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Total quality management 4.0: Adapting

quality
adapting quality management to management in
Industry 4.0
Industry 4.0
Fabiane Florencio de Souza, Alana Corsi and Regina Negri Pagani
Federal University of Technology (UTFPR), Ponta Grossa, Brazil
Received 18 November 2020
Giles Balbinotti Revised 19 February 2021
Secretaria de Ci^encia, Tecnologia e Inovaç~ao de Pato Branco, 22 March 2021
Accepted 29 March 2021
Pato Branco, Brazil, and
Jo~ao Luiz Kovaleski
Federal University of Technology (UTFPR), Ponta Grossa, Brazil

Abstract
Purpose – The purpose of this article is to explore the new concept of TQM 4.0 as a way of adapting quality
management (QM) in Industry 4.0 (I4.0), guiding industries to this new phase, which has generated adaptations
in numerous areas, one of which is QM and human resources.
Design/methodology/approach – A systematic review of the literature was carried out. Methodi Ordinatio
was applied to build the portfolio of articles with scientific relevance, which is the source of data collections and
content analysis. To help out in the analysis, NVivo 12 and VOSviewer software programs were used.
Findings – The results demonstrate that when adapting the QM to the technologies of I4.0, the result is an
ecosystem that supports the integration between technology, quality and people in the industrial scenario.
Research limitations/implications – This article presents a systematic review of the literature, but without
delving into specific issues such as the different industrial sectors and the culture of countries in which
industries may be inserted, for example, which characterizes a limitation of this research.
Practical implications – This study provides an ecosystem model that can guide future research, regarding
the concept of TQM 4.0, in addition to pointing out some ways of combining technologies, quality and people in
the industrial context.
Originality/value – This is one of the first articles to employ a systematic review of the literature using
Methodi Ordinatio to build a bibliographic panorama on the intertwining of the themes total QM (TQM) and
I4.0, focusing on the emerging concept of TQM 4.0.
Keywords Total quality management, Industry 4.0, Quality culture, TQM 4.0, Quality 4.0, Humans in the loop
Paper type Literature review

1. Introduction
The concept of total quality management (TQM) presents a management approach that aims
to achieve excellence in business through quality (Sader et al., 2019). It focuses on increasing
customer satisfaction through quality, additionally promoting employee involvement
through teamwork guided by a common goal (Kabak et al., 2014; Bugdol, 2020).
In this context, considering the involvement of employees, the concept of quality culture
(QC) emerges and interferes with the development of an organizational culture that highlights
the importance of continuous improvement and commitment to quality (Hildesheim and
Sonntag, 2019). QC plays a crucial role in the organizational culture of industries that have
implemented quality management (QM) elements (Durana et al., 2019), and, therefore, it is
intrinsically linked to the concept of TQM.

The present study was carried out with support from the Higher Education Personnel Improvement
Coordination – Brazil (CAPES) – Financing Code 001, and Fundaç~ao Araucaria, to whom the authors The TQM Journal
gratefully thank. The authors also thank the reviewers, who greatly helped them enhance the research, © Emerald Publishing Limited
1754-2731
making the publishing possible. DOI 10.1108/TQM-10-2020-0238
TQM Currently, industries are oriented to the new industrial phase called Industry 4.0 (I4.0)
(Mohelska and Sokolova, 2018; Hamid et al., 2019). This approach represents a new paradigm
for modern manufacturing, in which traditional concepts of quality need to assimilate
changes, preparing for new challenges (Durana et al., 2019).
Furthermore, I4.0 encourages the application of different technological tools, which collect
data in all sectors of the Industry (Frank et al., 2019), causing repetitive processes to be carried
out automatically, using robots and artificial intelligence (AI) for this task. Amidst this
context, cyber-physical systems (CPSs) (Hamid et al., 2019) offer control and transparency at
all levels of the production system (Hofmann and R€ usch, 2017; Marques et al., 2017). Thus,
tasks that were previously performed by people become automatic in many cases, reducing
human participation almost entirely (Yadav et al., 2020). Faced with this scenario, the
following Research Question (RQ) arises:
RQ. How can TQM adapt to changes in I4.0, aiming at involving human resources and
technologies in the industrial development process based on quality?
Previous studies have addressed the relationships between the development proposed by I4.0
and issues with quality, such as those by Durana et al. (2019), Sader et al. (2019), Asif (2020),
Goecks et al. (2020) and Yadav et al. (2020). Nevertheless, there is still little literature that
considers the relationship between I4.0, quality and culture to adapt TQM to the new
industrial scenario, taking into account the emerging concept of TQM 4.0, proposed by
Babatunde (2020).
Thus, this study aims to explore the new concept of TQM 4.0 as a way of adapting QM in
I4.0, guiding industries to this new phase, raising challenges that can be explored in future
research concerning QM and human resources. From the results, an ecosystem model for
TQM 4.0 was obtained, linked to the technological innovations of I4.0 aiming to integrate
technologies, quality and people in the industrial context.
To achieve the purpose of the work, a systematic review of the literature was carried out
using the methodology Methodi Ordinatio (Pagani et al., 2015, 2017; Campos et al., 2018) to
build a portfolio of articles with scientific relevance, which is the basis for the proposed
discussions.

