4.0 The main focus will be on strategic issues while their
technologies contribution is irreplaceable
Supplier quality is based on reporting of Suppliers are involved in the quality of their supplies Enhanced lean manufacturing and logistics management
quality issues when occurred and can contribute to solving production issues techniques, especially in the warehousing and stock
from their location management
Involvement of customers in production is Customers are quality contributors and involved in Enhanced customer satisfaction, and enhance products and
limited to service aftersales the manufacturing process processes due to further quality follow-up
Products are able to transmit quality-related data
to the manufacturer
1178 S. Sader et al.

9. Quality 4.0 challenges and success factors

Quality 4.0 is still a new trending topic. According to literature, the limitations for imple-
menting Quality 4.0 are of three categories, human resources, organisational, technologi-
cal, and managerial challenges. However, although these three categories can be
challenges, but also can be considered as success factors, since qualified human resources,
good organisational performance while the change, and the readiness of the organisation
from a technological perspective, will lead to a successful transition from traditional to
a Quality 4.0 management system.

9.1. Human resources related challenges

Aldag and Eker (2018) suggested that Quality 4.0 applications will lead to higher perform-
ance efficiency resulted from the automation of quality inspection and analysis activities.
Therefore, they suggested that future quality applications will require more sophisticated
talents and higher qualifications and competences in order to understand the new technical
opportunities and how to apply them. It is also important to specify the kind of talents and
how to acquire them.

9.2. Organisational challenges (leading the change)

Jacob (2017a) concluded that although Quality 4.0 is enhancing enterprise efficiency and
improves performance and innovation, much of quality teams are not focusing on Quality
4.0 but still focusing on traditional quality management practices and the very local
problem-solving techniques. On the other hand, Quality 4.0 initiatives so far are more
IT leaded activities rather than being led by quality teams, and it is focusing on machines
more than labour. Moreover, Although Big-Data analytics, IIoT, Connectivity, and cheap
data gathering tools are quite available and gathering huge data about machine perform-
ance but yet there is a need to measure the labour performance (Kubat, 2018).
Consequently, Jacob (2017a) and Schönreiter (2017) suggested that in order to have a
successful transition from the traditional quality management to quality 4.0, the quality
team, especially quality managers, should be totally aware and understanding of technol-
ogies and their impact on quality, they should be involved in the technological advance-
ment within Industry 4.0 and play a leadership role in the transition process.
Additionally, successful Quality 4.0 can’t be reached without solid and mature traditional
quality management foundations, hence, Quality 4.0 is not a replacement for the common
principles for quality management, rather, it is capitalising on them.

9.3. Technological and managerial perspective challenges

The technological challenges for Quality 4.0 can be summarised by the readiness of the
company to start the transition to Quality 4.0 from both managerial and technical perspec-
tive including the infrastructure, the selection of proper technologies, and the type of gath-
ered data and how it can be analysed and related to each other. Schönreiter (2017)
suggested that traditional quality practices must be checked for its readiness for Quality
4.0 transition and what profit is expected from this transition. Jacob (2017b) suggested
that successful Quality 4.0 implementation requires reliable sources of data and advanced
analytical tools that can gather accurate information, such as customer brand-related com-
ments from social media, and impose the correct actions based on such factual data.
 Total Quality Management & Business Excellence 1179

In addition to the above-mentioned challenges, Quality 4.0 is also affected by the

Industry 4.0 core challenges such as IT security due to increased networking and lack of
security awareness (Henning et al., 2013), reliability of networks and devices (Lu,
2017), social, technological, scientific, and political challenges (Zhou et al., 2016).
In order to overcome such challenges, companies should first believe in the potential
and benefits of Quality 4.0 on their business, they should develop a transition strategy
from traditional quality management to Quality 4.0. this strategy should include all
kinds of risks and challenges and their respective mitigation plans. Evidence shows that
companies who applied Quality 4.0 technologies (such as analytics, data, and connectivity
strategies) were able to attain higher competitiveness and differentiated services and pro-
ducts (Jacob, 2017a). Companies that mitigate Quality 4.0 transformation challenges can
gain a higher competitive advantage and can reach higher customer satisfaction and better
overall business success (Küpper et al., 2019).

