Received: 5 February 2024 Revised: 28 March 2024 Accepted: 4 April 2024

DOI: 10.1002/bsd2.371

RESEARCH ARTICLE

Innovating for impact: Proposing quality 4.0 integration to

achieve sustainable development goals in microenterprises

Sonia Valeria Avilés-Sacoto 1 | Kenya Cristina Velasco-Tapia 1 |

2 1
Estefanía Caridad Avilés-Sacoto | Juan Ignacio Argüello-Herrera

1
Departamento de Ingeniería Industrial and
Instituto de Innovación en Productividad y Abstract
Logística CATENA-USFQ, Colegio de Ciencias
In today's highly competitive global market, companies aim to improve their market
e Ingeniería, Universidad San Francisco de
Quito, USFQ, Quito, Ecuador position to ensure their competitiveness and survival. The adoption of Industry 4.0
2
Universidad Politécnica Salesiana UPS, technologies constitutes a good approach to enhancing processes and productivity
Cuenca, Ecuador
while maintaining high-quality standards. This is where Quality 4.0 becomes crucial,
Correspondence as it focuses on boosting the quality of organisational processes through the integra-
Sonia Valeria Avilés-Sacoto, Departamento de
Ingeniería Industrial and Instituto de tion of disruptive technologies from Industry 4.0. Furthermore, companies are priori-
Innovación en Productividad y Logística tising implementing environmentally friendly practices in their processes that support
CATENA-USFQ, Colegio de Ciencias e
Ingeniería, Universidad San Francisco de sustainable development. Therefore, it is imperative to evaluate how the application
Quito, USFQ, Diego de Robles s/n y Vía of Quality 4.0 can ease production improvements with minimal environmental impact
Interoceánica, Quito170901, Ecuador.
Email: svaviless@usfq.edu.ec
while also aligning with sustainable development goals. This article analyses how
these initiatives can be used within the food industry, specifically those dedicated to
the production and sale of a product, evaluating a microenterprise dedicated to the
production of artisanal ice cream. A comprehensive framework is proposed for the
adoption of Quality 4.0 and its potential to support sustainable development goals.
Using the PDCA cycle, the original situation is evaluated to later recommend strate-
gies and tools to create improvements in the enterprise.

KEYWORDS
food sector, micro and small enterprises, quality 4.0, sustainable development goals

1 | I N T RO DU CT I O N companies were able to achieve “successful scaling” because of their

use of technology, while others had to reassess their operations and
Global obstacles that companies have encountered throughout the processes and incorporate digital technologies to avoid limitations
years have affected not just how well they operate, but also, how long and flaws that would have made them uncompetitive (Agrawal
they can survive and grow in new markets. The quick development of et al., 2021).
technology and its potential to improve business operations and pro- It is here, where Industry 4.0 can benefit companies of all sizes
cedures is one of the topics that has garnered attention lately. and kinds, but it is important to look at how they might implement it
According to (Agrawal et al., 2021) the COVID-19 pandemic incident because it entails a shift from manual, physical operations to auto-
signalled a turning point for the implementation of Industry 4.0 tech- mated, digital ones. A study of the companies' current practices and
nologies in processes, thus letting companies maintain operations in potential for integrating technology that optimises and enhances them
the face of labour or raw material shortages. Unexpected spikes should be the first step in this plan. It's also critical to assess the com-
in demand pushed other businesses to adjust to it. It is here, where pany's policies, customer satisfaction scores, products, and services
Industry 4.0 technologies facilitated their ability to continue operating provided, staff size, and other factors. This may be accomplished by
under all circumstances (Agrawal et al., 2021). However, some calculating its size, which will act as the foundation for the

Bus Strat Dev. 2024;7:e371. wileyonlinelibrary.com/journal/bsd2 © 2024 ERP Environment and John Wiley & Sons Ltd. 1 of 27
https://doi.org/10.1002/bsd2.371
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AVILES-SACOTO ET AL.

digitalization and process automation that will be implemented. The and resources to improve their operations (Velasco-Tapia & Avilés-
study carried out by Velasco-Tapia and Avilés-Sacoto (2023) describes Sacoto, 2023). Therefore, the leadership is crucial in encouraging and
a classification of firm size, using the OECD classification scheme, mediating the operational excellence pattern (Gatell & Avella, 2024).
which considers the number of employees: micro-enterprises (<10), Because these enterprises are flexible, fast to react and regularly
small companies (≥10–49), medium-sized (≥50–249), and large (≥250). incorporate new procedures into their operations, this is readily
From them, the microenterprises and SMEs in Latin America are sig- accomplished. This can be applied to any type of industry, including
nificant contributors to the region's potential growth, according to the the food industry. Currently, the term “Food Quality 4.0” has been
Economic Commission for Latin America and the Caribbean (ECLAC, widely used because it focuses on how industry 4.0 technologies can
[CEPAL in Spanish]) (CEPAL, 2023). This is due “especially to the great be applied to obtain a rapid, reliable, and objective assessment of food
heterogeneity in their access to markets, technologies, and capital, as quality (Hassoun, Jagtap, Garcia-Garcia, et al., 2023a). Reviewing the
well as their relationship with other companies, factors that affect food industry's procedures for raw material transformation and cus-
their productivity, export ability, and growth potential” tomer service is also crucial, though. For this reason, it is interesting
(CEPAL, 2023). However, in the analysis of Mariño (2021) it is stated to evaluate how different technologies can meet the different needs
that one of the challenges faced by microenterprises and SMEs is the in the production and service processes. This is what will be assessed
digital transformation. The adoption of I4.0 technologies will involve a as Quality 4.0, enabling the company to better serve its customers by
change in value chain management and boost productivity. Conse- meeting their demands through innovative processes and analytical
quently, Mariño (2021) advises finding out if the company needs to techniques (Hassoun, Jagtap, Garcia-Garcia, et al., 2023a). In the study
undergo a digital transition and if it can handle it. In the report of the by Hassoun, Jagtap, Garcia-Garcia, et al. (2023a), Hassoun, Jagtap,
United Nations Commission on Science and Technology for Develop- Trollman, et al. (2023b), they comment that the food industry has
ment (UN, 2022), the section on Promoting the Adoption of Industry embraced Industry 4.0 technologies to increase interconnectivity, as
4.0 emphasises that companies must be aware of the trends of posi- well as others such as, artificial intelligence (AI), cloud computing and
tive impact on the adoption of technology. Motivating companies, analytics, blockchain, the Internet of Things (IoT), smart sensors,
particularly SMEs, to embrace digital technology and initiate a digital autonomous robotics, and 3D food printing. However, for the food
transformation is the main objective here. Additionally, it is crucial industry stakeholders, it also requires that these new technology ini-
that the government supports digital transformation initiatives in com- tiatives complement what is referred to as green, eco-friendly, or sus-
panies. This is because, the continuous advent of what is now known tainable production (Hassoun, Jagtap, Garcia-Garcia, et al., 2023a).
as Logistics 4.0, Supply Chain 4.0, Services 4.0, and Quality 4.0, The application of Industry 4.0 technologies in manufacturing pro-
among many others, has been widely employed as Industry 4.0 is used cesses is widely suggested, since they not only boost productivity but
not only in manufacturing but also in other fields (García-Reyes also enhance energy efficiency and sustainability (UN, 2022). This is
et al., 2022). because it is possible to seek opportunities for energy savings as well
From them, Quality 4.0, has the goal of aligning “traditional” qual- as better management of water, energy, and waste. However, in
ity management with “Industry 4.0” systems, to enhance the pro- 2015, the United Nations adopted the well-known Sustainable Devel-
cesses that companies manage to maximise value, efficiency, and opment Goals, which focus on developing action plans to combat pov-
effectiveness. Operational excellence is frequently produced by look- erty, protect the environment, and guarantee that by 2030 everyone
ing for opportunities to increase the added value in the processes lives in prosperity and peace.
while simultaneously generating initiatives to reduce waste and seek- There are 17 SDGs (sustainable development goals), that aim to
ing chances to improve quality (Ivanov et al., 2019). Operational excel- achieve a balance between social, economic, and environmental sus-
lence is pursued by every company, especially in a dynamic market tainability by optimising the use of creativity, knowledge, technolo-
with both technological and organisational changes. To this end, digi- gies, and financial resources (UN, 2023). Among the 17 SDGs, Goal 9:
talization and the adoption of Industry 4.0 technologies will allow sig- Industry, Innovation, and Infrastructure, as well as goal 12: Responsi-
nificant changes to be made in business, working conditions, and the ble Consumption and Production could be considered a priority for
consumption of products and services (Ivanov et al., 2019). A com- both microenterprises and SMEs (UN, 2023). This is point at which
pany can gain knowledge, experience, and innovation by developing there is interest in connecting Quality 4.0 to these sustainable devel-
strategies that leverage technological tools. This can lead to increase opment goals. This study will analyse how Quality 4.0, aligned with
productivity, improve quality and have a stronger market position. the sustainable development goals, can be beneficial for microenter-
Therefore, these enterprises must look for easy-to-implement prises in the food sector. This study considers a particular case of the
methods and tools to cope with this situation. Since most enterprises company Montvelo, an Ecuadorian microenterprise that produces arti-
were started by families, they frequently trust and rely on traditional sanal ice cream, to improve its production processes and generate
processes, which makes them fewer effective managers than other operational excellence aligned with sustainability. The rest of the
companies in the market (Velasco-Tapia & Avilés-Sacoto, 2023). The paper is organised as follows: The conceptual framework in Section 2
difference that stands out the most is how they have integrated tech- covers a theoretical presentation of topics such as Sustainable Devel-
nological tools into their workflows to boost efficiency (García-Reyes opment Goals, Government Support, Industry 4.0, Quality 4.0, the
et al., 2022). However, many enterprises are keen to learn new skills Food Industry, and Ice Cream enterprises. The research method and
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AVILES-SACOTO ET AL. 3 of 27

