Contributions of Industry 4.0 to quality management - A SCOR perspective

9th IFAC Conference on Manufacturing Modelling, Management and 9th IFAC 9th IFAC Conference Conference on on Manufacturing Manufacturing Modelling, Modelling, Management Management and and Control 9th IFAC Conference on Manufacturing Modelling, Management and and Control 9th IFAC Conference on Manufacturing Modelling, Management Control Berlin, Germany, August 28-30, 2019 Available online at www.sciencedirect.com Control Berlin, Germany, August 28-30, 9th IFAC Conference on Manufacturing Modelling, Management and Control Berlin, Germany, August 28-30, 2019 2019 Berlin, Control Berlin, Germany, Germany, August August 28-30, 28-30, 2019 2019 Berlin, Germany, August 28-30, 2019

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IFAC PapersOnLine 52-13 (2019) 1236–1241 Contributions of Industry 4.0 to quality management –– A SCOR perspective Contributions of Industry 4.0 to quality management SCOR perspective Contributions of Industry 4.0 to quality management –– A A SCOR perspective Contributions of Industry 4.0 to quality management A SCOR perspective Contributions of Industry 4.0 toJulian quality management – A SCOR perspective M. Müller* Contributions of Industry 4.0 toJulian quality management – A SCOR perspective M. Müller* Julian M. Müller*

