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

Abstract

Purpose

This study aims to identify the drivers of human resource empowerment in understanding the new concept of Quality 4.0 in the digital era.

Design/methodology/approach

First, the literature of quality management evolution in the fourth industrial revolution (Industry 4.0) and the position of the required workforce in Quality 4.0 were reviewed and then by using the opinions of experts and managers of Knowledge-Intensive Business Services (KIBS) firms, a set of driver effects on the readiness and ability of human resources was identified in the context of Quality 4.0. After identifying the drivers, cause-and-effect relationships among these drivers were investigated using the Grey DEMATEL technique.

Findings

A total of 29 Quality 4.0 drivers of readiness and workforce ability were identified, based on multiple interactions of quality management in different stages of the production cycle. They were divided into new valuation approaches, composite dimensions, team creativity and thorough inspection. “Technical abilities and capability to solve problems” was identified as the most significant driver.

Practical implications

Findings help KIBS firms to take necessary measures and plans. Consequently, they can increase the readiness and ability of human resources based on the changes in managing Quality 4.0. Also, considering the importance of each driver, they will be able to take a step towards total quality improvement.

Originality/value

Despite extensive research on the subject of the fourth Industrial Revolution, research on the human aspects required for managing Quality 4.0 is limited. This study was performed to examine the cause-and-effect relationships between human resource drivers to adapt to the changes in Quality 4.0.

Citation

Balouei Jamkhaneh, H., Shahin, A., Parkouhi, S.V. and Shahin, R. (2022), "The new concept of quality in the digital era: a human resource empowerment perspective", The TQM Journal, Vol. 34 No. 1, pp. 125-144. https://doi.org/10.1108/TQM-01-2021-0030