an in-depth analysis of the results are presented in Sections 3 and 4, All enterprises are very interested in quality management since it
respectively. Finally, a discussion and concluding remarks are provided provides the enterprises with tools and strategies to be competitive in
in Section 5. the market (Pipatprapa et al., 2017). From the standpoint of the cus-
tomers, it concentrates on meeting the needs, desires, and expecta-
tions regarding the present and future needs, providing high-quality
2 | CONCEPTUAL FRAMEWORK goods and services, and consistently maintaining customers relation-
ships, mainly a good communication strategy (Pipatprapa et al., 2017).
This section provides a brief overview of the different topics that will be Furthermore, it also gives the enterprises strategies to understand
discussed throughout the article. Relevant literature regarding the use their competitors, helping them to offer new products, differentiate
of Quality Management, Industry 4.0 technologies in micro, small, and their offerings, and improve existing ones (Pipatprapa et al., 2017).
medium enterprises as well as the adoption of Quality 4.0 will be Finally, it helps improve coordination and communication among orga-
detailed. Firstly, it was handled by developing a preliminary bibliographic nisational departments and/or their partners, helping to achieve goals
search using the terms “Industry 4.0”, “Quality”, “Sustainable Develop- and become more attractive in the market (Pipatprapa et al., 2017).
ment Goals” and “micro-enterprises”. Based on a review of this litera- On the other hand, quality management can be used as a strategy
ture, additional research was conducted on the following Industry 4.0 to embrace cleaner production operating models, which can include
technologies, to find those that can contribute and be easily adapted. social responsibility and environmental protection (Lepistö
These technologies include intelligence and robots, augmented and vir- et al., 2023). In addition, it has demonstrated to promote sustainable
tual reality, cyber-security, big data, the Internet of Things (IOT), cloud development and strive for excellence. Training staff, comprehending
computing, data analytics, machine learning, automatic identification, client needs, measuring essential business operations, and minimising
and data collection (AIDC), and radio frequency identification (RFID). variability are some of its goals (Lepistö et al., 2023).
These technologies were selected given their current and potential According to a recent study Carvalho et al. (2020), innovative
future impact on the food industry and its supply chains. tools and digital technologies are essential components of quality
The primary search was conducted using the Science Direct data- management since they improve organisational performance. This is
base. Subsequent searches for additional literature were identified because it makes it possible to be more connected, facilitating the
using Google Scholar, ProQuest, Taylor & Francis, and Scopus evaluation, monitoring, and regulation of every process. As a result,
databases. the decision-making process based on facts and information in real-
This search used the following Boolean search phrase to identify time will be adopted, jointly with the expansion of the manufacturing
research articles: (“Industry 4.0” OR “Quality 4.0”) AND “Food Indus- and service processes' capacity and productivity and the creation of
try.” In addition, another study was carried out using “Industry 4.0” new products and services for the market (Lepistö et al., 2023).
and “Sustainable Goals Development.” This search was restricted to The adoption of these technologies makes it possible to increase
the period 2015–2023. This period was selected to ensure the most its environmental and social sustainability, which guarantees the
recent technological developments. future success of the company, and obtain a competitive advantage in
the market (Lepistö et al., 2023). Although microenterprises and SMEs
have limited resources, the drive to adopt technology allows them to
2.1 | Quality management save costs, waste, and energy, improve production processes and the
development of new skills by their employees (Lepistö et al., 2023). In
Quality management is a useful strategy for ensuring that any enter- the study of Jardon and Martinez-Cobas (2020) mentions that micro
prise maintains the required level of excellence in all its tasks and and SMEs enterprises, are constantly seeking to adopt strategies and
activities. Consequently, it is possible to boost productivity, prevent tools that help them to have a continuous improvement while achiev-
failures throughout the production process and lessen the impact on ing the SDGs. Therefore, any action that contributes to improving
the environment (Pipatprapa et al., 2017). their situation will be adopted, especially technologies that will create
According to Montgomery (2020), “relating to one or more desir- a positive impact in their processes.
able characteristics that a product or service should possess” is a com-
mon definition of quality. There are numerous aspects of quality that
are related to manufacturing, including features, performance, 2.2 | Industry 4.0
dependability, durability, serviceability, appearance, perceived quality,
and standard compliance. On the other hand, Garvin (1987) identified Worldwide, Industry 4.0 is considered the fourth industrial revolution,
three elements of service quality: attentiveness, professionalism, and which involves digitization, automation, optimisation, integration, con-
responsiveness. Another way to define quality is as the opposite of nectivity, mobility, analytics, and process intelligence in an organisa-
variability, which means that quality also includes the capacity to pro- tion (Golovianko et al., 2023; Pratola, 2022). Industry 4.0 has handled
vide the same service at different times or to manufacture a product a great transformation in manufacturing, efficiency, performance, and
with the same standards. Because improved quality typically results in supply chain (García-Reyes et al., 2022). Among the different technol-
better sales for an enterprise, quality management is crucial. ogies that include Industry 4.0 can be named: the Internet of Things
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AVILES-SACOTO ET AL.

(IoT), Cyber-Physical Systems (CPS), Big Data and Analytics, Autono- (ML) constitute an evolution in computing science and data proces-
mous Robots, Simulation, Cloud Computing, Augmented and Virtual sing systems that can be used to improve almost all technology-
Realities (AR and VR, respectively), Additive Manufacturing, Machine based services, products, and industrial applications (Soori
Learning, Cybersecurity, and Horizontal and Vertical Systems Integra- et al., 2023).
tion (Treviño-Elizondo & García-Reyes, 2023). As and in the study of • Cybersecurity: It is dedicated to protecting information, informa-
Avilés-Sacoto et al. (2019), Additive Manufacturing—3D Printing, tion processing, storage, computers, servers, mobile phones, and
Automatic identification, and data collection (AIDC), Radio-frequency electronic systems from malicious attacks or cyber-attacks by pro-
identification (RFID), Robotics—Drones and Nanotechnology, Machine viding a set of hardware and software solutions (Avilés-Sacoto
to Machine communication (M2M), and Business Intelligence are also et al., 2019).
included. A brief description of the main technologies will be provided • Automatic Identification and Data Collection: “These technologies
below. and systems can collect and transfer data efficiently, quickly and
correctly, reducing or even eliminating errors in the information.”
• Internet of Things (IoT) and smart sensors include electronics, soft- (Avilés-Sacoto et al., 2019).
ware, sensors, actuators, and connectivity to run successfully in a • Radio-Frequency identification (RFID): It is a device that provides
company (Ivanov et al., 2019). This provides the possibility of cre- real-time information on production scheduling (lead times, work-
ating or implementing smart factories, including smart machines in-process inventory levels, setup time, workload, idle time,
and processes, easing the development of activities, services, and demand volume, demand volatility, and order size) by using track-
applications in a dynamic organisational context (Hu et al., 2023). ing systems with hardware and software integration. It enables the
• Cyber-Physical Systems: It is an intelligent network that obtains traceability and visibility of products from manufacturing to selling,
data in real time through the interconnection between physical with the possibility of synchronising relevant data for the enter-
assets and computational capabilities of a company. This provides prise (Avilés-Sacoto et al., 2019).
the possibility to check, coordinate, control, and integrate opera- • Machine to Machine communication: It tracks and traces the exe-
tions using computing and communication systems. (Avilés-Sacoto cution of the process by machines or equipment used in the com-
et al., 2019). pany in real-time (Avilés-Sacoto et al., 2019).
• Big Data and Analytics: A large amount of unstructured or semi- • Business intelligence: It combines architectures, databases, analyti-
structured data is produced daily by companies, their devices, cal tools, methodologies, and applications to help in decision-
machines, or products in use (Ivanov et al., 2019). It provides valu- making processes, collected from different processes or activities
able practical knowledge and insights about procedures, activities, (Avilés-Sacoto et al., 2019).
and management in a company or specific situation. Its analysis
offers information to help decision-makers consider practical solu-
tions, changes, or modifications. (Avilés-Sacoto et al., 2019). 2.3 | Quality 4.0
• Robots, Drones and Nanotechnology: These machines can sense
their environment, compute for decision-making, and develop dis- Business models as well as quality management have evolved due to
tributed autonomous tasks (Kabir et al., 2023). the development of science and technology towards what is known
• Cloud computing: “It is used to store and analyse the enormous as Industry 4.0 and Quality 4.0. The Quality 4.0 concept is derived
datasets typical of I4.0 applications” (Avilés-Sacoto et al., 2019). from the Industrial Fourth Revolution, well known as Industry 4.0. In
• Augmented and Virtual Reality (AR and VR): Immersive technolo- Quality 4.0, new, digital, and disruptive technologies are adopted,
gies in which humans enter virtual content, providing the possibil- implemented, and used to maintain quality in organisations, giving the
ity of enhancing the real surrounding environment by attaching benefit of maintaining the quality of manufacturing processes and ser-
virtual elements to the real world (AR) or allowing a customer to vices (Haleem et al., 2021). In addition, it is possible to enhance the
enter another world (VR) (Ronaghi & Ronaghi, 2022) (Fan quality of the activities developed, giving the possibility to transform
et al., 2022). the traditional processes into improved ones with the respective
• Additive Manufacturing—3D Printing: Include technologies that inclusion of quality methods (Haleem et al., 2021).
build 3D objects by adding layer-upon-layer of any type of mate- In terms of quality, the machines automatically control the quality
rial. The created objects are mostly used to prototype and produce of the entire process, giving the possibility of achieving operational
individual components of a product, giving the possibility to mini- excellence in the company. Thus, previous and new processes can be
mise the waste of raw material waste because of the construction automated while maintaining quality standards (Haleem et al., 2021).
advantages it provides (Avilés-Sacoto et al., 2019). Implementing quality 4.0 technologies allows for quality throughout
• Artificial Intelligence (AI) and Machine Learning: This includes pro- the entire process. This does not mean replacing the traditional quality
grammes, algorithms, and machines that demonstrate intelligence methods. Furthermore, a good understanding of traditional
and recreate people's cognitive abilities, such as learning, reason- quality methods allows for better results after the implementation of
ing, problem-solving, planning, or self-correction (Knani Quality 4.0 technologies (Broday, 2022). To implement Quality 4.0,
et al., 2022). Both Artificial Intelligence (AI) and Machine learning there are some factors to consider, such as enabling technologies, the
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AVILES-SACOTO ET AL. 5 of 27

use of big data, trained workers, and leadership support (Kumar technology, and markets. Develop agricultural productivity with
et al., 2022; Maganga & Taifa, 2022). adequate trade restrictions and adopt measures to ensure proper
Furthermore, Quality 4.0 makes it possible to improve the quality functioning of food commodity markets (UN, 2023).
management system, with the adoption of different technologies that 3. Good Health and Well-being: Ensure healthy living and promote
provide real-time data collection from the different activities leading well-being for all at all ages. It includes reduce maternal mortality,
to taking immediate actions to achieve the desired goal of operational end preventable deaths of new-borns and children under 5 years,
excellence (Haleem et al., 2021). In the literature, it is said that there end epidemics (UN, 2023). As well, it involves strengthening sub-
are technologies to support Quality 4.0, that is, artificial intelligence, stance abuse prevention and treatment, halving road traffic acci-
Deep learning, blockchain, Big Data, machine learning, sensors, actua- dent deaths, ensuring universal access to sexual and reproductive
tors, open-source software data science, cloud computing, IoT, Virtual health-care services, achieving universal health coverage, and
reality, Augmented Reality, Mixed reality, and 5G (Haleem substantially reducing deaths and illnesses from hazardous chemi-
et al., 2021). cals and pollution (UN, 2023).
4. Quality Education: Guarantee inclusive and equitable quality edu-
cation and promote lifelong learning opportunities for all. This
2.4 | Environmental protection and sustainable can be achieved by ensuring all girls and boys complete free, equi-
development goals (SDGs) table, and quality primary and secondary education, with access
to quality early childhood development and pre-primary educa-
In 1987, the Brundtland Commission introduced the concept of sus- tion (UN, 2023). Equal access to affordable technical, vocational,
tainable development as one that manages to make economic devel- and tertiary education to acquire relevant skills for employment.
opment compatible with social development and environmental Gender disparities in education will be eliminated, and literacy
development, guaranteeing that future generations can satisfy their and numeracy will be achieved (UN, 2023).
needs (Brundtland, 1988). 5. Gender Equality: Achieve gender equality and empower all
It is considered that among the main causes of the deterioration women and girls. The goal is to eradicate discrimination, violence,
of the planet is the development of industrial activity, which gener- harmful practices, and unpaid care for women and girls. This
ates great environmental impacts on water, air, and soil, as well as on includes providing public services, infrastructure, and social pro-
living beings. Giving companies an alternative that allows them to tection policies (UN, 2023). Develop equal opportunities for lead-
minimise or eliminate the environmental aspects they produce and ership in political, economic, and public life (UN, 2023). Universal
the impacts these generate would allow them to get closer and closer access to sexual and reproductive health rights is also essential
to long-awaited sustainable development (Loayza Pérez & Silva (UN, 2023). Women will have equal rights to economic resources,
Meza, 2013). property, financial services, inheritance, and natural resources
With the increasing amount of change that humans are leaving on (UN, 2023).
the planet, countries around the world have begun to implement the 6. Clean water and sanitation: Ensure the availability and sustainable
United Nations' Sustainable Development Goals (Fernandes management of water and sanitation for all. The aim is to provide
et al., 2022). These goals were established by the United Nations in universal access to safe, affordable drinking water, sanitation,
2015, hoping to promote sustainable development among all stake- hygiene, and end open defecation, with a focus on women, girls,
holders through cooperation (Chauhan et al., 2022). It can be difficult and vulnerable populations (UN, 2023). Also, improves water
for microenterprises to achieve these objectives as complexity and quality, increase water-use efficiency, implement integrated
innovation challenges are introduced into different processes within a water resources management, protect and restore water-related
company (Li et al., 2021). A list of the SDGs and a brief description of ecosystems (UN, 2023).
each goal will follow (UN, 2023). 7. Affordable and Clean Energy: Ensure access to affordable, reli-
able, sustainable, and modern energy for all. The goal is to provide
1. No poverty: Eradicate extreme poverty for all people in the world. universal access to affordable, reliable, and modern energy ser-
The aim is to cut poverty, by implementing social protection, vices (UN, 2023). Increase renewable energy's share in the global
guarantee equal access to financial resources, essential services, energy mix, double energy efficiency improvement, enhance
and property ownership (UN, 2023). The objective is to establish international cooperation for clean energy research and technol-
good policy frameworks at the national, regional, and interna- ogy, and expand infrastructure for developing countries
tional levels based on pro-poor and gender-sensitive develop- (UN, 2023).
ment strategies by increasing resilience, decreasing susceptibility 8. Decent work and economic growth: Promote sustained, inclusive,
to extreme events, and mobilising resources (UN, 2023). and sustainable economic growth, full and productive employ-
2. Zero Hunger: End hunger, achieve food security, improve nutri- ment, and decent work for all. The aim is to sustain per capita
tion, and promote sustainable agriculture. The objective is to end economic growth, particularly in the least developed countries
hunger and malnutrition by focusing on sustainable agriculture, (UN, 2023). It focuses on diversification, technological upgrading,
supporting small-scale farmers, and equal access to land, and innovation, promoting development-oriented policies for job
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AVILES-SACOTO ET AL.