2. Literature review
To explain the topics covered in this study, section 2 presents the concepts of TQM and I4.0.

2.1 Industry 4.0 and total quality management

An industrial revolution started in England, around 1780. The following events were so
intense that a good number of changes triggered innovations in many areas as never seen
before.
Researchers and authors have divided the revolution into four stages so far. The first one
was characterized by the use of iron and dependence on the power of water and steam. Then,
approximately in 1870, phase 2.0 began, marked by the use of steel, electricity and mass
production (Y€ ulek, 2018).
Around 1950, the third phase began, characterized by dependence on electronics, being
represented by the Programmable Logic Controller (PLC), in 1969. Finally, the current phase,
named I4.0, has as the main character the automation of manufacturing processes through the
use of different technologies (Aceto et al., 2019). These phases are characterized in Figure 1.
Thus, from the integration between industry and the various technologies, I4.0 emerged,
aiming at the development of autonomous and dynamic operations that allow the mass
production of personalized products (Asif, 2020). The main characteristics of I4.0 are the
intelligent processes and products that support automatic data collection and analysis (Buer
et al., 2018).
 Several different areas were impacted by the arrival of new technologies and modern Adapting
platforms, such as social media; the Internet of things (IoT); cloud computing (CC); AI; CPS; quality
robotics (Hamid et al., 2019; Asif, 2020); big data (Bagozi et al., 2019); big data analysis (BDA)
and radio frequency identification (RFID) (Sader et al., 2019).
management in
According to Garrido-Hidalgo et al. (2018), there are five main features of I4.0 and these Industry 4.0
resources present an opportunity to create industrial value in the three dimensions of
sustainability (Stock and Seliger, 2016), as shown in Figure 2.
Although there is a growing trend in research related to I4.0, researchers still discuss how
to define it properly (Ghobakhloo and Fathi, 2019). Previous studies have addressed the
relationships between the development proposed by I4.0 and issues with quality, such as
those by Durana et al. (2019), Sader et al. (2019), Asif (2020), Goecks et al. (2020) and Yadav
et al. (2020). Nevertheless, the extant literature that considers the relationship between I4.0,
quality and culture to adapt TQM to the new industrial scenario is still scarce, even though
quality is a theme closely related to industrial growth and development (Ramezani and Jassbi,
2020). This work contributes to addressing this gap in the literature, being this originality one
of the contributions of this research.
According to Ramezani and Jassbi (2020), a branch of I4.0 is Quality 4.0, which aims to
boost quality through algorithms and intelligent solutions, arising from emerging
technologies, also focusing on the use of digital tools to improve the organization’s
ability to provide products that are of high quality and reliability to all customers (Sony
et al., 2020).

Mechanization Mass production Autonomous production Smart production

(Steam and water) (Electricity) (Computers) (Cyber-Physical Systems)

INDUSTRY 1.0 INDUSTRY 2.0 INDUSTRY 3.0 INDUSTRY 4.0

1780 - 1870 1870 - 1950 1950 - 2010 TODAY

Figure 1.
Industry phases
Source(s): Elaborated by the Authors (2020)

Digitization

Automation Human-Machine
and Adaptation Interaction (HMI)

INDUSTRY 4.0

Optimization and Value-added services with

Customized Production automatic data exchange

Economic, Social and

Environmental Figure 2.
Industry 4.0 features
Source(s): Elaborated by the Authors (2020)
TQM Similar to the development of industries, QM has also changed over time, with four phases
identified in the literature (Hamid et al., 2019), as detailed in Figure 3. It is important to observe
that the emergence of a new phase does not imply the closure of the previous one.
According to the extant literature, TQC and TQM differ from other phases because they
involve people as an essential part of the search for business excellence, through synchrony
between collaborators (Hamid et al., 2019).
Within I4.0, many sectors have undergone a change in the way business is conducted,
brought about by the increasing use of combining AI with human intelligence (Chen and Li,
2020). In this context, different concepts emerged, demonstrating different factors of
involvement between people and different technologies, as shown in Figure 4.
All these concepts point to a common need: to unite the full potential of technologies in I4.0
with human knowledge. However, with the insertion of several technologies in the industrial

QUALITY INSPECITION (QI)

1900
The first studies on industrial Quality Management were carried out by Frederick Winslow
Taylor, who stressed the importance of quality inspection in the industry. This procedure
became known as the first quality phase, which focused mainly on the final product
(Garvin, 1988; Foster, 2001).

QUALITY CONTROL (QC)

1920
Mainly marked by the use of statistical tools in order to control the production process, this
phase was still very limited to corrective actions and with a lot of emphasis on the product,
as in the previous phase (Hamid et al., 2019).

QUALITY ASSURANCE (QA)

1950
According to Ishikawa (1985) quality assurance is a means of guaranteeing the quality of
the product, so that the customer can buy it with confidence and use it for a long period
with satisfaction. In this phase it is noted that the focus of quality management has shifted
from product to process (Hamid et al., 2019), indicating a greater scope of the concept of
quality.

TOTAL QUALITY CONTROL (TQC)

1960
This phase was characterized by the systematic control of Quality Management. It was
then that the focus shifted from the process to the system, thus, the limits of quality
expanded and reached the entire production process (Hamid et al., 2019).