 Julian Julian M. M. Müller* Müller* *Salzburg University of Applied 5412 M. Julian Müller*Sciences, *Salzburg University of Applied Sciences, 5412 5412 *Salzburg University [email protected]) Applied Sciences, Puch/Salzburg, Austria, (e-mail:  *Salzburg University [email protected]) Applied Sciences, Sciences, 5412 5412 Puch/Salzburg, Austria, (e-mail: *Salzburg University of Applied Puch/Salzburg, Austria, (e-mail: [email protected]) Puch/Salzburg, Austria, (e-mail: *Salzburg University Applied Sciences, 5412 Puch/Salzburg, Austria, (e-mail:[email protected]) [email protected]) Puch/Salzburg, Austria, (e-mail: [email protected]) Abstract: Industry 4.0 is a concept for future industrial value creation, aiming to generate economic, Abstract: Industry 4.0 is for future industrial value creation, aiming generate economic, Abstract: Industry 4.0benefits, is aa concept concept industrial aiming to to generate ecological and social relatingfor to future the Triple Bottomvalue Line creation, of sustainability. This shall beeconomic, achieved Abstract: Industry 4.0 is aa concept for future industrial value creation, aiming to generate economic, ecological and social benefits, relating to the Triple Bottom Line of sustainability. This shall be achieved Abstract: Industry 4.0 is concept for future industrial value creation, aiming to generate economic, ecological and social benefits, relating to the Triple Bottom Line of sustainability. Thisand shall achieved through horizontal and vertical interconnection on the basisvalue of cyber-physical systems thebe Internet of ecological and social benefits, relating to the Triple Bottom Line of sustainability. This shall be achieved Abstract: Industry 4.0 is a concept for future industrial creation, aiming to generate economic, through horizontal and vertical interconnection on the basis of cyber-physical systems and the Internet of ecological and social benefits, relating to the Triple Bottom Line of sustainability. This shall be achieved through So horizontal and vertical interconnection onhas thedealt basis with of cyber-physical systems and the Internet of Things. far, the majority of scientific papers technological foundations or showcases through horizontal and vertical interconnection on the basis of cyber-physical systems the Internet of ecological and social benefits, relating to the Triple Bottom Line of sustainability. Thisand shall beshowcases achieved Things. So far, the majority of scientific papers has dealt with technological foundations or through horizontal and vertical interconnection on the basis of cyber-physical systems and the Internet of Things.the So concept, far, the majority ofeconomic, scientific ecological papers has and dealtsocial with technological foundations or showcases within whereas aspects have been considered less. In Things. So far, the majority of scientific papers has dealt with technological foundations or showcases through horizontal and vertical interconnection on the basis of cyber-physical systems and the Internet of within the concept, whereas economic, ecological and social aspects have been considered less. In Things. So far, the majority of scientific papers has dealt with technological foundations or showcases within the the concept, whereas economic, ecological and social aspects have been considered less. In particular, exact potentials of Industry 4.0 remain opaque in industrial application. The paper aims to within the concept, whereas social aspects been less. Things. Sothe far,exact the majority papers has and dealt with technological foundations or showcases particular, potentials ofscientific Industry ecological 4.0 remain remain opaque in industrial industrial application. The paper paper aims In to within the concept, whereasofeconomic, economic, ecological and social aspects have have been considered considered less. In particular, the exact potentials of Industry 4.0 opaque in application. The aims to contribute to this research gap by identifying potentials related to quality management achieved through particular, the exact potentials of Industry 4.0 remain opaque in industrial application. The paper aims to within the to concept, whereas economic, ecological social aspects have been considered less. contribute this research gap by identifying related quality management achieved particular, the exact potentials of Industry 4.0 potentials remain and opaque in to industrial application. The paper through aims In to contribute to this research gap by identifying potentials related to quality management achieved through Industry 4.0. Therefore, 204 manufacturing plants opaque worldwide of a German industrial company are contribute to this research gap of by identifying potentials related to quality management achieved through particular, thethis exact potentials Industry 4.0 potentials remain in to industrial application. The paper aimsare to Industry 4.0. Therefore, 204 manufacturing plants worldwide of a German industrial company contribute to research gap by identifying related quality management achieved through Industry 4.0. Therefore, 204 manufacturing plants worldwide of a German industrial company are investigated a quantitative survey. Potentials associated to aquality management are assessed, Industry 4.0. Therefore, 204 manufacturing plants worldwide worldwide of German industrial company are contribute to through this research gap by identifying potentials related to of quality management achieved through investigated through a quantitative survey. Potentials associated to quality management are assessed, Industry 4.0. Therefore, 204 manufacturing plants a German industrial company are investigated through a quantitative survey. associated to which qualitypotentials management are 4.0 assessed, applying SCOR model. On manufacturing this basis, thePotentials paper highlight of to Industry so are far investigated aa quantitative survey. Potentials associated to aquality management are assessed, Industry the 4.0.through Therefore, 204 plantscan worldwide German industrial company applying SCOR On this the paper highlight potentials Industry so investigated through quantitative survey. quality management are 4.0 assessed, applying the theCopyright SCOR model. model. OnIFAC this basis, basis, thePotentials paper can canassociated highlight to toto which which potentials Industry 4.0 so far far contributes. © 2019 applying the SCOR model. On this basis, the paper can highlight to which potentials Industry 4.0 so investigated through a quantitative survey. Potentials associated to quality management are assessed, contributes. © applying theCopyright SCOR model. OnIFAC this basis, the paper can highlight to which potentials Industry 4.0 so far far contributes. Copyright © 2019 2019 IFAC contributes. Copyright © 2019 applying theIndustry SCOR model. OnIFAC this Internet basis, the canLean highlight toby which potentials Industry 4.0SCOR so far © 2019, IFAC (International Federation of Automatic Control) Hosting Elsevier Ltd. All rights reserved. contributes. Copyright © Industrial 2019 IFAC Keywords: 4.0, ofpaper Things, Management, Quality Management, Keywords: Industry 4.0, contributes. Copyright © Industrial 2019 IFACInternet Keywords: Industry 4.0, Industrial Internet of of Things, Things, Lean Lean Management, Management, Quality Quality Management, Management, SCOR SCOR model Keywords: Industry 4.0, Industrial Internet of Things, Lean Management, Quality Management, model Keywords: Industry 4.0, Industrial Internet of Things, Lean Management, Quality Management, SCOR SCOR model model Keywords: Industry 4.0, Industrial Internet of Things, Lean Management, Quality Management, SCOR model   model behaviour that is rather reactive than proactive (Müller, behaviour that reactive than 1. INTRODUCTION  behaviour thatet is isal.,rather rather than proactive proactive (Müller, (Müller, 2019a; Müller 2017).reactive 1. INTRODUCTION INTRODUCTION behaviour that is rather reactive than proactive 1.  2019a; Müller et al., 2017). behaviour that is rather reactive than proactive (Müller, (Müller, 2019a; Müller et al., 2017). 1. INTRODUCTION 1. INTRODUCTION The concept of Industry 4.0 relates to the application of behaviour 2019a; Müller 2017). thatet isal., rather reactive than proactive (Müller, 2019a; Müller et al., 2017). Using cyber-physical systems in industrial value creation, The concept of Industry 4.0 relates to the application of 1.technology INTRODUCTION The concept of Industry 4.0 relates to the the manufacturing application of Using cyber-physical systems in industrial value creation, Internet of Things within 2019a; Müller et al., 2017). cyber-physical systems inprocesses industrialoffers value creation, The concept of Industry Industry 4.0 relates relates to the the manufacturing application of of Using logistics and accompanying different Internet of Things Things technology withinto The concept of 4.0 the application Using cyber-physical systems industrial value Internet of technology within the and accompanying different industry, therefore also often referred as manufacturing the Industrial Using cyber-physical systems in inprocesses industrialoffers value creation, creation, logistics andsuch accompanying processes offers different Internet of Things technology withintoto the manufacturing The concept of Industry 4.0 relates the application of logistics potentials, as real-time condition monitoring, industry, therefore also often referred to as the Industrial Internet of Things technology within the manufacturing logistics and accompanying offers different industry, therefore also often referred to as (Kagermann the Industrial Using cyber-physical systems inprocesses industrial value creation, as real-time condition