creation, entrepreneurship, and entrepreneurship (UN, 2023). The objective is to ensure the conservation, restoration, and sustain-
plan also includes full employment and decent work for all, includ- able use of terrestrial and inland freshwater ecosystems, promot-
ing young people and disabled individuals (UN, 2023). ing sustainable forest management, combating desertification,
9. Industry, Innovation, and Infrastructure: Build resilient infrastruc- and conserving mountain ecosystems (UN, 2023). Combat poach-
ture, promote inclusive and sustainable industrialisation, and ing and trafficking of protected species, control invasive alien
encourage innovation. The objective is to develop quality, reli- species, and integrate ecosystem and biodiversity values into
able, sustainable, and resilient infrastructure to support economic planning and poverty reduction strategies (UN, 2023).
development and human well-being (UN, 2023). It also promotes 16. Peace, Justice, and Strong Institutions: Promote peaceful and
inclusive industrialisation, increasing the share of industry in inclusive societies for sustainable development, ease access to
employment and GDP (UN, 2023). It also includes to increase justice for all and create institutions of effective, responsible, and
access to financial services for small-scale enterprises, particularly inclusive tuition at all levels. The goal is to reduce violence, end
in developing countries (UN, 2023). child abuse, promote law and justice, combat organised crime,
10. Reduced inequalities: Reduce inequality within and between and reduce corruption (UN, 2023). This includes developing
countries. The goal is to achieve income growth, promote social, effective institutions, ensuring inclusive decision-making, and
economic, and political inclusion, and ensure equal opportunity promoting legal identity for all (UN, 2023).
(UN, 2023). Also eliminates discriminatory laws and policies, 17. Partnerships for goals: Revitalise the Global Partnership for Sus-
adopts fiscal, wage, and social protection policies, improves global tainable Development. The objectives are to assist national pro-
financial market regulation, and enhance representation for grams to accomplish all the targets to improve cooperation
developing countries in decision-making (UN, 2023). (UN, 2023). Achieving a global trading system that is open, trans-
11. Sustainable cities and communities: Make cities and human set- parent, and benefits everyone involves promoting commerce
tlements inclusive, safe, resilient, and sustainable. The objective is internationally and assisting underdeveloped nations in growing
to provide everyone with adequate, safe, and affordable housing, their exports (UN, 2023).
services, and slums (UN, 2023). Improve transport systems,
enhance inclusive urbanisation, protect cultural and natural heri- Many companies have faced new challenges since the Sustainable
tage, reduce disaster-related deaths and economic losses, reduce Development Goals (SDGs) were established. The strategy studied by
environmental impact, provide universal access to safe, inclusive, the companies includes continuous economic growth, considering
and accessible spaces, strengthen economic, social, and environ- environmental and social perspectives in the development of their
mental links (UN, 2023). Increase integrated policies for inclusion, processes and activities. Furthermore, in many countries, the SDGS
resource efficiency, climate change mitigation, and disaster resil- have gained the support of governments because they have estab-
ience (UN, 2023). lished as policies the commitment to meet these requirements
12. Responsible consumption and production: Guarantee sustainable (Indana & Pahlevi, 2023). In addition, numerous companies around the
consumption and production patterns. The plan is to achieve sus- world have also highlighted their commitment to the SDGs. Just to
tainable consumption and production, with developed countries mention, in their reports, in addition to mentioning their economic
leading the way (UN, 2023). Manage natural resources efficiently, achievements, they also detail how their operations consider both
half per capita global food waste, manage chemicals and wastes social and environmental perspectives and even use the SDG logo in
responsibly, and reduce waste generation (UN, 2023). Companies their different corporate images and social networks (Indana &
should adopt sustainable practices, promote sustainable public Pahlevi, 2023). This is significant for them since it allows them to
procurement, and raise awareness for sustainable development remain competitive in the market and, in some way, also contributes
(UN, 2023). to their possible expansion plans (Indana & Pahlevi, 2023). As a result,
13. Climate action: Take urgent measures to combat climate change many companies are seeking to adapt and adopt initiatives and strate-
and its effects. The goal is to enhance global resilience to climate- gies that allow them to achieve the SDGs. To meet such requirements,
related hazards and disasters, integrate climate change measures technology and innovation have been adopted as initiatives that can
into national policies, improve education on mitigation and adap- contribute to overcoming these challenges (Indana & Pahlevi, 2023).
tation (UN, 2023). Some initiatives adopted in this scenario are immersion in an era
14. Life below water: Conserve and sustainably use the oceans, seas, of digital economy, the use of databases with adequate management,
and marine resources for sustainable development. The aim is to storage, and analysis. In addition, the use of new devices can improve
reduce marine pollution, particularly from land-based activities the conventional and manual handling of activities in the company.
(UN, 2023). Develop sustainable management and protection of Finally, the change to have adequate and innovative infrastructure
marine and coastal ecosystems are crucial, as well enhance ocean and facilities contribute to the adoption of such technologies
health and biodiversity (UN, 2023). (Indana & Pahlevi, 2023). Along with them, it is essential that human
15. Life on land: Sustainably manage forests, fight desertification, halt resources also acquire knowledge and skills that allow them to take
and reverse land degradation, and halt biodiversity loss. The advantage of the use of these recent technologies in the company.
 25723170, 2024, 2, Downloaded from https://onlinelibrary.wiley.com/doi/10.1002/bsd2.371 by UNIFEI - Universidade Federal de Itajuba, Wiley Online Library on [03/06/2025]. See the Terms and Conditions (https://onlinelibrary.wiley.com/terms-and-conditions) on Wiley Online Library for rules of use; OA articles are governed by the applicable Creative Commons License


AVILES-SACOTO ET AL. 7 of 27

2.5 | Government support to industry 4.0 Considering the case of Ecuador, the Ecuadorian government has
and SDGs focused on promoting the achievement of the United Nations Sus-
tainable Development Goals and helping small companies. One is the
The United Nations report (UN, 2022) emphasises how digitization “Ley Orgánica de la Economía Popular y Solidaria”, which provides a
and the adoption of Industry 4.0 technologies require government legal framework that encourages these types of companies to partici-
support. However, governments face several challenges, such as ade- pate in the country (PRE, 2021). The government has also implemen-
quate infrastructure, supporting institutions, skilled labour, and the ted access to financing for small companies through the National
overall readiness of key industries. Thus, governments must have Development Bank and the Social Security of Ecuador Bank. These
strategies to support companies in the acquisition of technological institutions receive support from the government to reduce the risk
skills with the support of resources (financial, technological, and per- perceived by the lenders, encouraging small companies to have the
sonnel), digital infrastructure projects, and technological and produc- opportunity to obtain a loan with a limited credit history
tive capabilities. When reviewing how this is considered in different (BIESS, 2020). Both approaches aim to contribute to the achievement
nations, it is observed that developed countries have already adopted of the SDGs in the country.
technological innovations, and the government has developed policies
to maintain business leadership (UN, 2022). While for developing
countries, the government plays a fundamental role in trying to 2.6 | Food industry
reduce the technological gap by promoting innovation projects and
technological adoption (UN, 2022). One of the initiatives they have Industry 4.0 and Quality 4.0 are associated with large companies;
developed is to support companies, including small and medium-sized however, they can be adapted to any industry, so companies in the
ones, in the development of digital skills among workers so that they food sector can implement these technologies to improve their effi-
“use ICT efficiently in functions such as market research, product ciency and enhance their sustainability (Javaid et al., 2021). There are
development, sourcing, production, sales, and after-sales services” some aspects of Quality 4.0 that the food industry can take advantage
(UN, 2022). of such as real time monitoring, big data and data science, tools, and
On the other hand, the interactions of various stakeholders such technologies for Industry 4.0 (Zonnenshain & Kenett, 2020).
as governments, companies, the academic world, and other interested Including the recent changes and application of technologies,
parties, should promote the implementation of Industry 4.0, thus especially Industry 4.0 in the industries, mainly the food industry, sev-
allowing support for economic diversification, job creation, and com- eral of the development goals set by the UN can be met (Loayza
petitiveness in the market (UN, 2022). One way to raise awareness Pérez & Silva Meza, 2013).
among companies about Industry 4.0 and the positive impacts of Goal 6 Clean water and sanitation because the implementation of
adopting related technologies is through programmes and strategies sensors would allow monitoring water quality in real time and manag-
that encourage companies to recognise the importance of digital ing sanitation systems, obtaining data to manage water resources,
adoption and start the digital transformation process. This can include generating models of trends and problems in water management, and
meetings, especially with micro, small, and medium-sized ones, and optimising water purification processes and their treatment, as well as
activities that promote the benefits of Industry 4.0, such as the crea- incorporating clean technologies into them (UN, 2020).
tion of science parks, incubators, accelerators, and innovation labora- Goal 7 Affordable and clean energy because it would allow apply-
tories (UN, 2022). ing principles that allow improving the energy efficiency of industrial
Considering the example of Ecuador, the government has imple- processes and reducing energy demand, incorporating systems pow-
mented programmes to provide technical aid and training to small ered by renewable energy as well as devices and robots that improve
entrepreneurs. Workshops where business planning, marketing strate- operational efficiency and automation in production areas, as well as
gies, and finances are provided for free of charge to small business measuring and monitoring energy use and demand in real time
owners (Ministerio de Telecomunicaciones Ecuador, 2022). Further- (UN, 2020).
more, to bring even more training to a globalised market, Ecuador has Goal 9 Industry, innovation, and infrastructure: This objective
implemented a programme to promote the digital economy. Seminars would be achieved as so called eco-smart industry that allows the
are given to existing small companies to teach them how to manage reduction of CO2 into the atmosphere, gives value to products, and
digital skills, provide technical support for customers, and implement generates employment, among others (UN, 2020).
modern technological solutions to solve their problems (MTE, 2022). Goal 11 Sustainable cities and communities: by reducing the envi-
Moreover, the United Nations also generated a public administra- ronmental impact generated by solid waste due to losses in produc-
tion programme in which it coordinated how different governments tion and in food chains would be reduced, wastewater would have
should emphasise the importance of the SDGs as well as their imple- lower levels of contamination, and the volumes generated would also
mentation (UN, 2020). For this, governments must commit to devel- be lower, complying with goal 6 Clean water and sanitation
oping capacities in terms of knowledge, skills, attitudes, leadership (UN, 2020).
competencies, and mindsets focused on the implementation of the Goal 12 Responsible Production and Consumption would be
SDGs (UN, 2020). achieved by avoiding losses in production and food chains (UN, 2020).
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AVILES-SACOTO ET AL.

