Welcome to March 2019 edition of Carnival of Quality Management Articles and Blogs.
Our core subject of Quality Management – Road Ahead to Digital Transformation during the year 2019, we have covered:
- The Basics of Digitization, Digitalization and Digital Transformation in January 2019;
- The foundation of the Digital Quality Management.in February 2019.
Presently we will take up one of very-oft heard term Quality 4.0
Quality 4.0 blends new technologies with traditional quality methods to arrive at new optimums in Operational Excellence, For the quality professionals, these technologies are important because they enable the transformation of culture, leadership, collaboration, and compliance.
The webinar- It’s Time for a QMS Revolution with Quality 4.0 – provides insightful information on how Quality 4.0 will revolutionize the QMS implementation process. Moreover, the presenter discusses on how the emergence of social media platforms will play a role in the organization`s ability to achieve results.
Quality 4.0 can also be represented as :
What Are the Four Things Quality Isn’t?
#1 Quality 4.0 is not separate from traditional quality:
#2 Quality 4.0 is not EQMS
#3 Quality 4.0 is not all about technology.
#4 Quality 4.0 is not just the job of IT.,
There is one more implication for the quality professionals – It is about new skills to keep one of the LESSER more SKILLED JOBS that will be available. In a complimentary webinar – The Smart Factory, Industry 4.0 And Quality – presented by Dr. Joseph A. DeFeo, wherein he discusses how to get on board with Quality 4.0 and lead it!
Nine disruptive technologies are involved in the Industry 4.0
What do the digital technologies bring in terms of performance jump across functions? Let’s start by looking at the operations, where McKinsey & Company experts have shown that the impact potential is significant across all functions. In so far as quality is concerned, This survey expects a decrease in costs related to suboptimal quality of 10 to 20%, by through Industry 4.0 Quality levers such as SPC, advanced process control (APC), and digital performance management.
Before we look at the strategy to transform traditional quality management practices into Quality 4.0-driven culture, we will take a closer look at the nine disruptive technologies, in our forthcoming articles.
We will now turn to our regular sections:
For the present episode we have picked up article, Despite Technology’s Hype, Business Remains a Human Enterprise,by Jim Champy , …. The challenge today is increasingly to digitize work while still paying attention to the skills and values of the people who will make the enterprise work… There may be fewer people in digitized enterprises, but …they will have to be more skilled. And if they misbehave, their bad actions will impact the enterprise all the more quickly… The masters of the digital enterprise must become contemporary masters of the whole – and learn to balance the hard and the soft (sides of the business).
Jim L. Smith’s Jim’s Gems posting for February 2019 is:
Commitment and Discipline :
- Quality Requires a Team Effort – Achievement of a robust quality culture is an outcome of the combined efforts of the minds and hearts of everyone working together toward a common cause. Involving the combined efforts of the organization into the pursuit of a common goal can be challenging…The sustenance of quality environment in the organization needs pervasive evidence of a continuous commitment and disciplined pursuit of quality excellence. A committed and disciplined organization begins with individual effort, and so too does it continue, sometimes through the pure willpower of those who understand the importance of achieving a substantive quality environment…Implementing a true quality environment which might go ‘against the grain’ can be daunting To do so takes courage and fortitude to be in pursuit of a quality movement. It takes sustained commitment and discipline, and these attributes come from within…To be a change advocate is to break from the past and maybe from organizational tradition. It requires an inner strength. It requires commitment and discipline…It (also) requires a team effort, beginning at the top, but mobilizing everyone. Every person is a stone of the organizations’ foundation.
- Quality implementation requires ongoing support. – Unless there is an increased focus given to a collaborative team endeavor toward a common goal, a quality environment will not be achieved…Implementing quality means change, and change is difficult for many. It takes a special kind of management to lead, manage, and support the organization if there is to be substantive movement toward a quality environment…When applied to the organizational setting, discipline means requiring management to light the way and to stay on course…Positive, sustainable change can only happen if there is a special spirit in the way it is approached. Certainly, senior management plays a critical role in creating and sustaining a true quality environment. They provide the impetus, funding and ongoing support.
I look forward to receive your inputs / suggestions that can further enrich our discussions on the subject of Digitalization in the Quality Management
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