monitoring, Internet Things an international context et potentials, logistics andsuch accompanying processes offers different potentials, such as diagnosis real-time condition monitoring, industry,of therefore also often referred referred totheas as (Kagermann the Industrial Industrial Internet of Thingsin technology within manufacturing prognostics, remote and remote control of Things in an international context et industry, therefore also often to the potentials, such as real-time condition monitoring, Internet of Things in an international context (Kagermann et logistics and accompanying processes offers different prognostics, remote diagnosis and remote control al., 2013; Müller et al., 2018a). International equivalents for potentials, such as real-time condition monitoring, prognostics, remote diagnosis and remote control Internet of Things in an international context (Kagermann et industry, therefore also often referred to asequivalents the Industrial (Kagermann et al., 2013; Müller et al. 2018a). Further al., 2013; Müller et al., 2018a). International for Internet of Things in an international context (Kagermann et prognostics, such remote diagnosis andal. remote remote control al., 2013;4.0 Müller et al., 2018a). International equivalents for (Kagermann potentials, as2013; real-time condition monitoring, et al., Müller et 2018a). Further Industry are the “Industrial Internet Consortium” in the prognostics, remote diagnosis and control (Kagermann et al., 2013; Müller et al. 2018a). Further al., 2013; Müller et al., 2018a). International equivalents for Internet of Things in an international context (Kagermann et include self-organization, error predictability and Industry 4.0 are the the “Industrial Internet Consortium” Consortium” in the the al., 2013;4.0 Müller et al., 2018a). International equivalents for potentials (Kagermann etremote al., 2013; Müller et et al. predictability 2018a). Further Further Industry are “Industrial Internet in prognostics, diagnosis andal. remote control potentials include self-organization, error and USA or “Made in China 2025” within the “Internet Plus (Kagermann et al., 2013; Müller 2018a). include self-organization, error predictability and Industry 4.0 are the “Industrial Internet Consortium” in the al., 2013; Müller et al., 2018a). International equivalents for potentials continuous optimization, exceeding the boundaries of USA or “Made in China 2025” within the “Internet Plus Industry 4.0 are the “Industrial Internet Consortium” in the potentials include include self-organization, error predictability and USA or “Made inand China 2025” within the “Internet Plus continuous (Kagermann et al., 2013; exceeding Müller et al. predictability 2018a). Further optimization, the boundaries of Initiative” (Müller Voigt, 2018). potentials self-organization, error and continuous optimization, exceeding the boundaries of USA or “Made in China 2025” within the “Internet Plus Industry 4.0 are the “Industrial Internet Consortium” in the enterprises to its customers and suppliers, as well as across Initiative” (Müllerinand and Voigt, 2018).within the “Internet Plus continuous USA or “Made China 2025” optimization, exceeding the boundaries of Initiative” (Müller Voigt, 2018). potentials include self-organization, error and enterprises to its customers and suppliers, as well as across continuous optimization, exceeding thepredictability boundaries of enterprises to its customers and suppliers, as well as across Initiative” (Müller and Voigt, 2018). USA or “Made in China 2025” within the “Internet Plus functions within an enterprise. This horizontal (across supply Initiative” (Müller and Voigt, introduced 2018). Industry 4.0, originally by the German functions enterprises to its customers and suppliers, as well as across continuous optimization, exceeding the boundaries of within an enterprise. This horizontal (across supply enterprises to its customers and suppliers, as well as across Industry 4.0, originally introduced by the German within an enterprise. This horizontal (across supply Initiative” (Müller andwith Voigt, 2018). institutions chains) and vertical (acrossand companies) interconnection in Industry 4.0,together originally introduced by the German functions government, research and industry functions within an enterprise. This horizontal (across supply enterprises to its customers suppliers, as well as across Industry 4.0,together originally introduced by the the German chains) and vertical (across companies) interconnection in functions within an enterprise. This horizontal (across supply government, with research research institutions and industry industry Industry 4.0, originally introduced by German chains) and vertical (across companies) interconnection in real-time shall also be established in a temporal dimension, government, together with institutions and associations, shall lead research to towards digital and real-time chains) vertical (across companies) interconnection in functions within an enterprise. This in horizontal (across supply shall also be established aa temporal dimension, government, together with institutions and industry industry chains) and and vertical (across companies) interconnection in Industry 4.0,together originally introduced byaa the German associations, shall lead research to towards digital and government, with institutions and real-time shall also be established in temporal dimension, i.e., along the entire lifecycle of products: interconnecting, associations, shall lead to towards a digital and interconnected future in industrial value creation to ensure real-time shall also be established in a temporal dimension, chains) and vertical (across companies) interconnection in i.e., along the entire lifecycle of products: interconnecting, associations, together shall leadindustrial to towards towards a digital digital and real-time shall also belifecycle established in a temporal dimension, government, with research institutions andtoindustry interconnected future in value creation ensure associations, shall lead to a and i.e., along the entire of products: interconnecting, value creation, valuebelifecycle consumption, and up interconnecting, to recycling of interconnected future in industrial value creation to ensure future competitiveness of the German industry. By i.e., along the entire of products: real-time shall also established in a temporal dimension, value creation, value consumption, and up to recycling of interconnected future in industrial value creation to ensure i.e., along the entire lifecycle of products: interconnecting, associations, shall leadindustrial tothetowards a industry. digital and future competitiveness of German By interconnected future in creation to ensure creation, value etconsumption, and up to recycling products (Kagermann al., 2013; et al., 2010). of In future competitiveness of German the value German industry. By introducing Industry 4.0, the government attempts to value value creation, value et consumption, and up up interconnecting, to recycling of i.e., along the entire lifecycle of Lennartson products: products (Kagermann al., 2013; 2013; Lennartson et al., al., 2010). of In future competitiveness of the German industry. By value creation, value consumption, and to recycling interconnected future4.0, in the industrial value creation to ensure introducing Industry German government attempts to future competitiveness of the German industry. By products (Kagermann et al., Lennartson et 2010). In regard, the interconnection allows a backflow of data introducing Industry 4.0, the German government attempts to this address two developments: First, changing environmental products (Kagermann et al., 2013; Lennartson et al., 2010). In value creation, value consumption, and up to recycling of this regard, the interconnection allows a backflow of data introducing Industry 4.0, the German government attempts to products (Kagermann et al., 2013; Lennartson et al., 2010). In future competitiveness of the German industry. By address two developments: First, changing changing environmental introducing Industry 4.0, the German government attempts to this regard, theusage interconnection allows a backflow of data from product product development, address twofor developments: First, environmental conditions the German industry, and second, relevant the interconnection aa backflow of products (Kagermann etto 2013;allows Lennartson et al.,shortening 2010). In fromregard, product usage toal.,product product development, shortening address two developments: First, environmental this regard, theusage interconnection allows backflow of data data introducing Industry 4.0, the German government attempts to this conditions for the German German industry, and second, second, relevant address twofor developments: First, changing changing environmental from product to development, shortening innovation cycles and improcing product features while the conditions the industry, and relevant technological developments, especially derived from the IT from product usage to product development, shortening this regard, the interconnection allows a backflow of data innovation cycles and improcing product features while the conditions for the German industry, and second, relevant from product usage to product development, shortening address two developments: First, changing environmental technological developments, especially derived from the IT conditions fordevelopments, the German industry, and second, relevant innovation cycles improcing product features while the is still in and use.to Following this logic, the shortening quality of technological especially derived the IT product (information technology) sector (Kagermann etfrom al.,relevant 2013; innovation