Goal 15 Life of terrestrial ecosystems would be achieved since acquisition of knowledge and better practices while strengthening
there would be no demand for more areas for cultivation, and forests managers' and employees' involvement (Roche & Baumgartner, 2023;
would be preserved by making the correct use and optimisation of the Todaro et al., 2020). In addition, this method undertakes complex
resources used as raw materials in the food manufacturing problems (Roche & Baumgartner, 2023), which can lead to a better
(UN, 2020). understanding of how Quality 4.0 can comply with the SDGs can be
Quality management practices are not only a competitive advan- considered in the food industry, for the microenterprises in the sector.
tage but also a mandatory procedure to make a product available to The four steps of the PDCA cycle are detailed below (Garza-Reyes
the customer in the food industry (Ventura Carvalho et al., 2021). In et al., 2018).
addition to these procedures, there are several characteristics to pay Plan: the problem or issue in the process is defined to set a goal
attention to in microenterprises business models. When analysing the or purpose and formulate a plan to solve it (Júnior & Broday, 2019). In
possible adoption of technology in microenterprises, there may be this specific scenario, this can be done by obtaining data from a pro-
some challenges related to a limited economy, little access to mate- cess diagnostic to prioritise the best actions and formulate a strategy
rials and tools, and a knowledge gap in innovation (Velasco-Tapia & for the plan. This involves defining success metrics, outlining the nec-
Avilés-Sacoto, 2023). essary actions, and putting the plan into action. The planning phase
lays the foundation for the next steps in the cycle.
Do: in this phase, the organisation implements the components of
2.7 | Ice cream enterprise the plan, such as developing and producing a product or executing a
particular process. In this case, Quality 4.0 drivers will be selected
Ice cream is full of energy and important minerals that are important according to the previous diagnosis. This step is where the actions
for the body. Of course, the nutritional information depends on how outlined in the plan are carried out.
the ice cream is made, since there are many ways to produce this Check: during this stage, the results of the actions taken are
food, such as hard ice cream, lactose-free ice cream, or artisanal ice closely monitored and evaluated. This assessment helps identify signs
cream. Many small companies produce artisanal ice cream. Normally, of progress and success, as well as any issues or areas for improve-
these ice creams are more expensive because they cannot be made in ment that may have arisen. For this proposal, the selected drivers will
bulk. However, due to its richness in flavour and its ability to be per- be compared with the information from the conceptual framework to
sonalised, artisans justify the added price of their product. The only obtain the best possible strategy to implement Quality 4.0 in the com-
problem is that these ice creams must be sold quickly because they pany's processes. Furthermore, the validity of this plan is set on the
spoil quickly compared to other types of ice cream (Dutta premise that the selected drivers incorporate SDGs into the com-
et al., 2021). pany's business management (Huovinen, 2022).
Since the COVID-19 pandemic began, companies have had to Act: in this phase, the organisation integrates the learning and
change their business models to adapt to the new customers' require- knowledge acquired throughout the entire process. Based on the eval-
ments (He & Harris, 2020). One way to do it was to incorporate tech- uation of the check step, adjustments are made to the original plan.
nologies; this led to maintaining communication, reducing physical This could involve refining the goal, modifying methods, reformulating
contact, and increasing sales and deliveries to customers (Luna theories, or even extending the learning and improvement cycle to a
et al., 2020). larger scale. The final proposal will be documented and presented to
In the case of ice cream companies, the adoption of Industry 4.0 the organisation for their analysis and implementation if possible.
tools allows constructive interaction among stakeholders, from the The PDCA cycle emphasises that the learning and improvement
supplier to the final customers (Corradi et al., 2019). The development process is continuous (Akter et al., 2022). Once the Act step is com-
of applications, both mobile and web-based, can help standardise the pleted, the organisation begins the cycle again from the Plan step,
production process so that there are no errors or mistakes when mak- based on the knowledge and experiences acquired in the previous
ing ice cream (Aukkanit & Chopvitayakun, 2019). iterations (Realyvásquez-Vargas et al., 2018). This iterative approach
allows for continuous learning and improvement, leading to an endless
cycle of continuous improvement.
3 | M E TH O DO LO GY In the study of Fitzsimmons et al. (2014), it is stated that Dem-
ing's view was centred in the continuous improvement in the pro-
The Deming Cycle, also known as the PDCA (Plan, Do, Check, Act) cesses, therefore, this philosophy was captured in 14-point program.
cycle, is a methodical approach used to acquire useful information and Appendix B describes the Deming's 14-Point Program.
understanding to consistently improve a product, process, or service, By following this systematic process, organisations can effectively
which was originally used as a tool for product quality control (Kholif gather valuable knowledge, adapt their strategies, and make informed
et al., 2018; Sangpikul, 2017). Moreover, the foundation of this decisions to improve their products, processes, or services over time
approach relates to the organisations' learning process through the (Schmidt, 2019; Silva et al., 2021).
 25723170, 2024, 2, Downloaded from https://onlinelibrary.wiley.com/doi/10.1002/bsd2.371 by UNIFEI - Universidade Federal de Itajuba, Wiley Online Library on [03/06/2025]. See the Terms and Conditions (https://onlinelibrary.wiley.com/terms-and-conditions) on Wiley Online Library for rules of use; OA articles are governed by the applicable Creative Commons License


AVILES-SACOTO ET AL. 9 of 27

4 | CASE STUDY: MONTVELO ARTISAN allowed to rest until it reaches a temperature of approximately 4 C in
ICE CREAM MICROENTERPRISE the refrigerator. If there is enough mixture left to fill up one of the ice
cream buckets, the process ends there, and the bucket is frozen at
COVID-19 and the loss of jobs and income resulted in the emergence 18 C (Erazo, 2022).
of new ventures. Some of them have continued in the market and The other important process is sales, or how the customer places
now have become consolidated as microenterprises. Since these an order and pays for it. The way the company handles this process is
enterprises were founded in the family nucleus, the adoption of new by letting all the customers try different ice cream flavours, and once
strategies is needed mainly to face daily challenges such as limited they choose the one, they like the most, they can order an ice cream
economic, material, and technological resources (Velasco-Tapia & of that flavour. Subsequently, the customer sits at a table, and once
Avilés-Sacoto, 2023). This was evident worldwide, and Ecuador was the order is ready, a person who works at the company will bring the
not an exception. This was the case of Montvelo, a new microenter- ice cream to their table. Once the customer has finished the ice cream
prise in the food sector, which is open to acquiring knowledge regard- or whatever they have chosen to eat, they go to pay at the same place
ing technologies that can contribute to its quality and productivity where they chose the flavour for the ice cream.
and its commitment to comply with the Sustainable Development The methodology described in the previous section will be used
Goals. in the case of Montvelo, a microenterprise in the food sector in
Montvelo is an ice cream shop located in Quito, Ecuador, that Ecuador. The PDCA cycle was used as the methodology to establish a
opened during the COVID-19 Pandemic. Their business consists of strategy to implement tools for Quality 4.0 at Montvelo ice cream
serving homemade ice cream and pastries to their customers. How- company, considering how it contributes to fulfilment of the SDGs in
ever, ice cream sales account for most of the company's revenue. which Ecuador has gained interest.
Montvelo's processes are organised as seen in Figure 1. The com- In the Plan step, a diagnosis of the current situation of the organi-
pany's staff consists primarily of two people and during peak days, sation was carried out to determine possible options to implement
such as weekends, a couple more are needed to help with sales Quality 4.0. For this, a questionnaire was conducted to find out what
(Erazo, 2022). the requirements of the enterprise are. The questionnaire consists of
The first process to consider is the ice cream-making process, five parts, including customer management, processes' execution and
which takes place in the ice cream kitchen. The first step is to clean management, policies, level of automation, and sustainability.
and peel the fruit. Once this is done, all the different ingredients are Regarding customer management, Montvelo uses mainly social
weighed, and the solids and liquids are mixed inside a special blender. network to maintain contact with their potential customers, and the
This mixture must be pasteurised at 70 C, and then the double broiler number has been increasing; however, it varies depending on the sea-
method is used to cool down the mixture to 30 C. The mixture is then son and day. Regarding the execution and management of the

FIGURE 1 Montvelo's process map (Done by the authors).

 25723170, 2024, 2, Downloaded from https://onlinelibrary.wiley.com/doi/10.1002/bsd2.371 by UNIFEI - Universidade Federal de Itajuba, Wiley Online Library on [03/06/2025]. See the Terms and Conditions (https://onlinelibrary.wiley.com/terms-and-conditions) on Wiley Online Library for rules of use; OA articles are governed by the applicable Creative Commons License
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AVILES-SACOTO ET AL.

processes, it can be emphasised that the production process is stan- Development Goals and based on the diagnosis carried out through
dardised, so there are no errors in the development of the formulas or the questionnaire.
in the acquisition of the same supply chain. However, it is necessary The study of Khan et al. (2023), describes that the adoption of
to implement a way to become aware of the impact on the environ- Industry 4.0 technologies brings many features to companies, such as
ment, mainly due to agriculture and waste disposal (Dutta the possibility of creating personalised and digitalised products and
et al., 2021), during the production process to be a sustainable micro- services, the possibility of simplifying the work of the people who
enterprise. During the sales process, although the space is small, it is work in them, while guaranteeing that manufacturing can be lucrative
well organised to maintain the flow of the sales process and ensure and sustainable at the same time, and promoting innovation in the
the quality of the products (ice cream and desserts). The company's company (products, processes, supply chains, business models, and
staff keeps a manual record of the number of ice cream scoops sold services).
per flavour, which is transferred to an Excel file. Having to do this In recent years, the effort to align Industry 4.0 technologies with
every day after the business closes can be overwhelming for the staff environmental and social settings has increased significantly. This situ-
after a long day at work. On the other hand, the enterprise has consid- ation is because not only companies and organisations, but also cus-
ered reducing its impact on the environment using biodegradable tomers, are now aware of the importance of compiling sustainable
packaging. Something relevant to highlight in the commercial manage- development goals that are evident across industries and countries
ment process is the lack of analysis of the customers' behaviour to (Alhammadi et al., 2024). As a result, the adoption, adaptation, and
establish a plan to incorporate new products or adjust current deci- implementation of intelligent and disruptive tools, practices, and strat-
sions. Montvelo has all the paperwork done to be a well-established egies are continuously considered the most technological. This situa-
microenterprise, even though it opened during the COVID-19 pan- tion demonstrates ongoing efforts to have positive environmental and
demic. The current level of automation at Montvelo's is seen in the social impacts while maintaining profitability (Kamal et al., 2022).
way it communicates with its customers, the use of apps for delivery, Some benefits include the proper use of natural resources, reduction
the storage of data on the number of scoops per flavour of ice cream, of waste generation in the process, longer life cycles of machines,
and the use of technologies to receive payments such as direct trans- greater efficiency of the process or service, speed of sales and pro-
fers with QR codes, POS (point-of-sale) terminals and bank accounts. duction, and elevated levels of productivity and quality (Alhammadi
For the Do step, a strategy is presented (Figure 2) focused on et al., 2024; Aravindaraj & Rajan Chinna, 2022). With these activities,
selecting the most approachable Quality 4.0 tools and technologies companies become more attractive to customers, which helps them
for Montvelo's main processes, considering the Sustainable achieve better positions in a competitive market. However, the

FIGURE 2 Alignment of Montvelo's processes, Quality 4.0 technologies and SDG (Sustainable Development Goals) (Done by the authors).
 25723170, 2024, 2, Downloaded from https://onlinelibrary.wiley.com/doi/10.1002/bsd2.371 by UNIFEI - Universidade Federal de Itajuba, Wiley Online Library on [03/06/2025]. See the Terms and Conditions (https://onlinelibrary.wiley.com/terms-and-conditions) on Wiley Online Library for rules of use; OA articles are governed by the applicable Creative Commons License