TOTAL QUALITY MANAGEMENT (TQM)

1980
The most recent phase of quality is characterized by Total Quality Management, which
believes that the cooperation of everyone in an organization is essential to produce
products and services of value that meet and exceed the needs and expectations of
Figure 3. customers (Hamid et al., 2019).
Quality phases
Source(s): Elaborated by the Authors (2020)
 Human in the Loop (HITL) Human in the Loop Data Analysis (HILDA)
Adapting
Represents the need for human support in the It concerns data management benefited by human quality
execution of control systems and algorithms (Jirgl et al.,
2018; Cimini et al., 2020).
involvement (Doan, 2018).
management in
HITL Cyber-Physics Production Systems (HITLCPPS) Man on the Loop (MOTL)
Industry 4.0
Contribution and increase in human capacity, through Human supervision, as a psychological and social
the introduction of I4.0 technologies (Cimini et al., influence, used to control the behavior of systems
2020). (Cimini et al., 2020).

Human-Machine (H2M) Human-Robot (HR)

Interaction between human and machine, in which the Collaboration that allows humans and robots to work
machine can perceive the human stimulus (Xiao et al., together in a shared production environment (Liu and
2020). Wang, 2020).
Human Technology Organization (HTO) Socio-Technical System (STS)
Model that describes the functioning of the Smart Composed of many components of interaction, where
Figure 4.
Manufacturing System through the interaction of the humans are responsible for making decisions and Concepts that relate
three subsystems: human, technology and organization delegating action to intelligent machines (Barnes et al., people and
(Bücker et al., 2016; Cimini et al., 2020). 2020). technologies in the I4.0
environment
Source(s): Elaborated by the Authors (2020)

context, which modifies the way QM is carried out, new skills, necessary for quality
professionals to be able to deal with these adaptations, also emerge.
In this context, concepts such as TQM 4.0 appear, which seeks to align the skills of quality
professionals with the changes proposed by I4.0 and the Quality 4.0, characterized by the use
of technologies in the QM systems (QMS) currently available (Radziwill, 2018; Sony et al.,
2020). Thus, concepts like these, seek to adopt this scenario by supporting and improving
traditional quality methods, help out by technology.

2.2 Implications of Industry 4.0 in total quality management

The emergence of the concepts TQM 4.0 and Quality 4.0 brings along changes related to
quality and Industry, which are occurring in shorter periods concurrently, as observed in
Figure 5, further evidencing the need for adaptations in the face of this dynamic scenario.
It can be said that one of the major changes in recent years within the Industry, was caused
by the technologies that are being added to this scenario (Kamble et al., 2018). Therefore, the

Quality
Inspection
Quality
Control

Quality
Assurance

Total Quality
Control

Total Quality
Management

INDUSTRY 1.0 INDUSTRY 2.0 INDUSTRY 3.0 INDUSTRY 4.0

1780 1870 1900 1920 1950 1980 2010

Figure 5.
90 years
Timeline of quality and
industry
Source(s): Elaborated by the Authors (2020)
TQM way to manage quality within the Industry also needs to adapt and follow these changes, that
is, make intelligent use of all these available technologies to optimize how quality is
monitored by the people who are part of the organization. These adjustments are necessary to
maintain the TQM strategy in I4.0. According to Asif (2020), some dimensions need special
attention compared to current quality models, namely:
(1) Mindful: alignment between the social side, which involves the participation of people
in the process and the technical side, which encompasses all the technologies
available in I4.0;
(2) Intellectual capital management: special attention to the knowledge and skills of
employees, as these are the factors that constitute the human and social capital of an
organization;
(3) Lean organizational structures: combine AI with the monitoring of quality processes
in industry, aiming at greater flexibility;
(4) Managing networked firms in business ecosystems: adaptation to the process of
obtaining and acquiring a product being carried out by different organizations and
(5) Making quality predictions from big data: QM to make fast and very accurate
predictions.
It is possible to note that these adjustments focus on two main points: to improve the
integration of people in I4.0 and the need for decentralized and real-time management. In this
context, I4.0, with its technologies that provide management as close to real-time, is an
opportunity for quality movement, which has the power to involve people throughout the
entire process, to become relevant again in the industrial scenario, representing a great
challenge for professionals focused on quality to adapt to technological innovations and the
new form of data analysis from the I4.0 (Zonnenshain and Kenett, 2020).

3. Materials and methods

The methodological procedures are described in four stages: research portfolio construction
(3.1), bibliometric analysis (3.2), content analysis (3.3) and developing the TQM 4.0 ecosystem
(3.4) as shown in Figure 6 and described below.