cycles features while usage product product development, productproduct is still still in and use.improcing Following this logic, the quality quality of technological developments, especially derived from the IT from innovation cycles and improcing product features while the the conditions fortechnology) the Germansector industry, and second, (information (Kagermann et al., 2013; technological developments, especially derived from the IT product is in use. Following this logic, the of products and processes is improved along the entire life(information technology) sector (Kagermann et al., 2013; Lasi et al., 2014; Zezulka etsector al.especially 2016). product still in use. Following this logic, the quality of cycles product features whilelifethe products is and processes is improved improved along the entire (information technology) (Kagermann etfrom al., the 2013; product isand still in and use.improcing Following thisalong logic, the entire quality of technological developments, derived et IT innovation Lasi et al., 2014; Zezulka et al. 2016). (information technology) sector (Kagermann al., 2013; products processes is the lifecycle, allowing potentials ofthe Industry 4.0 Lasi et al., 2014; Zezulka et al. 2016). products is entire isand stillprocesses in for use.several Following thisalong logic, the qualitylifeof cycle, allowing allowing for several potentials ofthe Industry 4.0 Lasi et al., al.,Industry 2014; Zezulka etsector al. 2016). products and processes is improved improved along entire life(information technology) (Kagermann et al.,from 2013;a product Lasi et 2014; Zezulka et al. 2016). cycle, for several potentials of Industry 4.0 So far, 4.0 has mainly been regarded regarding the domain of quality management and lean cycle, allowing for several potentials of Industry 4.0 products and processes is improved along the entire lifeSo far, Industry 4.0 has mainly been regarded from a regarding the domain of quality management and lean cycle, allowing for several potentials of Industry 4.0 Lasi et al.,Industry 2014;perspective. Zezulka et al. 2016).been the So far, 4.0 has mainly regarded from a regarding the(Birkel domain of2019; quality management and lean technological However, technological management et al., Kagermann et al., 2013). So far, 4.0 been regarded from regarding the(Birkel domain of2019; quality management and lean lean allowing foret several potentials ofet Industry 4.0 technological perspective. However, technological So far, Industry Industry 4.0 has has mainly mainly been the regarded from aa cycle, management al., Kagermann al., 2013). regarding the domain of quality management and technological perspective. However, the technological management (Birkel et al., 2019; Kagermann et al., 2013). conversions required for establishing Industry 4.0 are technological perspective. However, technological So far, Industry 4.0 has mainly been the regarded fromarea regarding management (Birkel et al., 2019; Kagermann et al., 2013). the domain of quality management and lean conversions required for establishing Industry 4.0 technological perspective. However, the technological management (Birkel et al., 2019; Kagermann et al., 2013). conversions required for establishing Industrychallenges 4.0 are However, Industry 4.0-realted research highlights several expected to lead to managerial and organizational Industry 4.0-realted research highlights several conversions required for Industry 4.0 technological perspective. However, the technological management (Birkel et al.,that 2019; Kagermann et al., 2013). expected to to and organizational challenges conversions required for establishing establishing Industry 4.0 are are However, However, 4.0-realted research highlights several potentials ofIndustry Industry 4.0 could be regarded as influential expected to lead lead to managerial managerial and organizational challenges alike. These have, however, not been regarded in area potentials However, Industry 4.0-realted research highlights several of Industry 4.0 that could be regarded as influential expected to lead to managerial and organizational challenges However, Industry 4.0-realted research highlights several conversions required for establishing Industry 4.0 alike. These however, not been regarded in aa potentials expected to leadhave, to managerial and organizational challenges of Industry 4.0 that could be regarded as influential on quality management. So far, clear evidence is still scarce alike. These have, however, not been regarded in comparable manner (Birkel et al., 2019; Kiel et al., 2017). potentials of Industry 4.0 that could be regarded as influential However, Industry 4.0-realted research highlights several on quality management. So far, clear evidence is still scarce alike. These have, however, not been regarded in a potentials of Industry 4.0 that could be regarded as influential expected to lead to managerial and organizational challenges comparable et al., et al., 2017). alike. Thesemanner have, (Birkel however, not2019; beenKiel regarded in a on quality management. So far, clear evidence is still scarce on how Industry 4.0 can be used for lean management or comparable manner (Birkel et al., 2019; Kiel et al., 2017). Especially the impacts that Industry 4.0been has for supply chain on quality management. So far, clear evidence is scarce potentials of Industry 4.0 that could be regarded as still influential how Industry 4.0 can be used for lean management or comparable manner (Birkel et al., al.,not2019; 2019; Kiel etsupply al., 2017). 2017). quality management. So far, clear evidence is still scarce alike. These have, (Birkel however, regarded in a on Especially the impacts that Industry 4.0 has for chain comparable manner et Kiel et al., on how Industry 4.0 can be used for lean management or quality management. It appears that many technological Especially the impacts that Industry 4.0 has for supply chain management, or economic, ecological and social aspects, how Industry 4.0 be used for lean management or on management. So clear is still scarce It appears that many technological Especially the the impacts that Industry Industry 4.0 has has for supply chain quality on quality how management. Industry 4.0 can can befar, used forevidence lean management or comparable manner (Birkel etecological al., 2019; Kiel etsupply al.,aspects, 2017). management, or economic, and social Especially impacts that 4.0 for chain quality management. It appears that many technological showcases can be found in extant literature, while an management, or economic, ecological and social aspects, subsuming the Triple Bottom Line of sustainability, remain quality management. It appears that many technological on how Industry 4.0 can be used for lean management or can be found in extant while an management, or economic, ecological andfor social aspects, quality management. It appears that literature, many technological Especially the impacts that Industry 4.0sustainability, has supply chain showcases subsuming the Triple Bottom Line of remain management, or economic, ecological and social aspects, showcases can be found in extant literature, while an overview is can still missing (Birkel etthat al., literature, 2019; Kagermann et subsuming theetTriple Bottom Line ofapplies sustainability, remain unclear (Kiel al., 2017). The same for research on showcases be found in extant while an quality management. It appears many technological subsuming the Triple Bottom Line of sustainability, remain overview is still missing (Birkel et al., 2019; Kagermann showcases can be found in extant literature, while an management, oral., economic, ecological and for social aspects, unclear (Kiel The same applies research on subsuming theet Bottom sustainability, remain is still missing (Birkel et al., 2019; Kagermann et et al., 2013; Kiel et al., 2017; Müller et al., 2018b). unclearand (Kiel etTriple al., 2017). 2017). TheLine sameof(SMEs), applies for research on overview small medium-sized enterprises for which the overview is can still missing (Birkel et al., literature, 2019; Kagermann Kagermann et showcases be 2017; found in extant while an al., 2013; Kiel et al., Müller et 2018b). unclear (Kiel al., 2017). The same applies for research on overview is still missing (Birkel et al., 2019; et subsuming theet Triple Bottom Line of(SMEs), sustainability, remain small and medium-sized enterprises for which the unclear (Kiel et al., 2017). The same applies for research on al., 2013; Kiel et al., 2017; Müller et al., 2018b). small andremains medium-sized enterprises (SMEs), for awhich the overview concept to 2017). be intimidating, leading for to reluctant al., 2013; Kiel et al., 2017; Müller et 2018b). is still missing (Birkel et al., 2019; Kagermann et small and medium-sized enterprises (SMEs), for which the al., 2013; Kiel et al., 2017; Müller et al., 2018b). unclear (Kiel et al., The same applies research on concept to leading reluctant small andremains medium-sized enterprises (SMEs), for aawhich the concept remains to be be intimidating, intimidating, leading to to reluctant al., 2013; Kiel et al., 2017; Müller et al., 2018b). concept remains to be intimidating, leading to a reluctant small and medium-sized enterprises (SMEs), for which the concept remains to be intimidating, leading to a reluctant Copyright © 2019, 2019 IFAC 1253Hosting by Elsevier Ltd. All rights reserved. 2405-8963 © IFAC (International Federation of Automatic Control) concept remains to be intimidating, leading to a reluctant Copyright © 2019 IFAC 1253 Copyright 2019 responsibility IFAC 1253Control. Peer review©under of International Federation of Automatic Copyright © 1253 Copyright © 2019 2019 IFAC IFAC 1253 10.1016/j.ifacol.2019.11.367 Copyright © 2019 IFAC 1253