AVILES-SACOTO ET AL. 11 of 27

implications of different technologies must be analysed in terms of required, as mentioned by Gatell and Avella (2024); and they are a
the environmental, social, and economic dimensions and needs of change in leadership processes and a change in organisational culture.
both society and the company to achieve good sustainability perfor- Addressing leadership and organisational culture can be compli-
mance (Saunila et al., 2019). With the use of smart technologies, dif- cated processes because they encompass different topics. The author
ferent processes such as design, purchase, manufacture, delivery, proposes addressing them by grouping them into categories that allow
sales, etc. create enormous potential to leverage activities by improv- us to visualise parameters that, if addressed separately, would become
ing productivity and customer experience and creating novel pro- invisible. Categories within the organisational culture change to
cesses, products, and services (Neri Numa et al., 2023; Saunila encompass the categories that encompass business values and princi-
et al., 2019). However, such implementations and adoption efforts ples, customer-focused vision, and operational excellence. Regarding
must include adequate addressing of long-term implications and chal- leadership, it proposes approaches based on the development and
lenges (Bhandari et al., 2023). These include information and data empowerment of customers, employees, and the application of Lean
flow, real-time data availability, tracking, personalised customer Manufacturing principles. Leadership and addressing its components
requirements, stakeholder collaboration, creating new or modifying are supported by a valuable tool such as mediation processes (Nasir
ways of operating the business, culture, and customer experiences to et al., 2022), through which employees of organisations can feel part
address changes in behaviour and the demands of the market as a of the decision-making process and not as mere recipients of
whole (R. Kumar et al., 2021; Neri Numa et al., 2023). This situation is impositions.
not an exemption in the food industry, where a broad set of knowl- The study of change in organisational culture as well as in leader-
edge is related to physical, digital, and biological domains (Hassoun, ship processes can be developed through the application of question-
Jagtap, Garcia-Garcia, et al., 2023a). naires, surveys, and structured interviews with focus groups or with
Considering Figure 2, a proposal for different technologies to be the entire staff of the organisation if conditions permit. That is, a pro-
implemented in the food industry is described in Table 1, which posed questionnaire is suggested for the company under study.
includes a description of reviews of articles on the contributions of Questionnaire
different I4.0 technologies, and then a proposal for the food industry
is also included. • Organisation information
• Organisation size
• Production area
4.1 | Check and Act stages
Leadership and organisation culture
Companies in the food sector must keep the traceability of their pro-
cesses through continuous monitoring of indicators (Xinyu Chen & 1. The leadership encourages employees to use I4.0 technologies to
Voigt, 2020). They must ensure that their products are safe for human improve their products and processes.
consumption. For the check and act stages, the results of the indica- 2. The leadership encourages the employees to take necessary
tors used at Montvelo will be periodically analysed to monitor the actions on their own to promote quality.
three main processes, such as productivity, NPS (net promoter score), 3. The leadership encourages the employees to use I4.0 technolo-
waste generation, and sales, among others, to verify the expected gies on their tasks.
improvements presented in the previous stages (Dutta et al., 2021). 4. The leadership aligns more with quality than with costs.
The data will be used to make decisions on whether to continue with 5. The leadership embraces different customers' perspectives about
the proposed technologies or evaluate other options (Realyvásquez- I4.0 technologies.
Vargas et al., 2018). 6. The leadership makes efforts to train their employees in the use
Furthermore, for both the Check and Act stages, leadership and of I4.0 technologies.
respective commitments are very important. Leadership plays a key 7. The leadership believes that I4.0 technologies improve organisa-
role in driving Industry 4.0 and involves not only the ability to guide tional working quality.
organisations through digital transformation and management of tech- 8. The organisational goals are integrated with use of I4.0 technolo-
nological improvements but also the promotion of innovation, adapt- gies to achieve better quality.
ability, and continuous training in the organisational culture. Leaders 9. The implementation of I4.0 technologies increases the quality of
must not only make the best decisions in the implementation of tech- the products offered by the company.
nologies and improvements in operational processes and product 10. The implementation of i4.0 technologies reduces the product
quality but also involve their collaborators or workers in the transition manufacturing costs.
towards these innovations and the search for their sustainability over
time; being the main strategy for collaboration between different The proposed questionnaire will allow the company to make deci-
areas of the organisation and an interconnection for effective commu- sions to improve its performance. Obtaining real-time feedback
nication and an integrated approach. For leadership to be incorpo- through communication with the actors (suppliers, customers,
rated in the migration to Industry 4.0, two parallel processes are workers, and partners) involved in the business processes (Horváth &
 25723170, 2024, 2, Downloaded from https://onlinelibrary.wiley.com/doi/10.1002/bsd2.371 by UNIFEI - Universidade Federal de Itajuba, Wiley Online Library on [03/06/2025]. See the Terms and Conditions (https://onlinelibrary.wiley.com/terms-and-conditions) on Wiley Online Library for rules of use; OA articles are governed by the applicable Creative Commons License
12 of 27

AVILES-SACOTO ET AL.

TABLE 1 Contribution of I4.0 technologies to food industry.

Deming's
Industry 4.0 program in Proposal implementation for food
No. Authors Contribution technology PDCAa SDGs industry
1 (Hassoun, Jagtap, Intensify and improve IoT 5 SDG9 Explore new ways to process food
Trollman, current processing SDG12 to create final products.
et al., 2023b) operations to
achieve smarter
food processing by
incorporating
innovative
strategies,
technologies, and
machinery through
computing power to
revolutionise the
food processing
system.
2 (Gupta, 2023; Hassoun Interlinked gadgets IoT 1 SDG9 Gather, share, and retrieve
et al., 2022; and communication SDG12 information on what the user
Sokienah, 2023) devices–sensors, wants to measure to help the
(cellular telephones, decision-making process.
plasma screens,
home temperature
monitoring systems,
home security
systems) to collect
and transmit data on
the operational
capability to make
decisions.
3 (Aravindaraj & Rajan IoT infrastructure IoT 3, 5, 11 SDG12 Control the quantity and quality
Chinna, 2022; based on RFID levels of different warehouse
Sokienah, 2023) technology helps elements.
warehouse Also implement sensors and
management in a identification devices to help
dynamic grocery-level management by
environment. measuring product weight
before and after use. Giving the
possibility of having adequate
monitoring of when and what to
buy in a specific period.
4 (Aravindaraj & Rajan Smart sensors control IoT 7 SDG12 Adopt sensors to reduce the loss
Chinna, 2022; the food processing of food quality and production
Hassoun, Jagtap, and the quality of costs, as well as the waste of
Garcia-Garcia, the ingredients. food. through continuous
et al., 2023a; Sarkar monitoring of the level
et al., 2022) perishable of food items.
5 (Alhammadi Detect and prevent IoT 5 SDG6 Contribute to operational
et al., 2024; pipe breaks and SDG12 efficiency through proper water
Bhandari water leaks, as well quality monitoring and real-time
et al., 2023) as improve water water management.
management and
ensure efficient use.
6 (Alhammadi Smart waste systems IoT 5 SDG7 Use of detectors inside waste
et al., 2024; Xiangru develop proper SDG11 containers to monitor container
Chen, 2022) waste management SDG15 overflows, as well as control
by throwing away, proper waste disposal.
destroying,
processing,
recycling, reusing,
managing waste,
 25723170, 2024, 2, Downloaded from https://onlinelibrary.wiley.com/doi/10.1002/bsd2.371 by UNIFEI - Universidade Federal de Itajuba, Wiley Online Library on [03/06/2025]. See the Terms and Conditions (https://onlinelibrary.wiley.com/terms-and-conditions) on Wiley Online Library for rules of use; OA articles are governed by the applicable Creative Commons License


AVILES-SACOTO ET AL. 13 of 27

TABLE 1 (Continued)

Deming's
Industry 4.0 program in Proposal implementation for food
No. Authors Contribution technology PDCAa SDGs industry
reducing useless
materials, reducing
greenhouse gas
emissions that cause
global warming, and
using a product to
its fullest extent.
7 (Alhammadi Wireless sensor to IoT 5, 7 SDG11 Detect and control potential
et al., 2024; monitor and detect SDG15 problems and correct them
Gupta, 2023; environmental before they cause a breakdown.
Sokienah, 2023) fluctuations, Use an intelligent monitoring
especially for animal system capable of detecting
monitoring systems. fluctuations in environmental
parameters in an animal
monitoring system and an
automatic food and water-filling
unit for drinking water.
8 (Aravindaraj & Rajan An IoT-enabled IoT 1, 7 SDG9 Develop the possibility of
Chinna, 2022) tracking system is SDG12 increasing the use of space with
useful in the greater visibility, in the aspects
warehouse. of inventory, warehouse, and
order fulfilment aspects.
9 (Gupta, 2023; Smart spaces for the IoT 7 SDG7 Create a space that includes smart
Sokienah, 2023) development of SDG9 energy systems, sanitation,
activities SDG11 waste management systems,
and infrastructure, thus creating
sustainable buildings because
IoT systems can reduce energy
and water consumption and
increase comfort in indoor
spaces.
10 (Sokienah, 2023) Contribute to creating IoT 1, 14 SDG7 Contribute to the quality of life of
an interior space SDG9 employers and customers
suitable for the SDG11 through adequate lighting
development of control, thermal comfort, life
activities. support aid, and energy
management.
11 (Aravindaraj & Rajan Proper track of food IoT 5, 6, 7 SDG11 Develop proper management of
Chinna, 2022) throughout the SDG15 perishable items, supply
entire food supply fluctuations, comply with food
chain (from growers standards, and control the
to processors to temperature or humidity of
warehouses to perishable products, helping to
distribution centres manage inventory in
to retail) by collecting warehouses.
quality metrics,
minimising the risk of
food losses, and
regulating the safety
of frozen shellfish.
12 (Sokienah, 2023) Grid and smart home IoT 1, 5 SDG7 Calculate and control energy
energy management SDG9 consumption and manage,
are used to develop SDG11 optimise, and schedule charging.
power Additionally, keep the thermal
synchronisation comfort of the kitchen
interface model. constantly and ease the
detection of a gas leak or flame,
thus minimising the number of
fatalities in the kitchen or place.

(Continues)
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AVILES-SACOTO ET AL.

TABLE 1 (Continued)

Deming's
Industry 4.0 program in Proposal implementation for food
No. Authors Contribution technology PDCAa SDGs industry
13 (Sokienah, 2023) IoT security system to IoT 14 SDG9 Explore the possibility of adapting
protect houses and SDG11 smart space security by using
spaces by continuous SDG15 sensors on their doors or
monitoring of windows and monitoring
activities through activities continuously.
their smartphones.
14 (Alhammadi Ensure good health Wearable Devices 2, 12, 8 SDG9 Explore wearable devices with
et al., 2024; De and well-being. SDG12 silicon bandgap temperature
Assis sensors to monitor the well-
Dornelles, 2022) being of workers, identify
worker fatigue, and increase
worker safety.
15 (De Assis Learn the human Wearable Devices 2, 12, 8 SDG9 Track workers' hands, legs, and
Dornelles, 2022; behaviour and the SDG12 feet movements to reduce
Loola Bokonda development of worker fatigue and to minimise
et al., 2020) workers' activities. space for errors. The risk of
injury to a worker is minimised,
and the company can be more
efficient with their production
and sales processes.
16 (Unhelkar et al., 2022) Quickly and safely Automatic 1, 4, 5, 6, 7, 9 SDG9 Identify, verify, record,
allows the identification and SDG12 communicate, and store
identification of data collection information about packages or
information in real (AIDC) & Radio- items used within the company.
time about an item Frequency Used Quick Response (QR) to
within the company. Identification (RFID) collect relevant information about
a product. Deploy RFID tags and
readers to collect data on the
quantity and weight of products,
thereby managing inventory
management, inventory picking,
order fulfilment, weight and
volume determination, and
tracking and tracing throughout
the entire product supply chain.
17 (Aravindaraj & Rajan Smart inventory Radio-Frequency 1, 4, 5, 6, 7, 9 SDG9 Develop inventory tracking, such
Chinna, 2022) management. Identification (RFID) SDG12 as warehouse entry and exit,
indoor localization, automation,
stocktaking, picking accuracy,
order fulfilment, packaging
efficiency, and emergency
replenishment.
18 (Sarkar et al., 2022) Preservation of food Radio-Frequency 1, 4, 5, 6, 7, 9 SDG9 Adopt a traceability system
quality. Identification (RFID) SDG12 including labels on products. In
SDG15 this way, anomalies can be
detected, and information can be
collected. Furthermore, it reduced
human inaccuracies and errors.
19 (R. Kumar et al., 2021; Comply with the Radio-Frequency 1 SDG9 Integrate labels to track product
Sarkar et al., 2022) safety, quality, legal, Identification (RFID) SDG12 entity parameters, food
and regulatory SDG15 consistency, and material flow
aspects of food on the production line. This, in
traceability. turn, helps with the real-time
data capture and object
visibility. Managers can use this
data in real time for efficient
logistics and material
consumption planning.
 25723170, 2024, 2, Downloaded from https://onlinelibrary.wiley.com/doi/10.1002/bsd2.371 by UNIFEI - Universidade Federal de Itajuba, Wiley Online Library on [03/06/2025]. See the Terms and Conditions (https://onlinelibrary.wiley.com/terms-and-conditions) on Wiley Online Library for rules of use; OA articles are governed by the applicable Creative Commons License