3.1 Research portfolio construction

From the objective of exploring how the new concept of TQM 4.0 and Quality 4.0 can serve as
a way of adapting QM in I4.0, this study carried out a systematic review of the literature using
the multicriteria methodology Methodi Ordinatio, proposed by Pagani et al. (2015, 2017) and
applied by Campos et al. (2018) and Paula et al. (2019), among others.
This methodology allows the creation of portfolios of articles with scientific relevance,
based on the application of the InOrdinatio equation, which orders the portfolio using three
criteria: impact factor (IF), number of citation (Ci) and year of publication.
From the nine protocols proposed in Methodi Ordinatio, the portfolio of scientific articles,
which is the source of data collection and analysis for this work, was built, as described below:
Step 1: Definition of the research intention: Initially, the intention of this research was
defined to find documents that addressed the explicit problem related to the themes Total
QM and QC, Quality 4.0, TQM 4.0 and I4.0.
Step 2: Preliminary search in databases: keywords were established, and preliminary
searches were carried out in different databases, using the theme words in Step 1.
 Research portfolio construction Adapting
Methodi Ordinatio quality
Step 1 Definition of the research intention management in
Step 2 Preliminary search in databases
Industry 4.0
Step 3 Definition of keywords and selection of databases
Step 4 Final search in data bases
Step 5 Filtering procedures (duplicate, document type, papers not related to the theme)
Identifying the variables: Impact Factor (IF), Citation Number (Ci) and Publish
Step 6
Year
Step 7 Ranking the papers using InOrdinatio, resulting in the final article portfolio
Step 8 Finding the full papers
Step 9 Final reading and systematic analysis of the papers

Bibliometric Analysis
VosViewer and Nvivo 12

Year of publication Main authors Main themes

Content Analysis
Identify how TQM and QC can assist in a more humane development of I4.0
Figure 6.
Developing the TQM 4.0 ecosystem
Methodological
procedures
Source(s): Elaborated by the Authors (2020)

Step 3: Definition of keywords and selection of databases: From preliminary searches, the
databases Scopus, the Web of Science and ScienceDirect were selected because they
returned a satisfactory number of articles. Ten combinations of keywords were defined, as
detailed in Table 1, attending the objective of this study.
Step 4: Final search in databases: Using the keywords combinations defined in Step 3, the
final searches were performed, using these parameters: No time delimitation; Search in
title, abstract and keyword; article and review; and use of Boolean operators. The results
obtained are displayed in Table 1.
Step 5: Filtering procedures (duplicate, document type, papers not related to the theme):
After conducting the final searches in the databases, filtering procedures were carried out,
to eliminate duplicate articles; conference articles, books and book chapters; and articles
that address topics outside the scope of this research, eliminated by reading the title,
abstract and keywords. The results obtained in the filtering procedures were, according to
Table 2.
Step 6: Identifying the variables: IF, Ci and year of publication: With the final portfolio
defined, the IF, Number of citation (Ci) and Year of publication (PublishYear) for each
article in the portfolio were identified. To collect the IF, the metric Journal Citation Reports
(JCR), available on the CAPES portal, was used. The Scimago metric (SJR) was used for
articles without JCR. For the collection of the number of citations, the Google Scholar
platform was used.
TQM Web of Science
Keywords combination Scopus science direct

1 “industry 4.0” AND “quality management” 44 35 9

2 “industry 4.0” AND (“total quality management” OR 12 9 0
“TQM OR” “TQM 4.0”)
3 “industry 4.0” AND “quality culture” 2 0 0
4 “industry 4.0” AND “quality 4.0” 9 4 0
5 “industry 4.0” AND “humans in the loop” 11 1 5
6 “quality 4.0” 22 15 5
7 “quality 4.0” AND “quality culture” 0 0 0
8 “quality 4.0” AND (“total quality management” OR “TQM” OR 2 0 0
“TQM 4.0”)
9 (“total quality management” OR “TQM” OR “TQM 4.0”) AND 167 58 7
“quality culture”
10 (“total quality management” OR “TQM” OR “TQM 4.0”) AND 12 3 1
“total quality culture”
Table 1. Total articles per database 281 124 27
Final search in Total articles in the Portfolio 433
databases Source(s): Elaborated by the Authors (2020)

Filtering procedures Deleted articles

Duplicate papers deleted 156

Deletion of articles outside the theme 159
Total articles deleted 315
Table 2. The resulting number of articles in the portfolio 72
Filtering procedures Source(s): Elaborated by the Authors (2020)

Step 7: Ranking the papers using InOrdinatio, resulting in the final article portfolio: After
collecting the variables, the InOrdinatio Equation (1) was applied, resulting in an ordered
portfolio of scientific articles, according to scientific relevance.
InOrdinatio ¼ ðIF=1000Þ þ α  ½10  ðResearch Year  Publish YearÞ þ ðCiÞ (1)

The elements of the equation are: IF; α (alfa value, ranging from 1 to 10, to be defined by the
researcher according to the importance of the newness of the theme; for this study, the value
of α was defined to be 10, since the theme is the object of the study in very recent papers);
ResearchYear (the year in which the research was developed); PublishYear (the year in which
the paper was published); and Ci (number of times the paper has been cited).
After ordering using Equation (1), another exclusion criterion was applied. It was defined
that only articles with an InOrdinatio value greater than 81 would make up the final portfolio,
since this is the lowest InOrdinatio of the articles from 2018, keeping the most recent papers in
the portfolio since the timelines of the articles are essential for this research. Thus, the final
portfolio, ordered by scientific relevance, was composed of 72 articles, as shown in Table A1
(Appendix).
Step 8: Finding the full papers: All 72 articles ordered in the previous step were found in
their full version, making it possible to start the last step of Methodi Ordinatio (Pagani
et al., 2015, 2017).
 Step 9: Final reading and systematic analysis of the papers: After obtaining the final Adapting
portfolio of ordered articles, reading and systematic analysis of the content began. The quality
procedures for the analysis are described in the sequence.
management in
Industry 4.0
3.2 Bibliometric analysis
The bibliometric analysis aimed to contextualize the article portfolio, identifying the year of
publication of the articles; the most influential authors in the portfolio; the most recurring
keywords; the main themes mentioned throughout the articles; and the most cited works in
the portfolio. To perform data collection and analysis, the software VOSviewer and Nvivo 12
were used.