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In response, the research question addressed by this paper is the following: What is the current state of application of Industry 4.0 regarding quality management, relating to different domains of the supply chain? In order to better understand the implications of Industry 4.0, the paper takes a SCOR model perspective and devotes itself to the implications Industry 4.0 has on quality management. As the SCOR model represents a well-established model to describe activities in operations management for research and practice alike, the results can be compared and extended accordingly. Especially quality management can be seen as one of the pillars of improving productivity and therefore contributing to lean principles.

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3. RESEARCH DESIGN 3.1 Method Owing to the lack of prior systematic research in the field of effects that Industry 4.0 and implications for quality management, it was decided to generate a first holistic overview of current areas of application of Industry 4.0technologies within quality management. A quantitative research design using questionnaires was chosen to generate a broad overview. Intending to generate a first overview of areas of application for Industry 4.0-solutions, the data is then presented in a descriptive manner. 3.2 Sample description

2. THEORETICAL BACKGROUND Lean management is often seen as the last trend before the emergence of Industry 4.0, and its interconnection with Industry 4.0 remains scarcely regarded. Whereas digitization of processes and technologies for horizontal and vertical interconnection of processes are vital for the emergence of Industry 4.0, they are somehow opposing the concept of lean management. For instance, investments in IT infrastructure has not only a financial aspect, but also increases the complexity and thereupon the failure probability of manufacturing systems. Therefore, the gains made in the understanding of lean management in the regard of Industry 4.0 are not easy to predict. Especially, short-term investments and challenges can lead to long-term gains, whereas gains in the overall supply chain might be gained, but not at the individual manufacturing plant (Buer et al., 2018; Kolberg and Zühlke, 2015; Sanders et al., 2016; Sony, 2018; Tortorella and Fettermann, 2018). Merging research on Industry 4.0 and lean management is hereby still seen to be in its initial stages, calling for research from several research articles (Leyh et al., 2017a; Leyh et al., 2017b; Santana et al., 2017). Comparably to lean management, research relating to Industry 4.0 in respect to quality management is still in its infancy. Several researchers point out the necessity for merging the research disciplines (Foidl & Felderer, 2015; (Gunasekaran et al., 2019; Jayaram, 2019). In response, this paper is among the first to empirically show applications of Industry 4.0 technologies in quality management. So far, Industry 4.0-related research has mainly focused on technological functionalities and potentials rather than those actually experienced in practice, requiring to combine economic and technological perspectives (Kiel et al., 2017). However, contributing to a more efficient production and industrial value creation in general is one of the central claims in the concept of Industry 4.0, requiring to further elaborate on merging the research disciplines of Industry 4.0, quality management, and lean management (Kagermann et al., 2013; Kiel et al., 2017; Lasi et al., 2013; Müller et al., 2018b; Müller et al., 2019b).