AVILES-SACOTO ET AL. 15 of 27

TABLE 1 (Continued)

Deming's
Industry 4.0 program in Proposal implementation for food
No. Authors Contribution technology PDCAa SDGs industry
20 (Xiangru Chen, 2022) Optimise the routes Quick Response (QR) 9 SDG9 Adoption of QR to receive user
and schedules of SDG11 requests, recycling information,
waste collection SDG12 and notifications. Smart bags
trucks. SDG15 (garbage bags with a QR code
attached) request waste pickup.
Therefore, the data collection
from QR can optimise the
routes and schedules of waste
collection trucks.
21 (Aravindaraj & Rajan Improvement of the Quick Response (QR) 9 SDG9 Use QR in warehouses to simplify
Chinna, 2022) high flow of SDG12 storage sorting and help all
materials in warehouse operations achieve
companies. sustainability.
22 (Alhammadi Big Data in agricultural Big Data 1, 2 SDG9 Adopt sustainable practices in the
et al., 2024) practices. SDG11 development of activities.
SDG15
23 (Wu et al., 2020) Demonstrate SDGs Big Data 1, 2 SDG6 Explore the possibility of meeting
indicators. SDG7 sustainable needs and reporting
SDG9 on most SDG indicators.
SDG12
24 (Alhammadi Digitalization and Big Data and Data 5, 9 SDG12 Analyse the transparency and
et al., 2024) integration of supply Analytics SDG15 traceability of activities carried
chains. out by the company.
25 (Aravindaraj & Rajan Warehouse Big Data and Data 5, 9 SDG7 Adopt green practices that help
Chinna, 2022) automation. Analytics SDG9 reduce inventory costs, cycle
SDG12 times and energy use.
26 (Erazo, 2022; Hassoun Create future Big Data and Data 1, 5 SDG7 With the use of software and
et al., 2022) scenarios for Analytics advances in computer
companies. technologies, data could be
processed and analysed faster,
providing valuable information
for future actions in the
company. One approach is to
develop a Material Resource
Planning (MRP) in Excel for the
production, storage,
distribution, and delivery of
orders at the right time and
place to meet customer
demand.
27 (Kamyab et al., 2023) Water management. Big Data and Data 7 SDG6 Monitor water resources in real-
Analytics SDG12 time and track changes in water
SDG15 quality, water allocation, and
water demand, helping to make
decisions on water management
practices, such as water
infrastructure, water use
patterns, detection of leaks and
other inefficiencies in water
infrastructure.
28 (Aravindaraj & Rajan Adequate inventory Artificial Intelligence 2 SDG9 Improve data collection and
Chinna, 2022) and warehouse SDG12 inventory processes, efficiency,
management. and service quality. Solve
problems at several levels.

(Continues)
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16 of 27

AVILES-SACOTO ET AL.

TABLE 1 (Continued)

Deming's
Industry 4.0 program in Proposal implementation for food
No. Authors Contribution technology PDCAa SDGs industry
29 (Bibri et al., 2024; Improve waste Artificial Intelligence 5, 6, 14 SDG9 Learn innovative waste sorting,
Xiangru Chen, 2022) management and SDG11 optimise collection routes, and
promote smart SDG12 perform predictive maintenance
recycling. SDG15 on systems.
Automate recycling activities for
paper, cans, glass, and other
recyclable materials, as well as,
disposal, recycling, resource
recovery, sanitation, and worker
safety.
30 (Hassoun, Jagtap, Create a smart factory. Artificial Intelligence 2, 5, 9, 10 SDG9 Explore new ways to perform
Garcia-Garcia, SDG12 many tasks quickly and in real-
et al., 2023a) time (cleaning and ensuring
hygiene standards, preparing
food and drink, detecting
potential risks during food
production, classifying food
according to its quality-colour,
biological characteristics, length,
width, and diameter-, and
identification of anomalies in
food from farms).
31 (Hassoun, Jagtap, Ensure good health, Artificial Intelligence 8, 9, 13, 14 SDG9 Ensure employees have
Garcia-Garcia, safety, and well- SDG12 appropriate personal protective
et al., 2023a) being. equipment (EPP), manage
temperature checks, and
evaluate food cleanliness.
As well as the possibility of
adopting facial and object
recognition for workers.
32 (Kamyab et al., 2023) Water management. Artificial Intelligence 2, 5, 13 SDG6 Make decisions by obtaining real-
SDG12 time information about the
SDG15 availability, quality, and patterns
of water use, thus having the
possibility to obtaining
strategies to overcome water
scarcity and contamination.
33 (Kamyab et al., 2023) Predictive models to Artificial Intelligence 8, 9, 14 SDG6 Develop plans for drought
forecast possible SDG7 mitigation, flood management,
disasters. SDG12 optimal reservoir operation
SDG15 strategies, evacuating vulnerable
areas, and allocation of
emergency response resources.
34 (Xiangru Chen, 2022) Waste processing Machine Learning 5, 6, 7, 13 SDG9 Adopt automated sorting
analysis. SDG11 techniques for better waste
SDG12 separation quality. Improve
efficiency in waste management
by enhancing waste collection.
35 (Bhandari et al., 2023) Water management. Machine Learning 2, 11 SDG6 Explore water demand
SDG12 forecasting, behaviour analysis,
SDG15 and water use feedback.
36 (Loola Bokonda Understand the trends Machine Learning 2, 10, 11 SDG12 Analyse sales and predict what
et al., 2020) in their products. customers will order in the
future. Understand how the
market responds to offers, as
well as study the volume of
products or customer location.
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AVILES-SACOTO ET AL. 17 of 27

TABLE 1 (Continued)

Deming's
Industry 4.0 program in Proposal implementation for food
No. Authors Contribution technology PDCAa SDGs industry
37 (Alhammadi Water management. Cloud computing 1, 7, 13 SDG6 Monitor observation data related
et al., 2024) SDG9 to water use and disposal.
SDG12
SDG15
38 (Wu et al., 2020) Monitor agricultural Cloud computing 1, 2, 9 SDG9 Analyse and communicate data on
activities. SDG11 agricultural production,
SDG15 irrigation management, rural
infrastructure, land degradation,
and environmental and social
impacts.
39 (El Bakkouri Computer software Chatbots 2, 12, 13 SDG9 Explore new ways to approach
et al., 2022) with the ability to SDG12 customers' choices and
imitate human purchasing processes through
conversations, the company's website,
written or oral, customer calls, or chats. Answer
which means it can frequently asked questions and
function as virtual get quick answers to solve
assistants for users. customer questions.
40 (Shaikh & Technical and policy Cybersecurity 2, 8, 14 SDG9 Properly store data and
Siponen, 2023). controls for how the SDG12 confidential information related
information will be to customers, suppliers,
used and stored. partners, and the company.
41 (Halder et al., 2024) Emerging sensing Quality Control 3, 7, 8 SDG11 Explore the possibility of food
technologies for SDG12 preservation with biomaterials
rapid detection of and sensors to identify
food contaminant. pathogens in food.
42 (Kulcsár et al., 2022) Relationship network Quality Control 1, 11 SDG12 QFD helps understand customer
connected to Q4.0 needs and adapts them into
can be applied to requirements for the company.
the QFD
methodology.
43 (Nunes de Oliveira Charts can help Quality Control 2, 11 SDG9 Control charts can help determine
et al., 2022) identify the source SDG12 the variability in the production
of disturbances in SDG15 of a good and increase quality.
the production.
a
The Deming 14-Point program are detailed in Appendix B.

Szabó, 2019) may increase business control and allow performance Nations. This constructive interaction generates a great competitive
measurement and traceability, which means that individual responsi- advantage for companies, since it allows them to survive in a dynamic
bility will increase (Horváth & Szabó, 2019). This leads to enhancing and challenging environment currently experienced. This study dem-
the quality culture at Montvelo's, which eases the implementation of onstrates that each of the technologies, such as IoT, wearable devices,
the Quality 4.0 drives proposed in this study. Furthermore, quality as big data and data analytics, cloud computing, machine learning, AIDC
a strategic advantage allows to strengthen loyalty among employees and RFID, chatbots, and cybersecurity, allows for improving the devel-
and customers (Durana et al., 2019). opment of the activities carried out within the company. These can
positively impact the customer experience in addition to improving
the efficiency of processes, which can be reflected in a greater num-
5 | DISCUSSION AND IMPLICATIONS ber of customers, higher income, and a better company reputation in
the market. On the other hand, the fact that the company looks for
From the previous analysis, it can be found that the adoption of Indus- meeting sustainable development goals allows us to see its awareness
try 4.0 technologies can help increase activities in a company. On the and commitment to ensure that the activities support the environ-
other hand, it is also relevant to highlight that these technologies can ment and, in turn, generate a better society. This article contributes to
help companies follow what the environment and society need, spe- the literature by proposing a framework for how different Industry
cifically the sustainable development goals proposed by the United 4.0 technologies can be aligned with the Sustainable Development
 25723170, 2024, 2, Downloaded from https://onlinelibrary.wiley.com/doi/10.1002/bsd2.371 by UNIFEI - Universidade Federal de Itajuba, Wiley Online Library on [03/06/2025]. See the Terms and Conditions (https://onlinelibrary.wiley.com/terms-and-conditions) on Wiley Online Library for rules of use; OA articles are governed by the applicable Creative Commons License
18 of 27

AVILES-SACOTO ET AL.

