Mapping the project deliverables on the framework phases
| Expected outputs | Project deliverables | |
|---|---|---|
| Phase 1: Readiness | ||
| 1.1 | Measure the current level of Industry 4.0 maturity and define the role of quality | The company management carries out this type of analysis periodically for business purposes, yet a specific study regarding the maturity level towards Quality 4.0 was not done |
| 1.2 | Identify expected benefits, opportunities and challenges of the Q4.0 transition | The main processes have been formalized and their performances have been measured through appropriate indicators |
| 1.3 | Evaluate processes | Not done |
| Phase 2: Reasons and objectives | ||
| 2.1 | Set quantitative and measurable quality-related objectives aligned with the overall business strategy | The management has not set any long-term Quality 4.0 objective. Specific goals have been set for the use case concerning the incoming material testing process, but a wider plan has not been introduced |
| 2.2 | Identify small-scale digital pilots | A single use case has been implemented |
| Phase 3: Strategy | ||
| 3.1 | Define the overall technological and non-technological resources (budget, time, competency, digital systems, regulatory standards …) available and identify the missing ones | The management did not define any general strategy and, therefore, also the necessary resources to undertake the Quality 4.0 road were not defined |
| 3.2 | Identify skill gaps and plan the training pathway for the employee | Defined only for the specific use case |
| 3.3 | Establish a coordination plan for stakeholder management | Defined only for the specific use case |
| 3.4 | Define a plan to foster a quality culture | Not defined |
| 3.5 | Develop an array of use cases for Quality 4.0 implementation | Given the challenge regarding the quality inspection process, it was decided to take the Quality 4.0 route starting from that specific application without listing other possible use cases |
| 3.8 | Choose the appropriate technologies and providers for the selected use cases | The best technologies and providers were chosen for the specific use cases, losing the opportunity to exploit synergies with other use cases |
| 3.9 | Plan and allocate resources and responsibilities for the activity of integration and alignment | Not done |
| 3.10 | Development of a risk plan for the specific use case | |
| Phase 4: Implementation | ||
| 4.1 | Map in detail the involved process/procedure | The goods receipt and testing process was mapped, analysed and measured |
| 4.3 | Define the specification and requirements of the envisaged quality digital system | Done |
| 4.4 | Manage the development activities given in the outsourcing | Done |
| 4.5 | Train the employees who should use the new technologies | Only one employee was trained in how to use new technology. On the other hand, video tutorials have been recorded and edited to facilitate the knowledge transfer and the training of new operators |
| 4.6 | Manage and coordinate all the deployment aspects, both technological and organizational | All the deployment aspects have been properly managed. Such management was facilitated by the fact that the project was contained in terms of time and output |
| Phase 5: Value and innovation | ||
| 5.1 | Collection of the results and feedback arising from the implemented strategy | Not executed at the strategy level |
| 5.2 | Carry out gap analysis | Not executed at the strategy level but carried out for the specific use case |
| 5.3 | Identification of causes of deviation and refining of the strategy for the next iteration of the cycle | Not executed, not even for the specific use case |
| 5.4 | Disseminate the created value among the organization stakeholders | Not executed at the strategy level |
| Expected outputs | Project deliverables | |
|---|---|---|
| 1.1 | Measure the current level of Industry 4.0 maturity and define the role of quality | The company management carries out this type of analysis periodically for business purposes, yet a specific study regarding the maturity level towards Quality 4.0 was not done |
| 1.2 | Identify expected benefits, opportunities and challenges of the Q4.0 transition | The main processes have been formalized and their performances have been measured through appropriate indicators |
| 1.3 | Evaluate processes | Not done |
| 2.1 | Set quantitative and measurable quality-related objectives aligned with the overall business strategy | The management has not set any long-term Quality 4.0 objective. Specific goals have been set for the use case concerning the incoming material testing process, but a wider plan has not been introduced |
| 2.2 | Identify small-scale digital pilots | A single use case has been implemented |
| 3.1 | Define the overall technological and non-technological resources (budget, time, competency, digital systems, regulatory standards …) available and identify the missing ones | The management did not define any general strategy and, therefore, also the necessary resources to undertake the Quality 4.0 road were not defined |
| 3.2 | Identify skill gaps and plan the training pathway for the employee | Defined only for the specific use case |
| 3.3 | Establish a coordination plan for stakeholder management | Defined only for the specific use case |
| 3.4 | Define a plan to foster a quality culture | Not defined |
| 3.5 | Develop an array of use cases for Quality 4.0 implementation | Given the challenge regarding the quality inspection process, it was decided to take the Quality 4.0 route starting from that specific application without listing other possible use cases |
| 3.8 | Choose the appropriate technologies and providers for the selected use cases | The best technologies and providers were chosen for the specific use cases, losing the opportunity to exploit synergies with other use cases |
| 3.9 | Plan and allocate resources and responsibilities for the activity of integration and alignment | Not done |
| 3.10 | Development of a risk plan for the specific use case | |
| 4.1 | Map in detail the involved process/procedure | The goods receipt and testing process was mapped, analysed and measured |
| 4.3 | Define the specification and requirements of the envisaged quality digital system | Done |
| 4.4 | Manage the development activities given in the outsourcing | Done |
| 4.5 | Train the employees who should use the new technologies | Only one employee was trained in how to use new technology. On the other hand, video tutorials have been recorded and edited to facilitate the knowledge transfer and the training of new operators |
| 4.6 | Manage and coordinate all the deployment aspects, both technological and organizational | All the deployment aspects have been properly managed. Such management was facilitated by the fact that the project was contained in terms of time and output |
| 5.1 | Collection of the results and feedback arising from the implemented strategy | Not executed at the strategy level |
| 5.2 | Carry out gap analysis | Not executed at the strategy level but carried out for the specific use case |
| 5.3 | Identification of causes of deviation and refining of the strategy for the next iteration of the cycle | Not executed, not even for the specific use case |
| 5.4 | Disseminate the created value among the organization stakeholders | Not executed at the strategy level |
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