To address the research question of this paper, 204 production plants worldwide of a German industrial enterprise were regarded. The production plants regarded can be seen to have a leading role regarding Industry 4.0 within the company. Further, the rather broad sample of 204 production plants is able to generate a holistic view on the topic. Following the support of several local representations in countries worldwide, six countries from Europe and Asia were selected: China, Germany, the Czech Republic, Spain, Serbia, and India. From these 204 manufacturing plants, 89 are located in China, 59 in Germany, 36 in the Czech Republic, eleven in Spain, seven in Serbia, and two in India. Representatives from the respective quality management departments were asked to assess current Industry 4.0 solutions regarding their contribution to quality management within the SCOR model. The data was collected in mid-2017, recipients were selected via the central quality management department of the German industrial enterprise regarded. 3.3 Description of the questionnaire The questionnaire was developed together with the quality management department of the German industrial enterprise regarded. In order to increase the reliability and robustness of the questionnaire, it was developed together with experts in several rounds, attempting to combine the views of academic and practice within the questionnaire. Several pre-tests were conducted that led to better introductory texts for the participants and to the refinement of several items. The central quality department of all production plants regarded located in Germany supported the distribution of the questionnaires, sharing its database of contacts for quality managers at the respective production plants. The questionnaires were distributed via email to the recipients. The respondents of the questionnaire were asked in which if the following disciplines in quality management Industry 4.0solutions would already be used, relating to the elements of the SCOR-Model (Plan, Source, Make, Deliver, Return).