Goals. It details how each technology can support water management, expectations, demands, and trends of society and customers. Conse-
waste management, energy generation, and innovation, allowing a quently, there will be a development of a culture that is committed to
company to be part of an increasingly smart world through responsi- responsible and enhanced production and consumption.
ble consumption and production while considering the urban and rural Finally, the integration of I4.0 technologies enables information
communities. All of this allows companies to improve their competi- and data to be obtained to guarantee the adherence to stable and
tiveness and make their processes innovative and efficient, which consistent processes, hence facilitating productivity and quality man-
translates into the generation of attractive products and services for agement along the many processes in the enterprise. Additionally, it
customers and still being competitive in the market. It is also encouraged employee participation in problem-solving decision-
highlighted how these technologies can help employees by easing the making and helped to raise their performance. In addition, the need to
development of their activities, without meaning that the adoption of satisfy consumer needs and requirement for both goods and services
technologies implies the substitution of personnel or not having them. as well as socially and environmentally conscious business practices,
For this reason, the leader plays a key role when looking for having an enables compliance with the SDGs, which are a daily goal for enter-
innovative company committed to sustainability. Commitment, dia- prises worldwide.
logue, and mediation with all employees are relevant here. This analy-
sis also emphasises that knowledge of these innovative technologies
can help food companies identify and develop the creative skills and 5.2 | Managerial implications
tools necessary to compete in the future. Although many companies
may present resistance to their adoption, in the increasingly near Microenterprises and SMEs have the chance to lead operations to
future, it will be difficult to ignore these innovative technologies in excellence and competitive advantage by implementing I4.0 technolo-
their strategies and initiatives, given the significant role that technol- gies. Therefore, leaders play an important role in coordinating a
ogy plays. Additionally, it is relevant that countries generate public change by introducing technologies to the different processes.
policies that support the adoption of Industry 4.0 technologies that Employees' ability to adjust to I4.0 technology will be strengthened by
are aligned with the Sustainable Development Goals (SDG) of the investments in trainings and other capacity-building duties. Thus,
United Nations. leaders through effective communication, mediation and negotiation,
Furthermore, it is important to mention that our analysis showed must ensure that personnel operations are in line with objectives, cus-
how different technologies can support various sustainable goals from tomer requirements, needs, desires, and purpose, and that new digital
different perspectives. However, the adoption of the tool(s) depends quality methods are implemented. Therefore, managers that adopt a
on the resources the company has, the level of technological maturity positive leadership style will be able to address the challenges associ-
of the company, the commitment to continuous improvement through ated with I4.0 deployment while also improving organisational perfor-
technology, and being open to overcoming the challenges that this mance, operational effectiveness, and product quality.
may entail. Each tool can bring with it challenges such as resistance to The integration of new technologies into routine operations is
change from various stakeholders, especially due to the lack of knowl- enhancing the everyday activities of the workforce. This is because
edge and ease of use. However, information about the benefits and access to real-time data and information has made it possible to
advantages of its use can help its implementation be better understand their well-being and how it affects the efficiency and qual-
carried out. ity of their processes. Leaders must figure out how to train staff on
the new technologies because they can be resistant to change. Herein
lies the potential benefit of a mediation process: by providing appro-
5.1 | Practical implications priate training on I4.0 techniques and technologies, it can benefit
employees in adjusting to new circumstances. To ensure that
Practically speaking, microenterprises and SMEs may find that the everyone is happy, employers and employees may also engage in a
introduction of Industry 4.0 technologies improves the organisation negotiating process to decide how much change will be made to the
and efficiency of their manufacturing processes by enabling them to business, so both parties can be satisfied.
operate with greater precision and efficiency. Additionally, by Ultimately, real-time information can now be obtained with the
employing predictive maintenance when necessary and real-time help of I4.0 technologies, allowing for proactive decision-making and
monitoring, Quality 4.0 may help business processes develop. Fur- quick reactions to the constantly shifting dynamics of the market. For
thermore, implementing Industry 4.0 principles makes it easier for instance, the integrated flow of data and information enables more
enterprises to adjust to the quick changes in the market by helping planning. Real-time customer experience data, performance statistics
them recognise changes in trends or demand, which boosts their for the activities, and employer and device performance along the cus-
competitiveness. tomer journey are a few examples of the information that may be
In addition, it is important to mention that Quality 4.0 can included. Finally, it is possible to obtain valuable information and
improve consumer satisfaction through ongoing communication while insights into the views of customers about the processes and services
raising awareness of social and environmental conservation. Addition- they employ. Thus, different operations can enhance, giving the enter-
ally, this circumstance will help in creating a prompt response to the prise a competitive advantage in the marketplace.
 25723170, 2024, 2, Downloaded from https://onlinelibrary.wiley.com/doi/10.1002/bsd2.371 by UNIFEI - Universidade Federal de Itajuba, Wiley Online Library on [03/06/2025]. See the Terms and Conditions (https://onlinelibrary.wiley.com/terms-and-conditions) on Wiley Online Library for rules of use; OA articles are governed by the applicable Creative Commons License


AVILES-SACOTO ET AL. 19 of 27

5.3 | Social implications artisanal ice cream, the proposal can be either replicated or adapted
by different enterprises in the same or other sectors, and could even
As it becomes more and more vital to align an enterprises' procedures, serve as an example to carry out another type of analysis of I4.0 tech-
it is crucial to highlight how the use of I4.0 technologies can enable nologies and contribute to other SDGs different from the ones
businesses to achieve practices that integrate both social and environ- presented here.
mental concerns, giving them a competitive advantage in the market, When analysing the case study presented in this work, it can be
and contributing to fulfil the sustainable development goals. There- noted that microenterprises in the food sector have a great possibility
fore, enterprises will handle cleaner and more conscientious produc- of adapting technologies from Industry 4.0, improving productivity
tion practices, which will provide it with a competitive advantage and and quality. Since microenterprises are starting the journey towards
influence its future success. digitalization, some of the technologies that can be easily used and
Furthermore, it is important to note that to align I4.0 technologies adapted include IoT, Machine Learning, Business Analytics, Cloud
with the SDGs, it must be considered the fact that employees in a Management, AIDC, RFID, Chatbots, and Cybersecurity. These tech-
technological and digital era need to acquire skills that enable them to nologies could be considered as a starting point. Furthermore, it was
learn, which in turn makes it easier for them to share knowledge with noticed that these technologies can interact with some of the SDGs
one another. Employees can thus be ready for problems that are proposed by the United Nations, especially goals 9 and 12, and pro-
growing more demanding in the market by having access to training in vide the possibility of meeting goals 6, 7, 11, and 15.
new technologies and learning how to use them. Considering the case of Montvelo, which is a microenterprise that
seeks a sustainable growth strategy incorporating Quality 4.0 technol-
ogies, the two main SDGs that have been addressed by this proposal
6 | C O N CL U S I O N S are 6 Clean water and sanitation, 7 Affordable and clean energy,
9 Industry, innovation, and infrastructure, 11 Sustainable cities and
Through this study, an in-depth analysis of how Quality 4.0 can inte- communities, 12 responsible consumption and production and 15 Life
grate SDGs was developed. It was noted that the disruptive technolo- of terrestrial ecosystems (UN, 2023). With the adoption of Quality 4.0
gies from Industry 4.0 can help companies improve their processes technologies the enterprise will innovate its processes and gain more
and contribute to higher productivity. Since quality standards should efficiency and productivity, while at the same time reducing its impact
not be compromised, the adoption of Quality 4.0 is a good approach on the environment. These practices have already been adopted by
for companies. Quality 4.0 offers the company the possibility of big ice cream companies (Dutta et al., 2021). This study can be a guide
achieving the desired operational excellence, in which it is possible to for Montvelo and any other company that wants to adapt its systems
continue adding value to the different processes while eliminating to more sustainable ones.
waste and identifying opportunities for quality improvements. All
these objectives are pursued by companies from different industries
and sizes. On the other hand, companies are also encouraged to 7 | LIM I TAT I ON S
develop activities and processes that are environmentally friendly.
Recently, in the United Nations 2023 report, it was stated that com- The adoption of Industry 4.0 technologies in the food industry has
panies should consider the 17 SDGs as a guide that will allow them to enormous potential to transform the business in this sector from
identify whether their social, economic, and environmental impact labour- and manual-intensive to technology-intensive. However, there
adds value to society and consequently strengthen their reputation are barriers and risks that can affect the successful implementation
and relationships with different interest groups or stakeholders. It is and operation of these technologies.
important to mention that the sustainable development goals were Among the different barriers to the IoT is the fact that the use of
introduced to guarantee the availability of resources for future devices and sensors cannot be used by workers, or they cannot get
generations. used to them easily, resulting in a delay in the development of activi-
Taking these two considerations into account, the study presented a ties in the company (De Assis Dornelles, 2022). Another is that these
proposal for how companies can adopt Quality 4.0, with the possibility technologies often increase energy consumption, which can also gen-
of complying with the SDGs. A framework was proposed where the dif- erate toxic pollutants and electronic waste (Gupta, 2023). Therefore,
ferent I4.0 technologies can meet the requirements of the SDGs. This it is important to consider strategies and approaches to minimise envi-
proposal can be adapted by different enterprises; however, it is neces- ronmental hazards, biological and non-biological waste, and environ-
sary to have an in-depth knowledge of the background and current situa- mental preservation for the adoption of such technologies
tion of the enterprise. This is relevant because it will ensure that the (Gupta, 2023) (Sokienah, 2023). One approach could be monitoring
tools and methods will be adequate to the enterprise; while consider sev- the use of devices and the propose programming and responsibility
eral enterprises' elements such product or service, processes, number of for the proper use of such devices, as well as the use of resources and
employers, and experience level regarding technological tools. offering wake-up protocols and hibernation schedules (Gupta, 2023).
Although the present study develops an analysis within the food As sensors and wearable devices, they will share sensitive infor-
sector, specifically in a microenterprise dedicated to the production of mation over the Internet, which can be attractive for cybercriminals
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AVILES-SACOTO ET AL.

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connected, if one of them does not work correctly, interruptions or tion for ice cream mix calculation. Journal of Advances in Information
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(2019). A glance of industry 4.0 at supply chain and inventory manage-
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AVILES-SACOTO ET AL. 23 of 27

AUTHOR BIOGRAPHI ES
How to cite this article: Avilés-Sacoto, S. V., Velasco-Tapia,
K. C., Avilés-Sacoto, E. C., & Argüello-Herrera, J. I. (2024).
Sonia Valeria Avilés-Sacoto is an Associate Professor,
Innovating for impact: Proposing quality 4.0 integration to
Researcher, and the Associate Dean of the College of Sciences
achieve sustainable development goals in microenterprises.
and Engineering at Universidad San Francisco de Quito in
Business Strategy & Development, 7(2), e371. https://doi.org/
Ecuador. She holds a DSc in Engineering Sciences with a major
10.1002/bsd2.371
in Industrial Engineering at the Tecnológico de Monterrey,
Mexico, MSc in Quality and Productivity Systems from Tec-
nológico de Monterrey and BSc in Industrial Engineering from
Universidad de Cuenca, Ecuador. Her research interests include
AP PE NDIX A: DIAGNOSTIC QUESTIONNAIRE FOR
operations research, modelling, production/operations manage-
MICROENTERPRISES
ment, tourism modelling, inventory control, lean management,
Industry 4.0, sustainability, and methodology development of A.1 | Innovating for impact: Proposing quality 4.0 integration to
data envelopment analysis (DEA). Her research articles appear in achieve sustainable development goals in microenterprises
a range of journals and books. • The objective of this research is to improve the productivity of an
Kenya Cristina Velasco-Tapia holds a Master in Industrial Engi- enterprise through the analysis of digital maturity to implement

neering at the Universidad San Francisco de Quito, Master in improvements that include the adoption of technologies and

Quality Management and Excellence in Organisations at Uni- drivers of Industry 4.0 in the Food Sector.

versidad Camilo José Cela, Spain and Master in Integrated Man-

agement Systems as well as a Bachelor in Mechanical CUSTOMER

Engineering at Escuela Politécnica Nacional, Ecuador. Her inter- The questions below look for understanding customer relationship.

ests of research are focused on process management in micro,

1. Regarding the number of customers post COVID-19:
small and medium enterprises to develop strategies to improve
their productivity. Her most recent research studied the imple-
☐ Decreased
mentation of lean tools in micro and small enterprises of the
☐ Remained
food sector.
☐ Increased
Estefanía Caridad Avilés-Sacoto is an Associate Professor in the
Environmental Engineering Department at Universidad Politécnica 2. What is the current average number of customers per day?
Salesiana UPS, Ecuador. She holds a Ph.D. Degree in Environmen-
tal Engineering at the University of Ferrara - Italy, an M.Sc. in ☐ 1–3 clients
Environmental and Territorial Policies at the University of ☐ 4–6 clients
Ferrara—Italy, an M.Sc. in Environmental Management and Terri- ☐ 7–10 clients
torial planning at Universidad de Barcelona - Spain, and a B.Sc. in ☐ More than 10 clients
Environmental Engineering at the Universidad Politécnica Salesi-
ana, Ecuador. Her research interests include environmental man- 3. What is the way of promotion during COVID-19 and currently?
agement at regional levels and industries and finding natural
solutions for environmental problems as pollution. ☐ Social networking

Juan Ignacio Argüello-Herrera is an industrial engineering student ☐ Phone calls

at Universidad San Francisco de Quito (USFQ). He attended Pur- ☐ Text messages

due University as an exchange student, where he took graduate ☐ Electronic mail

courses as an undergraduate student. He has worked on projects ☐ Customer to customer

related to Quality, Machine Learning, Ergonomics, and Logistics in

small to medium-sized companies. He played a key role in helping 4. How has quality been affected, during and after the pandemic, by

create a Lean Six Sigma course for aviation companies with one of customer demands?

his college professors. Currently, he is interested in research areas

related to Quality 4.0, Machine Learning, Optimization, and Data PROCESSES

Science. The questions below seek to understand the processes of the busi-
ness model.
 25723170, 2024, 2, Downloaded from https://onlinelibrary.wiley.com/doi/10.1002/bsd2.371 by UNIFEI - Universidade Federal de Itajuba, Wiley Online Library on [03/06/2025]. See the Terms and Conditions (https://onlinelibrary.wiley.com/terms-and-conditions) on Wiley Online Library for rules of use; OA articles are governed by the applicable Creative Commons License
24 of 27

AVILES-SACOTO ET AL.