3.3 Content analysis

The content analysis sought to identify the relationship between TQM and I4.0, addressed in
the articles, seeking to identify the connection between quality, people and technologies in
this context. To perform this mapping and analysis, the manual coding functionality of the
NVivo 12 software was used, resulting in more reliable analyzes. From the results of the
Content Analysis, the TQM 4.0 ecosystem and a future research agenda were built.

3.4 Developing the TQM 4.0 ecosystem

The development of the TQM 4.0 ecosystem was based on the content analysis of the portfolio
of articles to demonstrate a model of an ideal relationship between the themes quality, people
and technologies, to serve as a basis for professionals in the area and future research.

4. Results and discussions

4.1 Bibliometric analysis
The first bibliometric analysis verified the distribution of publications of the articles in the
portfolio over the years, as shown in Figure 7.
Publications involving the themes TQM, I4.0 and Human aspects, occurred in the same
bases over the years, but with a jump in 2018, presenting a growth trend, with the last three
years accumulating 57 articles in the portfolio, representing over 79% of the articles. This
demonstrates that the topic is currently growing in scientific interest, justifying the
development of this work.
The most influential authors in the portfolio were identified, using the density map
functionality of the VOSviewer software, and the results are displayed in Figure 8.
According to Figure 8, it is observed that Curry, A.; Mosadeghrad, A. M. and Antony, J. are
the authors with the largest number of articles in the portfolio, having two articles each. The
other authors present one article each, revealing the spread of interest in the theme. The main
keywords of the portfolio were analyzed through the network map functionality of the
VOSviewer software, and the results are shown in Figure 9.
Figure 9 shows networks of keywords, delimited with colors and the central themes are
I4.0 and QM. The main keywords of the portfolio identified were I4.0 and TQM, present in 6
and 4 articles, respectively. Also, QM, smart manufacturing and gamification are among the
most addressed keywords in the portfolio, present in 2 articles each. It can be observed that
the focus is on aspects related to quality and its variant TQM, when approaching I4.0, but also
human facets, represented by the keyword job satisfaction and on technological aspects,
according to smart manufacturing and gamification, for example. Therefore, it is concluded
that the portfolio represents the central theme of this work, validating the methodology used
for its construction, for instance. Therefore, it is concluded that the portfolio represents the
central theme of this work, validating the methodology used to build it.
TQM 35

NUMBER OF ARTICLES 30 29

25

20 19

15

10 9

5 3 3
2
1 1 1 1 1 1 1
0
1998 2002 2003 2004 2005 2006 2013 2014 2015 2016 2018 2019 2020
Figure 7. YEAR OF PUBLICATION
Year of publication
Source(s): Data compiled from Scopus, Web of Science and Science Direct (2020)

The main themes addressed throughout the articles were also identified, that is, the most
recurring themes in the body of the texts. For this task, the automatic encoding functionality
of the NVivo 12 software was used. The results obtained are shown in Figure 10.
It is observed that the focus, in the body of the articles, is on aspects related to quality,
codified in 1.651 excerpts. The second recurring theme is related to management, identified in
1.172 sections, thus demonstrating the focus on quality and QM. From the automatic coding,
it was possible to identify the terms mentioned together with quality and QM, as shown in
Figure 11.
Both spheres have in common: TQM and TQM practices, corroborating TQM as a
recurring management strategy when addressing QM. QM systems, being also a term shared
in this context, confirm the need for systems that manage quality data and information.
QC, which is closely related to TQM, is evidenced in the terms: corporate QC, quality policy
and QM teamwork structure, which highlights the need to build a culture based on the
collaborators that form the organization’s quality team. This finding corroborates the work of
Asif (2020) who states that these themes, which involve the integration of people in I4.0 and
the need for decentralized and real-time management, need adjustments for I4.0, evidencing
in the theoretical framework, which will be discussed below.

4.2 TQM 4.0 ecosystem

For the integration of people and the decentralization of QM to take place in I4.0, it is
important a broad understanding of the components of this emerging ecosystem along with
the concept of TQM 4.0. This way, when facing the changes, quality will continue to be
remembered in this context, with TQM 4.0 representing the beginning of this new phase of
QM in I4.0, composing an ecosystem capable of uniting: technology, quality and people, as
shown in Figure 12.
The three main spheres of the TQM 4.0 ecosystem are I4.0, TQM and QC. Each of these
concepts represents a sub-sphere, which are: technology, quality and people, respectively, as
described below:
 Adapting
quality
management in
Industry 4.0

