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Quality 4.0 has its roots in the mid-1990s digital transformation which was essentially completed by 2008. The 1998 ASQ Future Study foresaw that a driver of change in the coming decades would be the megatrend initiated by the combination of digital technology and supporting software systems. Just as the ability to access data has doubled every two years according to Moore's Law, so has the density of software that populates this expanded addressable memory. Today, the volume of data is doubling approximately every two years; however, much of this data is garbage from the perspective of its value to businesses. However, hidden within this data onslaught are gems that need to be minded to create profound knowledge about the way system operate and are able to predict how these systems will behave in future circumstances. These systems allow for improved understanding of how processes operate and how they may be improved to achieve better performance.
Since 1993 ASQ has conducted a series of Future Studies based on applying a Delphi technique to build consensus about the global megatrends that will influence the way that the future evolved. In the 1998 ASQ Future Study the megatrend of "Technology Advancement" broke out as a key driver of future events. ASQ captured this forecast in a Quality Progress article "Digital Nails and Electronic Hammers." The forecast was that by the year 2020 technology would be changing the way that the world operates and thereby change the way that quality professionals must work in that world to improve organizational performance.
Productive systems integrate the socio-technical systems with the context of the organizational culture to create profound knowledge about factors that drive the system's performance so its future performance may be predicted with a high degree of confidence. This objective is implicit in each Six Sigma DMAIC improvement project. However, the Six Sigma methodology has inherent weaknesses at its front-end linkage to organization-wide strategic change and in its back-end to integration across the operating system. Many of the tools and methods of Lean Six Sigma were developed in the analog age of "pencil and paper" and can be greatly improved and accelerated in the current digital world.
This presentation describes a "plan to abandon Six Sigma" through its "creative destruction" based on lessons learned from a 2014-2017 study by a Think Tank of the International Academy for Quality and will illustrate how this restatement of a Continual Improvement Process relates to both the improvement of Six Sigma methods as well as its relationship to the more traditional approach to Japanese Total Quality Management.
Learning Objectives:
Describe the developmental pathway of Quality 4.0 and the challenges that it has for data management and continual improvement.
Learn about the weaknesses and opportunities for digitized improvement in the Lean Six Sigma project management process called DMAIC.
Understand how the Continual Improvement Process Model can be integrated with the Quality 4.0 approach to digitized data management.
Describe how organizations can transform from traditional analog quality approaches for standardization, control, and improvement to the digitized world that accomplishes these same functions.
Apply a checklist for assessing data management and processing technologies that will be useful for consideration in your own organization's applications.