Production ☐ Yes, which ones?

☐ No
1. What are the most common types of problems in the organisation? ☐ Do not know
(Multiple choice) 6. Regarding the use of energy, in what stages of the production pro-
cess do you use it?
• Errors in the follow-up of the recipe
• Not using the correct utensils a. Raw Material Acquisition
• Work in a confined space b. Raw Material Cleaning
• Work in a messy space c. Raw Material Storage
• Repetitive movements d. Raw Material Transformation
• Waste raw material e. Finished Product Storage
• Ingredient weighing errors f. Delivery and distribution of Finished Product
• Produce more product than ordered g. Management of waste from the production process
• Errors in taking customer orders h. Other
• Errors in the order / purchase of raw material (incorrect products)
• Errors in the order/purchase of raw material quantities 7. Regarding water consumption, in what stages of the production
• Errors in the handling of raw materials (expired products are kept) process do you use it?
• Utensils in poor condition (e.g., pots, spoons, scales)
• Incorrect use of protective equipment (e.g., gloves, masks, glasses) a. Raw Material Acquisition
b. Raw Material Cleaning
2. Do you keep track of the use of the following resources? (Multiple c. Raw Material Storage
choice) d. Raw Material Transformation
e. Finished Product Storage
• Raw material use f. Delivery and distribution of Finished Product
• Staff times in production g. Management of waste from the production process
• Equipment used for production h. Other
• Personal protective equipment (masks, gloves, glasses)
• Keeps a record of the tools you use 8. What is the approximate amount of water the Enterprise uses?
• Ingredient Collection Frequency 9. Do you know of any practice associated with water management
• Distance from jobs in the ice cream industry?
• Cost that has been incurred by COVID-19 ☐ Yes, which one is it?
• Number of units sold ☐ No
10. Within the production process, do any of the activities carried
3. Which of the following impacts does your production process out generate any impact on the ecosystem?
bring about? (Multiple choice) ☐ Yes, which one is it?
☐ No
• Air pollution by gas emissions 11. Do you know if any of the ingredients or raw materials are associ-
• Soil contamination due to land exploitation ated with endangered species? For example, the use of bee
• Water pollution by wastewater honey
• Excessive power consumption 12. Are any of the ingredients, specifically fruits or vegetables, that
• Excessive use of water you use in your production process, organic, to avoid the exces-
• Aquatic toxicity sive use of fertilisers, pesticides and insecticides?
• Impact on wild flora and fauna ☐ Yes, which one is it?
• Impact on the use of raw material ☐ No
• Excessive use of plastic 13. Does the company manage the separation of organic and inor-
ganic waste?
4. Does the production process generate greenhouse gas emissions, 14. Do you compost the remains of the skin of fruits or vegetables or
specifically Carbon Dioxide? fruits that are no longer suitable for the ice cream production
☐ Yes process?
☐ No 15. Which of the following elements do you use in your company?
☐ Do not know  Plastic cups
5. Does the Enterprise carry out any practices to reduce or offset the  Plastic cutlery
generation of greenhouse gases?  Straws
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AVILES-SACOTO ET AL. 25 of 27

 Plastic covers 2. Does the enterprise use creative resources to find how organisa-
 Plastic cases tions work and how they can handle issues associated with differ-
16. Have you considered the use of biodegradable elements for the ent processes and create better products and provide better
delivery of your products? services?

POLICIES Wearable devices (WD)

1. How has the quality of the company's products been affected, due 1. Does the enterprise provide a piece of clothing, bracelet or smart-
to the restrictions created by the government during COVID-19? watch designed to collect worker's health data and track operator
2. What are the permits that your company has obtained to operate? movement?
 Environment Ministry
 IESS work permits Environment and machine sensors (SENS)
 Work risks
2. Are there any sensors that capture data and communicate impor-
AUTOMATION tant information regarding machines, equipment, people, events,
etc. in real time?
1. On a scale of 1–5, with 5 being a lot, how much do you think 3. Does the enterprise have any device that responds to physical
COVID-19 affected your business model, in terms of technology? stimulus (heat, light, sound, pressure, particular motion) and trans-
2. How has your decision making, within the company, changed due mits any type of information?
to the pandemic?
3. On a scale of 1–5, with 5 being very important, how important do Automation (AUT)
you think data is in your company after the pandemic?
4. On a scale of 1–5, with 5 being a lot, how much do you think 1. Does the enterprise have machines (advanced robotics) to operate
COVID-19 affected your business model, in terms of technology? autonomously to perform activities and help operators in
5. On a scale of 1–5, with 5 being very important, how important do the work?
you think data is in your company during the pandemic?
6. How did COVID-19 affect the need to use technology in your Voice-enabled assistant (VEA)
company?
7. Has the arrival of digital platforms to order food had an impact on 1. Are there any technologies that interact with workers by using
the company? voice to get information and improve human-machine
☐ Yes, which one? interface?
☐ No
8. How is the relationship between human factors and machines in Digital Twin (DT)
your company, and how has it been affected by the arrival of
COVID-19? 1. Does the enterprise use computer models connected to machines
9. How has the issue of quality been affected in your company, dur- used to collect data from sensors in real time, showing how the
ing and after the pandemic, by the demands of the company? product, process or service are?

Augmented reality (AR) Smart decision support systems (SDSS)

1. Does the workplace have visual information regarding factory data 1. Does the enterprise use any form of optimization problem-
related to the performance of worker's activities? solving techniques to solve complex problems associated to its
performance such as machine learning, data mining, neural
Collaborative robots (CR) networks?

1. Does the enterprise have complex machines which physically Computer Vision (CV)
interact with operators in manufacturing activities and assisting
repetitive and non-ergonomic tasks? 1. Does the enterprise use any technology to collect, analyse and
synthesise data providing an understanding from the manufactur-
Virtual Reality (VR) ing process?
2. Does the enterprise include automation and digitization of
1. Does the enterprise have technology that lets immersive interac- manufacturing process, connecting departments, monitoring cloud
tion and simulation for the improvement of learning procedure? platforms, etc.?
 25723170, 2024, 2, Downloaded from https://onlinelibrary.wiley.com/doi/10.1002/bsd2.371 by UNIFEI - Universidade Federal de Itajuba, Wiley Online Library on [03/06/2025]. See the Terms and Conditions (https://onlinelibrary.wiley.com/terms-and-conditions) on Wiley Online Library for rules of use; OA articles are governed by the applicable Creative Commons License
26 of 27

AVILES-SACOTO ET AL.

Industrial social networks (ISN) food industry: research, production, design quality control or sus-
tainable manufacturing?
1. Does the enterprise have any social networks to strengthen their 2. Does the enterprise have a system that include sustainable man-
activities, and get knowledge to support the operators and deci- agement of water and sanitation for all?
sion makers? 3. Does the enterprise have access to affordable, reliable, sustainable,
2. Does the enterprise gather information and customer feedback and modern energy for all?
through digital surveys or reviews to then develop better 4. Does the enterprise include practices of sustainable consumption
strategies? and production patterns?
5. Does the enterprise consider actions to reduce climate change and
Visual Analytics (VA) its impacts?

1. Does the enterprise have any technology to interpret and under-

stand large amounts of data? AP PE NDIX B: DEMING'S 14-POINT PROGRAM (Fitzsimmons
2. Does the enterprise use big and other techniques applicable to et al., 2014)
activities like product's lifecycle, value chain, and disposal, enabling
innovation and facilitating logistics?
1. Point 1: Create constancy of purpose for improvements of product
Artificial Intelligence (AI) and service. Management must stop its preoccupation solely with
the next quarter and build for the future. Innovation in all areas
1. Does the enterprise have any technology capable of developing of business should be expected
processes like learning, reasoning, and self-correction like humans 2. Point 2: Adopt the new philosophy. Refuse to allow commonly
to increase worker capabilities? accepted poor levels of work, delays, and lax service.
2. Does the enterprise have any data or algorithms that let under- 3. Point 3: Cease dependence on mass inspection. Inspection comes
stand the organisation's strengths and weakness, as well risks and too late and is costly. Instead, focus on improving the process
future strategic actions to mitigate them? itself.
4. Point 4: End the practice of awarding business on price tag alone.
Additive Manufacturing The purchasing department should buy on the basis of statistical
evidence of quality, not on the basis of price. Reduce the number
1. Does the enterprise use any type of technology to create three of vendors, and reward high-quality suppliers with long-term
dimensional solid objects? contracts.
2. Does the enterprise use 3D printing to enhance efficiency and 5. Point 5: Constantly and forever improve the system of production
flexibility to reduce lead time and costs? and service. Search continually for problems in the system and
seek ways of improvement. Waste must be reduced, and quality
Cloud Management improved in every business activity, both front office and back
office.
1. Does the data is storage in a cloud computing provider? 6. Point 6: Institute modern methods of training on the job. Restructure
training to define acceptable levels of work. Use statistical
Unmanned aerial vehicle (Drones) methods to evaluate training.
7. Point 7: Institute modern methods of supervising. Focus on supervi-
1. Does the enterprise use drone for the development of any sion on helping workers to do a better job. Provide the tools and
activity? techniques to promote pride in one's work.
8. Point 8: Drive out fear. Eliminate fear by encouraging the commu-
RFID nication of problems and expression of ideas.
9. Point 9: Break down barriers between departments. Encourage
1. Does the enterprise use wireless communication between an problem solving through teamwork and use of quality-control
object (or tag) and interrogating device (or reader) to automatically circles.
track and identify object? 10. Point 10: Eliminate numerical goals for the workforce. Goals, slo-
gans, and posters cajoling workers to increase productivity should
SUSTAINABILITY be eliminated. Such exhortations cause worker resentment,
because most of the necessary changes are outside their control.
1. Does the enterprise use technologies related to real-time data pro- 11. Point 11: Eliminate work standards and numerical quotas. Produc-
cessing and data analytics to promote sustainable development in tion quotas focus on quantity, and they guarantee poor quality in
 25723170, 2024, 2, Downloaded from https://onlinelibrary.wiley.com/doi/10.1002/bsd2.371 by UNIFEI - Universidade Federal de Itajuba, Wiley Online Library on [03/06/2025]. See the Terms and Conditions (https://onlinelibrary.wiley.com/terms-and-conditions) on Wiley Online Library for rules of use; OA articles are governed by the applicable Creative Commons License


AVILES-SACOTO ET AL. 27 of 27

their attainment. Quality goals such as an acceptable percentage 13. Point 13: Institute a vigorous program of education and training.
of defective items do not motivate workers towards improve- Because of changes in technology and turnover of personnel, all
ment. Use statistical methods for continuing improvement of employees need continual training and retraining. All training
quality and productivity. must include basic statistical techniques.
12. Point 12: Remove barriers that hinder hourly workers. Workers 14. Point 14: Create a structure in top management that will push every day
need feedback on the quality of their work. All barriers to pride in on the above 13 points. Clearly define management's permanent com-
one's work must be removed. mitment to continuous improvement in both quality and productivity.