Figure 8.
Main authors

(1) I4.0 and technology: as mentioned a few times in this article, the various innovations
in technologies and automation, present in this new industrial phase, make
technology one of the main topics when it comes to I4.0, this being one of its most
striking characteristics;
(2) TQM and quality: when dealing with TQM, the main attribute to be highlighted will
be quality, which is its main characteristic, but it is important to note that this union
also results in many management techniques and philosophies focused on quality,
which in turn also encompass the involvement of people in the process.
(3) QC and people: culture means a habit or tradition adopted by a group of people
(Cambridge Dictonary, 2020), thus, quality when inserted in this scenario, defines the
way people are divided about quality.
To make the TQM 4.0 ecosystem function intelligently, spheres and sub-spheres need to
relate to each other to create an environment of collaboration, integration and
interconnection. Taking these aspects into account, the following listed actions are
desirable to make it happen:
TQM

Figure 9.
Keywords network

Quality 1651
Management 1172

System 658

Process 642

Product 587

Performance 450

Improvement 423

data 406

quality management 351

model 345

analysis 340

manufacturing 331
Figure 10. NUMBER OF CODING REFERENCES
Main themes
Source(s): Data compiled from Scopus, Web of Science and Science Direct (2020)
 Adapting
quality
management in
Industry 4.0

Figure 11.
Main themes related to
quality and quality
management

TQM 4.0 Ecosystem

Technologies Technologies
and Quality and People

TECHNOLOGY QUALITY PEOPLE

I4.0 TQM QC

Technologies Quality People

and I4.0 and TQM And QC
I4.0 and I4.0 and
TQM People

Figure 12.
TQM 4.0 ecosystem
Source(s): Elaborated by the Authors (2020)

(1) Technology and quality: the creation of value within the Industry through quality big
data (Chiarini, 2020) is important for better use of the various data analysis and
visualization platforms available in I4.0. This initiative can help in the
TQM decentralization of QM, from the ease of monitoring quality indicators through
platforms, for instance.
(2) Technology and people: the HITL concept represents very well the integration
between these two sub-spheres and, as mentioned by Bagozi et al. (2019), data
analysis can be better used when combined with human perceptions of experiences
with previous scenarios. Furthermore, final decision-making is even better accepted
when coming from a human being. In this context, it is interesting to emphasize that
human competencies also need to adapt to the I4.0 technologies, as explained by
Babatunde (2020).
These examples of desirable interactions collaborate to meet the two adaptation topics
needed in the relationship I4.0 and quality, as evidenced by Asif (2020) and corroborated by
the bibliographic analysis of this article.
However, these examples represent only an initial step for the concept of TQM 4.0 to
become real within the Industry. Therefore, through even more in-depth research, they will be
able to bring up many other interactions capable of increasing the integration of the TQM 4.0
ecosystem.
These interactions can result in beneficial involvement for all spheres and sub-spheres, in
which one complements the other, as mentioned below:
(1) I4.0 and QC: with the insertion of robots and automation of repetitive processes, the
physical and mental health of employees can be spared, resulting, in some cases, in
better rates of ergonomics, quality of work, motivation and a greater acceptance of
these new technologies by the people, who see them as a complement to their work
and not as a replacement. As the QC is part of TQM, the integration between quality
and people is expected to become more natural, opportunities for the acceptance of
changes, like the innovations of I4.0, once this fear decreases in a balanced
environment (Bugdol, 2020).
(2) I4.0 and TQM: by monitoring quality data, such as quality indicators, through
technological data visualization platforms, real-time monitoring becomes possible,
which can be useful, for instance, in maintaining quality standards of the same
organization across all branches. Besides, one of the greatest results will be precisely
the beginning of TQM 4.0 within organizations, which are committed to the
advancement of technology for better QM.
The description of the TQM 4.0 ecosystem shows that these three spheres, naturally related to
each other, have in common the need for people in the process and the opportunity to analyze
data to obtain quality insights from them.
This context shows the opportunity to keep them aligned with the same reality, that is,
evolving at the same pace to promote the integration of different sectors, in different
organizations. In this way, it may be possible to follow I4.0’s technological innovations
without neglecting the quality and active participation of the people involved.

4.3 Agenda for further research

Based on the relationships proposed by the TQM 4.0 ecosystem, an agenda for future
research is presented in Table 3, exploring the challenges and opportunities related to the
theme, aiming to promote direction for academics and practitioners in the area.
Over the years, technologies are increasingly part of industrial processes, which can be
easily seen in I4.0. To this end, TQM 4.0, according to the sphere of technology and quality,
promotes the insertion of systems and platforms capable of processing data and big data so
that QM can be done as close to real-time as possible.
Topic Issue Related authors
Adapting
quality
Technology How to manage quality and computerized form by Szeliski (2011), Pereira and Romero management in
digitizing and automating processes (indicators, (2017), Sader et al. (2019), Vukicevic et al.
reports and others), considering security, privacy (2019) Industry 4.0
and data protection in the context of TQM 4.0?
Quality Are there phases in which organizations can be Gunasekaran et al. (2019), Sony et al.
classified according to their adaptation to TQM (2020)
4.0?
People How to prepare new professionals in quality to Chiarini (2020), Babatunde (2020)
obtain the necessary skills to deal with changes
from I4.0? (Ex: handling large amounts of data)
How to help quality professionals who have been in
Table 3.
the work environment for longer, adapt to the Relevant research
changes? (Ex: use of online platforms in real-time to opportunities in the
monitor quality) context of TQM 4.0
Source(s): Elaborated by the Authors (2020) and I4.0