10. Suggested research areas

This paper discussed the theoretical background of Quality 4.0. However, this background
is based on the currently available literature which is produced so far describing defi-
nitions, features, technologies, applications, and challenges. However, this paper suggests
further research work in the future to deeply analyse every element of the topic. Similarly,
Gunasekaran et al. (2019) suggested the need to conduct further research on technological
advancements and its impact on quality management in the era of Industry 4.0. Therefore,
further investigations are needed to address the challenges of implementing IT-oriented
quality management solutions; for example, the soft and technical skills required, different
types of needed resources, and the level of engagement at the micro and macro levels.
Hence, a transition strategic framework could be suggested in future research works that
can be utilised by companies to prepare, initiate and implement a successful Quality 4.0
transition journey.
Moreover, many articles suggested readiness assessment tools to Industry 4.0 tran-
sition, a similar assessment tool could be the subject of a future research work that is dedi-
cated to assessing Quality 4.0 transition readiness. Additionally, Bossert (2018) raised
important research questions regarding the impact of Quality 4.0 on lean and Six-
Sigma. What will be the future of Six-Sigma given the new technologies and applications
of Quality 4.0? What are the new training and learning skills that will be needed to fill the
gap between current expertise and future needed expertise especially reading and under-
standing analytics? Similar questions apply to ISO 9000 family, EFQM and other TQM
tools or techniques. How to integrate such models with the recent development of
Quality 4.0.

11. Summary & conclusion

This study explored two different approaches to define Quality 4.0, either based on the
development of Industry 4.0 or as an independent evolution of quality management prac-
tices. The paper concluded a balanced definition suggests that Quality 4.0 is the new gen-
eration, evolution, or revolution of quality management, resulted in conjunction with the
emergence of Industry 4.0 due to the advancement in ICT and Industry 4.0. Furtherly,
the paper explored different literature to align Quality 4.0 features, technologies, appli-
cations and challenges. The paper concluded that Quality 4.0 has three major features
such as automation of inspection for both products and processes, advanced analysis of
1180 S. Sader et al.

data and results, and the integration of these results in the production value chain. Such
development advances the quality management functions since quality-related data is
being processed instantly. Accordingly, factual decisions are made and delivered in a
responsive and integrated manner.
In the meanwhile, to realise such features, there should be supporting technologies.
This paper concluded that Big-Data, connectivity, collaboration, and data-presentation
are the major Quality 4.0 technologies, given that Big-Data is strongly relevant to AI,
ML, and deep learning techniques. Connectivity integrates the entire value chain including
people, products, processes, ERP and the quality management system to ensure the most
effective and efficient results. Collaboration ensures effective communication between
different contributors to quality management. For instance, customers feedback on
social media, employees inside the organisation, and even the products by transmitting
important information about its performance in real operation. In the end, such important
information is important to be presented and deployed instantly using the most efficient
data presentation methods. Hence, by using smart devices.
Quality 4.0 features and its supporting technologies enhanced different quality
applications such as in manufacturing by advancing product and process quality
methods, in research and development, logistics and sales, service and after-sale, pro-
curement and supply chain, and decision-making process. In the meanwhile, there are
several challenges that affect the development of traditional quality to reach the
Quality 4.0 paradigm. For instance, the skills and requirements needed for the
future quality management systems, in addition to the transition plan including the
change resistance problem mitigation and the selection of proper technologies and
features of Quality 4.0.
In conclusion, this paper suggests that ‘Quality 4.0’ is a new trend of quality manage-
ment. As a result, quality management practices will be changed in the coming future from
both theoretical and practical sides. Quality management practices are suggested to ident-
ify the technological advancement as a key enabler to successful implementation of quality
standards in the era of Quality 4.0. For example, statistical quality control can be elevated
to predictive quality control, were process or product deficiencies can be predicted in
advance instead of being periodically monitored or tested. Another example of future
implications of Quality 4.0, is the decision-making process, where decisions are supported
by enhanced data analysis techniques such as AI methods. Correction actions are being
designed and simulated before being really implemented.
Therefore, further research is suggested in the future at different levels. First, to
enhance the theoretical foundations of Quality 4.0, including its definition, features, tech-
nologies, and applications. And second, to address the challenges of implementing Quality
4.0 strategies or upgrading the existing traditional quality management techniques. Hence,
by addressing the human skills and technical resources needed, and by suggesting a readi-
ness assessment tool that can help to develop an efficient transitional plan.

Disclosure statement
No potential conflict of interest was reported by the author(s).

Funding
This work was supported by the Stipendium Hungaricum Programme and by the Mechanical Engin-
eering Doctoral School, Szent István University, Gödöllő , Hungary.
 Total Quality Management & Business Excellence 1181

ORCID
Sami Sader http://orcid.org/0000-0002-0374-0798
Istvan Husti https://orcid.org/0000-0001-9938-5091
Miklos Daroczi https://orcid.org/0000-0001-5533-8189

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