Quality 4.0 Toolbox
- 1. Leadership  Management not recognize Quality as a key driver of success.  Management aware of the importance of quality, but not sure how to implement it.  Quality first is the stated policy but management decisions do not always support it.  Quality aspects routinely discussed by Management.  Management place the highest value on products and processes quality. Culture  Few people are familiar with quality principles and use them sporadically.  At least one employee in every team is familiar with Quality principles and use them widely.  Quality isa core responsibility of all leaders.  The language of quality is part of the daily conversation, and everyone is speaking it.  Every employee is accountable for customer success and practices quality principles daily. Ease of Data  Manual data collection with fewindicators available.  Mostly automatic data collection. Limited analytics capabilities. Manual manipulation due to data silo.  Automatic data collection. Partial traceability. Interfaces between MES, ALM, PLM, and ERP.  Early identification of trends as a routine.  A centralized simplified platform, 360° real-time and predictive analytics. Standard Work  Quality ofwork among employees is meaningfully varied.  Everytask isfully standardized, and employees are disciplined.  Limited use ofLEAN principles.  LEAN principles are part of the design phase.  LEAN principles fully integrated into production flow and key processes. Continuous Improvement  Improvements initiated when problems occur, mostly by managers.  Few proactive initiatives for improvement.  Managers proactively practicing continuous improvement as their routine job.  Continuous improvement is a mandatory job requirement for all employees.  Strong sense of urgency toward proactive continuous improvement tasks. Quality 1.5 Legacy Quality 2.0 Basic Quality 3.0 Strive to be better Quality 3.5 World-Class Quality 4.0 State of the Art Toolbox Quality 4.0 All rights reserved - Carmit Berdugo Cohen