Competencies of quality professionals in the era of industry 4.0: a case study of electronics manufacturer from Malaysia

Abstract

PurposeThis study investigates the competencies required for quality management professionals to meet the needs of industry 4.0. The authors use a case study strategy at an electronics manufacturer in southern Malaysia, to adapt their role to be relevant in the industry 4.0 environment. In doing so, this study answers the following four questions: (1) How are the changing technological trends expected to impact the future role of quality in industry 4.0? (2) What are the competencies gap between current and future roles of quality professionals? (3) What are the views and practices related to quality roles? (4) How can the gaps identified be closed to meet the quality challenges of industry 4.0?Design/methodology/approachThe research methods consist of a comprehensive review of literature on the technological trends towards industry 4.0 and the impact on the role of quality and competence that may be required in the future, as well as internal document review on the current roles of quality professionals in an electronics manufacturer in southern Malaysia, to identify the competence gap. Empirical data was collected based on surveys conducted on 64 quality professionals with a response rate of 96.88%. Interviews were conducted on three decision-makers from critical areas in the electronics manufacturer for viewpoints from three different perspectives: finance, operations and talent development.FindingsQuality professionals will require technical competencies to interpret large amounts of data from processes to make strategic decisions, the use of new AR tools and be aware of data security risks. Methodological competencies will be required to use data to identify the source of problems, to access reliable sources of learning and the ability to use new tools for solving complex problems efficiently. Social competencies will be required in communications across multi-sites, suppliers and customers in new collaborative virtual platforms, with the ability to retain tacit and explicit knowledge, in a decentralized environment that will require leadership ability to make decisions. Personal competencies required will be the ability to work in a flexible workplace and time and more frequent work-related changes.Research limitations/implicationsThe limitation of the study is based on what the authors currently know of the future, which may not be much for the quality professionals in the electronics manufacturer, who have not been exposed much to the technology yet. The potential for the future landscape to change dramatically with rapid technology changes may also result in a different set of skills for future quality professionals. The quality professionals who were involved in this study were the quality executives, engineers and managers, irrespective of their gender, age, length of service and experience in the field of quality. Therefore, these variables were not taken into consideration for this research.Practical implicationsThis research helped to identify the role of quality in industry 4.0 and key competencies that the quality professionals in the electronics manufacturer will require to adapt to their role in industry 4.0. However, based on the questionnaire and the interview comments of key personnel, it can be concluded that quality professionals lack awareness of their new roles in industry 4.0. This could be due to the fact that the new technology is not implemented by quality professionals but by the innovation team based in Singapore headquarters, as was also advised by the operations head.Social implicationsThe benefit of industry 4.0 technology is clearly shown by Philips's new Dutch factory with robotized technology that was able to produce the same output with one-tenth of the workers of its China factory (Rifkin, 2014, chapter 8). Rojko (2017, p. 80) also shared a similar view that industry 4.0 is expected to reduce production costs by 10–30%, logistics costs by 10–30% and quality management costs by 10–20%. The importance of this research can be seen from the findings of “The Future of Jobs” (2018, p. 22), which suggests that the window of opportunity for organizations to leverage the new technology to re-skill is within the period of 2018–2022, in order to enable employees to reach full potential in the high value-added tasks. The electronics manufacturer may need to keep to this timeline to maintain its competitive advantage.Originality/valueThe purpose of this paper was to determine the competence gap of current quality professionals in the electronics manufacturer with the competencies required in industry 4.0. This led to the third objective, to identify the views of stakeholders based on the propositions derived from the gaps identified, to triangulate the findings, to conclude the competency gaps of the current quality professionals in the electronics manufacturer. Finally, the objective of this paper was to make a recommendation on how to prepare the quality professionals in the electronics manufacturer for their role in industry 4.0. The research identified the technical, methodological, social and personal competencies gap of the quality professionals in the electronics manufacturer by looking at the changes expected in industry 4.0 from four aspects, factory (people and process), business, product and customers.

The Impact of Industry 4.0 on Employees—Insights from Australia

“…The impact of I4.0 on the labor market, required worker skills and competences [26,35,36,39,40,45,48].…”

“…The synthesis of the obtained results and their comparison with the literature are presented in Table 5. [12,33,34,43,44,46,49,51] change in functioning of organizations greater digitization and robotization [35,40,47,49,50,52] employee's role in I4.0 not changed significantly [43,44] the most important skills/competences in I4.0 technical skills, problem solving, coding skills, analytical skills, ability to work under pressure [25,35,36,39,42,[44][45][46]48] employers' expectations towards employees diligence, problem-solving orientation, activity in finding solutions, ability to learn, openness to change [36,39,48] employees' fluctuations both hiring new employees and training the existing ones will take place [39] preparation employees for I4.0 courses & trainings related to I4.0, self-learning [36,50] technologies with the greatest impact on labor market AI, automatics & robotics [29,33] impact of I4.0 on labor market simple physical/manual works will be replaced or liquidated, health & safety will improve, possibility of job loss by low-skilled workers [12,26,[31][32][33]38,…”

“…The most frequently described topics are related to the impact of I4.0 on the human work or labor market, the desired skills/competences and change in functioning of organizations in the I4.0 era. There are articles that discuss several issues related to the impact of I4.0 on employees [33,35,36,39,44,48] and those that deal with only one issue [25,29,30,34,37,38,45,47,51]. However, there is no publication that covers all the issues contained in Table 5.…”

“…The most important skills/competences in I4.0 in literature are divided into three main categories: technical, personal, social [46]. The methodological category was also added in [36]. Other divisions of categories can be found in [45]: hard (professional) and social.…”

“…The skills/competences indicated by the respondents mainly relate to the technical and hard categories. Employers' expectations are strictly determined by the type of work performed and the industry [36]. In this case, it is difficult to compare the results obtained in Australia, as there are no similar studies in the literature.…”