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Plan



Customer Service



Capacity Planning



Packaging return



Quantity forecasts



Transport



Order planning



Supplier Development (Strategic)

Source 

Material sourcing



Material supply



Material data connection



Missing parts management



Expediting



Incoming goods inspection



Supplier Development

Make 

Production planning



Production fine-tuning



Employee qualification



Machinery and processing capabilities



Working plans



Production tickets



Process FMEA



Quality assurance



Transport



Traceability

4. FINDINGS In this chapter, the paper presents the findings in the form of five figures, relating to the six categories described in section 2.3. before. The data shown relates to the frequency of usage of Industry 4.0-solutions in the respective dimensions of the SCOR model. In the following, Figure 1 shows the usage of Industry 4.0solutions in the “Plan” dimension of the SCOR model.

Fig. 1. Usage of Industry 4.0-solutions in the “Plan” dimension of the SCOR model Figure 1 illustrates that Industry 4.0-solutions are foremost used in capacity and order planning or quantity forecast, relating to the “Plan” dimension of the SCOR model. More strategic tasks, represented by “supplier development” in the “Plan dimension of the SCOR model, are comparably less regarded. Subsequently, Figure 2 shows the usage of Industry 4.0solutions in “Source” dimension of the SCOR model.

Deliver 

Customer order management



Change management



Dispatch



Customs processing



Haulage



Transport



Customer documentation



Packaging

Return 

Traceability



Complaint Management

Fig. 2. Usage of Industry 4.0-solutions in the “Source” dimension of the SCOR model

Figure 2 shows that operative tasks in the “Source” dimension which directly related to production, such as material data connection supply or sourcing, are primarily addressed by existing Industry 4.0-solutions. Tasks associated to production, such as expediting and supplier development are comparably less addressed. This finding within the “Source” dimension is comparable to what was found for the “Plan” dimension, i.e., that operative tasks are addressed more than strategic tasks by existing Industry 4.0solutions. 1255

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In the following, Figure 3 illustrates the usage of Industry 4.0-solutions in the “Make” dimension of the SCOR model.

Fig. 5. Usage of Industry 4.0-solutions in the “Return” dimension of the SCOR model

By looking at Figure 5, it becomes obvious that traceability is the predominant task within the “Return” dimension of the SCOR model addressed by existing Industry 4.0-solutions. Complaint management and customer service, which can both be regarded as closely related, are also named more often than packaging return and transport, i.e., logisticsrelated tasks.

Fig. 3. Usage of Industry 4.0-solutions in the “Make” dimension of the SCOR model

As illustrated by Figure 3, in the “Make” dimension of the SCOR model, tasks addressed by existing Industry 4.0solutions are much more evenly distributed among production-related functions within the SCOR model or associated tasks. A clear distinction, as for example found for the “Plan” and “Source” dimensions, cannot be found for the “Make” dimension.

In sum, it can be concluded that Industry 4.0-related solutions within this sample are foremost found within productionrelated tasks or operative functions that lead to process improvements. More strategically oriented objectives of Industry 4.0-solutions are less found within the sample. Further, applications that unfold across the supply chain or logistics applications of Industry 4.0 are comparably less used within this sample.

Further, Figure 4 shows the usage of Industry 4.0-solutions in the “Deliver” dimension of the SCOR model.

5. DISCUSSION Overall, the paper shows that in the “Plan” dimension of the SCOR model, planning and scheduling tasks are named predominantly to be supported by existing Industry 4.0solutions. In the “Source” dimension of the SCOR model, tasks related to production itself are supported by existing Industry 4.0-solutions. Further, in the “Make” dimension within the “SCOR” model, tasks cannot be separated clearly regarding their existing support by Industry 4.0-solutions, whereas in the “Deliver” dimension, especially logistics related function are predominantly named. In the last dimension of the SCOR model, the “Return” dimension, traceability and complaint management are named foremost by the respondents as currently supported tasks by existing Industry 4.0. solutions.

Fig. 4. Usage of Industry 4.0-solutions in the “Deliver” dimension of the SCOR model

Figure 4 subsumes that in the “Deliver” dimension within the SCOR model, existing Industry 4.0-solutions are predominantly used for customer order management and change management. In comparison, logistics functions, such as transport or dispatch, are comparably less addressed by existing Industry 4.0-solutions. Last, Figure 5 shows the usage of Industry 4.0-solutions in the “Return” dimension of the SCOR model.