However, when dealing with data that results in important information for the organization,
issues related to data security must also be discussed (Szeliski, 2011; Pereira and Romero,
2017; Sader et al., 2019; Vukicevic et al., 2019), as this issue may result in resistance to the use
of technologies. A reliable environment must be developed so that changes are better
accepted by society.
In turn, quality in TQM 4.0, which is still a recent concept, needs to be better understood in
terms of scope. Interestingly, organizations can measure at which point they need to pay more
attention to adapting QM to I4.0 (Gunasekaran et al., 2019; Sony et al., 2020).
In this sense, the TQM 4.0 ecosystem can represent the beginning of a way to classify
organizations regarding their development in each sphere, that is, the organization can
prioritize which are the spheres with the greatest needs, according to its result. For instance,
when prioritizing the sphere of technologies and quality, the desired result may be achieved
by inserting platforms and other data analysis and visualization technologies, which
facilitate the monitoring of quality.
Another important issue, as addressed by Babatunde (2020), is the need to understand
what skills need to be developed by professionals in the area of quality, so that they are
prepared to work with the TQM 4.0 challenges. For this question, it is important to focus on
hard (tools and systems) and soft (people and behavior) aspects of TQM (Gadenne and
Sharma, 2009; Ershadi et al., 2019), thus, understanding all management strategies, including
the ones for I4.0 (Madsen, 2020). In this context, Chiarini (2020), points out the need to develop
competencies regarding Quality 4.0. Both authors raise the issue of data management and big
data as important points of competencies to be developed.
In this sense, just as Babatunde (2020) and Chiarini (2020) conducted their research, future
research can further explore what are the main competencies to be developed and how to
develop them, taking into account the different cultures and existing business models,
contributing to the increased integration in the People and QC sphere of the TQM 4.0 ecosystem.
Therefore, since TQM 4.0 is a recent concept in the literature, several issues must be
explored regarding its scope and definition. Hence, this article demonstrates the magnitude of
TQM 4.0, through the ecosystem that involves three major spheres, technology; quality and
people, within an organization.
As for the definition of TQM 4.0, it is possible to say that the term represents a
technological update of the way to manage quality, driven by I4.0, aiming at the total quality
of an organization’s processes, products and people.
TQM 5. Conclusions
During the construction of this research, it was possible to notice that several authors point
out relationships between TQM and I4.0 (Beard-Gunter et al., 2019; Hamid et al., 2019; Sader
et al., 2019; Asif, 2020; Babatunde, 2020; Chiarini, 2020). This observation highlights the
importance of QM in I4.0, as a way to win and guarantee market share, making the company
more competitive.
In this context, two topics that need attention were highlighted in the theoretical
framework and in the results from the bibliometric analysis, namely: the integration of people
in I4.0 and the need for decentralized and real-time management. Based on this, the paper
sought to highlight the integration of the three spheres (I4.0, TQM and QC), as a basis for a
possible response to these challenges, resulting in the design of the TQM 4.0 ecosystem.
This ecosystem seeks to show how TQM can adapt to this scenario of technological
changes and guide organizations toward I4.0, through the involvement of employees with
available technologies, so that both technologies and human resources are active in the
industrial development process based on total quality.
The article presents a systematic review of the literature that covered the theme
explained through the construction of theoretical background, disregarding specific issues,
such as cultures of the countries, among others, which characterizes a limitation of this
work. Thus, this research contributes to the academic area, improving the theoretical
background on the topics covered, mainly with the design of the TQM 4.0 ecosystem, in
addition to gathering challenges that can be explored in the future by decision-makers. In
the social field, the research exemplified, generically and comprehensively, how to integrate
people with I4.0 technologies, in addition to demonstrating how an improvement in the
work environment can be achieved by integrating technologies with human resources.
Finally, the governmental sphere was served by encouraging industrial, technological and
personal development.
In future works, it would be interesting if the research’s opportunity’s mentioned (Table 3),
could be deeper explored. It would also be interesting to address how TQM 4.0 can be applied in
small manufacturing firms, making the concept even closer to the reality of many small and
medium enterprises. The importance of data in this context, such as the concept of big data, for
instance, also characterizes a critical future study, as evidenced in the course of this article.

