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Quality 4.0: Get Educated, Get Involved, and Build a Successful Strategy

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1 Page 1 © 2017 LNS Research. All Rights Reserved September 2017 www.lnsresearch.com Introduction The path forward for industrial companies today is clear – digitally transform or be digitally disrupted. 40% of companies have already started a Digital Transformation initiative and another 24% are starting one in 2017. Unfortunately, most quality leaders have not yet taken the time to clearly understand the next-gen technologies that are driving this transformation and how they need to evolve their objectives, strategies, initiatives, approach to operational excellence, and technology architecture. Quality 4.0 blends new technologies such as advanced analytics and digital connectivity with traditional quality methods to arrive at new optimums in operational excellence, performance, and innovation. Although these technologies are what enable Quality 4.0, Quality 4.0 is important because these technologies help manufacturers attain new levels of performance, innovate, and solve long- standing people and process quality challenges such as evidence-based decision- making, collaboration, design transfer, and culture, among others. Just as importantly, Quality 4.0 provides quality with an opportunity to align effectively to corporate strategic initiatives. Many manufacturers have digitalization initiatives, and 23% of these initiatives are focused on quality improvement. However, many quality leaders are not taking the leadership role needed to improve success of these initiatives, align quality with strategic value, and advance the culture of quality. One roadblock to an effective strategy is a lack of understanding of effective quality use cases. As with any newer technology, it can be difficult to separate substance from hype. Leaders are unsure if the technology has matured enough to prioritize or which use cases should be included in an effective Quality 4.0 strategy. Another roadblock is that leaders are often more engaged with human and process initiatives rather than technology initiatives. Leaders perceive initiatives such as culture, competencies, risk, supplier quality, or corrective action initiatives as being traditional quality initiatives rather than Quality 4.0. However, Quality 4.0 is not a separate initiative, rather it builds upon and enhances traditional quality, and when properly executed improves the success of traditional initiatives. Research Spotlight Quality 4.0: Get Educated, Get Involved, and Build a Successful Strategy Q u al i ty 4 .0 pr o v id e s qu a l ity wi th a n o pp or tun i ty t o a l ig n e f fec t i ve ly to c or po ra te s t r at eg ic in i ti a t i ve s . D a n J ac ob P r ac t ic e D i rec to r an d P r i nc ipa l Ana l y s t

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