Thereby, the paper shows that different functions are predominantly supported in the five dimensions within the SCOR model by existing Industry 4.0-solutions, relating to more production-oriented, planning-oriented, or logisticsoriented tasks. Only in the “Make” dimension are tasks quite evenly distributed among several functions. This also relates to the currently dominating perspective of Industry 4.0. solutions on production itself, whereas tasks associated Supply Chain Management, extending the boundaries of the respective factory, are considerably less regarded (Müller et al., 2018b). Comparably, many Industry 4.0-based solutions are rather aiming for process efficiency, often relating to production itself, rather than to more

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strategically oriented tasks (Müller et al., 2017). However, this current application of Industry 4.0-based solutions neglects several strategic potentials of the concept, that require an application across the supply chain, and also a usage in strategic tasks (Kagermann et al., 2013; Kiel et al., 2017; Müller et al., 2018a). 6. CONCLUSION By investigating the five dimensions within the SCOR model regarding their current support of existing Industry 4.0solutions, the paper also offers perspectives on where to further develop quality management into lean management approaches. This relates to, for instance, traceability, or scheduling and planning-related tasks, that can be significantly reduced by Industry 4.0 and thereby positively contribute to lean management. On the other hand, lean approaches in terms of logistics processes and packaging, i.e., reducing waste processes, have been significantly less regarded. Here, the paper shows possible paths for future research in order to investigate these potentials for lean management. For managerial practice, the paper is able to show that companies still neglect strategic potentials of Industry 4.0solutions. Further, potentials that require an application of supply chain management and logistics tasks, should be approached more in the future in order to make several potentials of the concept Industry 4.0 accessible. In essence, horizontal and vertical interconnection is at the heart of Industry 4.0, a feature that is often referred to, but not realized in many cases. Therefore, companies are recommended to extend current inhouse, production-oriented and efficiency-improving applications of Industry 4.0 for more strategically-oriented, supply chain-spanning potentials. Although the first group of potentials is often more easy to access, as applications across the supply chain or those of strategic nature require more changes in organizational structure, thinking, and supplier collaboration (Birkel et al., 2019; Kiel et al., 2017; Müller et al., 2017). However, only a full-scale application of Industry 4.0, i.e., also across the supply chain and tapping strategic potentials of the concept, is necessary and recommended (Kagermann et al., 2013; Müller et al., 2018a). From a theoretical perspective, this distinction of Industry 4.0-based applications so far also gives opportunities for future research. For instance, it could be further uncovered why several Industry 4.0-based solutions are used, or not, and how those can be unfolded across the supply chain. In sum, paper provides a first insight regarding potential contributions of Industry 4.0-solutions in quality management. Without going in to further details of the respective technologies used or the exact applications for the specific tasks, the paper generates a general overview in this regard. Still, future research should attempt to investigate which exact technologies are used in what context, also including the exact contributions and benefits of these applications, based on the findings described above.

By using a broad sample of 204 manufacturing plants worldwide, the generalizability of the findings can be ensured to a certain extent. However, as the 204 manufacturing plants only relate to a single German industrial enterprise, results might be limited in this regard. Therefore, future research should attempt to expand the findings in this regard, for instance, by investigate multiple organizations in different industry sectors. Additionally, future research could better explore the maturity stages of Industry 4.0-technologies used. At the current stage, the paper is only able to show whether or whether not Industry 4.0-technologes are used accordingly, but not their extent and maturity stage. Although all respondents were introduced which technological solutions should be considered and which ones not, and their general knowledge of Industry 4.0 could be ensured, responders might relate to different technological levels within Industry 4.0. However, literature still lacks a clear framework for this purpose, which is a further recommendation for future studies. REFERENCES Birkel, H. S., Veile, J. W., Müller, J. M., Hartmann, E., and Voigt, K. I. (2019). Development of a Risk Framework for Industry 4.0 in the Context of Sustainability for Established Manufacturers. Sustainability, 11, 2, 384. Buer, S. V., Strandhagen, J. O., and Chan, F. T. (2018). The link between Industry 4.0 and lean manufacturing: mapping current research and establishing a research agenda. International Journal of Production Research, 56, 8, 2924-2940. Foidl, H., and Felderer, M. (2015). Research challenges of industry 4.0 for quality management. In: International Conference on Enterprise Resource Planning Systems (pp. 121-137). Springer, Cham. Gunasekaran, A., Subramanian, N., and Ngai, E. (2019). Quality management in the 21st century enterprises: Research pathway towards Industry 4.0. International Journal of Production Economics, 207, 125-129. Ivanov, D., Sokolov, B., and Ivanova, M. (2016). Schedule coordination in cyber-physical supply networks Industry 4.0, IFAC-PapersOnLine, 49(12), 839-844. Jayaram, A. (2016). Lean six sigma approach for global supply chain management using industry 4.0 and IIoT. 2016 2nd International Conference on Contemporary Computing and Informatics (IC3I), Institute of Electrical and Electronics Engineers (IEEE). Kagermann, H., Wahlster, W., and Helbig, J. (2013). Recommendations for implementing the strategic initiative Industrie 4.0 – Final report of the Industrie 4.0 Working Group. Communication Promoters Group of the Industry-Science Research. Kiel, D., Müller, J. M., Arnold, C., and Voigt, K.-I. (2017). Sustainable Industrial Value Creation: Benefits and Challenges of Industry 4.0. International Journal of Innovation Management, 21, 8. Kolberg, D., and Zühlke, D. (2015). Lean automation enabled by industry 4.0 technologies. IFAC-PapersOnLine, ,48, 3, 1870-1875.

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