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TQM Appendix

Article Inordinatio

An empirical investigation of relationship between total quality management practices and quality 296
performance in Indian service companies
Development of a measure to assess quality management in certified firms 288
A journey toward total quality management through ISO 9000 certification - a study on small- and 207
medium-sized enterprises in Singapore
Diagnosing and prognosticating the quality movement - a review on the 25 years quality literature 192
(1987–2011)
Corporate survival in Industry 4.0 era: the enabling role of lean-digitized manufacturing 161
Total quality management, high-commitment human resource strategy and firm performance: An 152
empirical study
Constructs of quality in higher education services 147
ISO 9000 and TQM: Are they complementary or contradictory to each other? 137
Quality culture of manufacturing enterprises: A possible way to adaptation to industry 4.0 135
A human-in-the-loop manufacturing control architecture for the next generation of production 130
systems
IoT Heterogeneous Mesh Network Deployment for Human-in-the-Loop Challenges Towards a Social 126
and Sustainable Industry 4.0
Developing and validating a total quality management model for healthcare organisations 121
A conceptual model of knowledge dynamics in the industry 4.0 smart grid scenario 118
The Quality Management System as a Driver of Organizational Culture: An Empirical Study in the 115
Portuguese Textile Industry
Machine learning applied in production planning and control: a state-of-the-art in the era of industry 114
4.0
Are QM models aligned with Industry 4.0? A perspective on current practices 113
Knowledge management and total quality management: foundations, intellectual structures, insights 113
regarding evolution of the literature
Essential ingredients for the implementation of Quality 4.0: A narrative review of literature and future 112
directions for research
Quality 4.0—the challenging future of quality engineering 110
Industry 4.0, quality management and TQM world. A systematic literature review and a proposed 107
agenda for further research
The New EFQM Model: What is Really New and Could Be Considered as a Suitable Tool with Respect 107
to Quality 4.0 Concept?
The TQM legacy - Gurus’ contributions and theoretical impact 106
Why TQM does not work in Iranian healthcare organisations 106
Focusing on key elements of TQM – evaluation for sustainability 105
Internalization of Quality Management Standards: A Literature Review 105
Root-Cause Problem Solving in an Industry 4.0 Context 105
Impact of Industry4.0/ICTs, Lean Six Sigma and quality management systems on organisational 104
organizational performance
Human-Centered Gamification Framework for Manufacturing Systems 104
An analysis of total quality management (TQM) within the Thai auto parts sector 104
Intelligent autonomous pollination for future farming - A micro air vehicle conceptual framework with 103
artificial intelligence and human-in-the-loop
A proposal for a scale measuring innovation in a total quality management context 103
TQM, games design and the implications of integration in Industry 4.0 systems 103
A Relevance-based approach for Big Data Exploration 102
The problem of fear in TQM – causes, consequences and reduction methods – a literature review 102
On Quality 4.0 in project-based industries 102
A human-in-the-loop cyber-physical system for collaborative assembly in smart manufacturing 102
Decision-making trends in quality management: A literature review about industry 4.0 102
Table A1. New perspectives from technology adoption in senior cohousing facilities 101
Final portfolio
(continued )
Article Inordinatio
Adapting
quality
Mapping the implications and competencies for Industry 4.0 to hard and soft total quality
management
101 management in
NDE 4.0 in Manufacturing: Challenges and Opportunities for NDE in the 21st Century 101 Industry 4.0
Competencies of quality professionals in the era of industry 4.0: a case study of electronics 101
manufacturer from Malaysia
The influence of culture on quality management practices and their effects on perceived service 100
quality by secondary school students
Total Quality Management As Managerial Tool Of Competitiveness In Enterprises Worlwide 100
Speeding Up the Implementation of Industry 4.0 with Management Tools: Empirical Investigations in 100
Manufacturing Organizations
ISO 9004 maturity model for quality in industry 4.0 100
Real Time Internet of Things (IoTs) Based Water Quality Management System 100
Quality 4.0 in action: Smart hybrid fault diagnosis system in plaster production 100
Do organizational cultures of Canadian medical schools promote a quality culture? 99
TQM practices and its performance effects – an integrated model 99
The impact of quality culture on quality management practices and performance in Chinese 99
manufacturing firms
35 years of excellence and perspectives ahead for excellence 4.0 99
Intelligent decision support for maintenance: an overview and future trends 98
Empirical investigation of the hard and soft criteria of TQM in ISO 9001 certified small and medium- 97
sized enterprises
Software sensor for activity-time monitoring and fault detection in production lines 96
Quality Management Evolution from the Past to Present: Challenges for Tomorrow 96
Industry 4.0 as a key enabler toward successful implementation of total quality management 95
practices
The Impact Of Organizational Culture For Company’s Innovation Strategy 95
Contributions of Industry 4.0 to quality management - A SCOR perspective 94
Industry 4.0 And Business Process Management 93
TQM for Greek SMEs: an alternative in facing crisis conditions 92
Decision Support System for Dimensional Inspection of Extruded Rubber Profiles 91
Hit or miss? Evaluating the potential of a research niche: A case study in the field of virtual quality 91
management
Strategies for Employee Job Satisfaction: A Case of Service Sector 91
A structural relationship between TQM practices and organizational performance with reference to 90
selected auto component manufacturing companies
Fit for purpose quality management system for military forensic exploitation 89
Impact of implementation of total quality management: An assessment of the Saudi industry 89
An insight on soft TQM practices and their impact on cement-manufacturing firm’s performance: 87
Does size of the cement manufacturing firm matter?
Designing for Six Sigma in a private organization in China under TQM implementation: A case study 84
Quality practices: An open distance learning perspective 84
The role of knowledge management in developing quality culture 81
The impact of quality culture on operational performance - An empirical study from the 81
pharmaceutical industry
Implications of Successful Implementation of Total Quality Management in UAE Universities 81
Source(s): Authors (2020) Table A1.

Corresponding author
Fabiane Florencio de Souza can be contacted at: fabianesouza@alunos.utfpr.edu.br

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