Digitalization is rushing throughout the world, namely, in industrial and societal infrastructures. Hence, digital transformation becomes a pillar of industrial policy, known in Europe as “Industry 4.0,” in China as “made in China 2025,” in Asia as “Smart Cities,” in Japan as “Society 5.0,” and in North America as “Industrial Internet.” These transformations will change the industrial landscape, toward Quality 4.0 and therefore, our lives. The presented research was conducted on quality management employees in Portugal and it aims to analyze if such employees have the perception of the impact of Industry 4.0 in the quality management profession and the required and needed skills. After analyzing the answered questionnaires, 90 results were considered valid. This is the sample of our study. Simultaneously, the goal of this research is also to review and analyze the main topics in progress related to quality management for the fourth industrial revolution and how quality emerges of this change. The professionals that work on quality management must have creative thinking, be leaders, know how to communicate and work as a team, as well as, to have knowledge and understanding of ICT (Information and Communications Technology), and main pillars of Industry 4.0. These are the main findings. Besides that, they must know how to motivate their work teams, be open to change, know how to use Big Data to make decisions and above all, they must know how to manage conflicts. In addition, quality professionals must promote the design and production of first class products, be the defenders of their customers within the organization, and finally, they must create value for the stakeholders.

Due to environmental degradation, using environment-friendly products has become necessary to reduce carbon emissions. However, the consumption of such products is still below expectations because these products are usually costlier than their traditional counterparts. The current study aims to investigate consumer behavior towards environment-friendly products using Ajzen’s theory of planned behavior as a theoretical model. The study seeks to examine the role of the key determinates of environmentally conscious purchase behavior, such as ethical obligation and green self-identity. A total of 386 responses were collected from consumers living in a few major cities of northern India using purposive sampling. The data were analyzed using structural equation modeling in Amos 22.0. The results demonstrated that attitudes towards environment-friendly products perceived behavioral control and green self-identity as the major determinants of green purchase intentions. In addition, attitude was reported to mediate the effect of ethical obligation on green purchase intentions and green self-identity was found to moderate the effect of attitude on green purchase intentions. Additionally, green self-identity was also reported to moderate the relationship between ethical obligation and attitude. The study adds value to the existing literature by signifying the role of green self-identity and ethical obligation in stimulating consumers’ green purchase intentions. The findings of the study are also meaningful for marketers and policymakers.

The main purpose of this article is to depict the integration of Lean tools with requirements of ISO 9001:2015 standard as an operationalisation and support tool for a Quality Management System (QMS). The research was carried out through a questionnaire, which was sent to 2040 Portuguese companies. From the two hundred responses, 77 of them were validated (companies certified by at least one quality management system and which simultaneously have lean six sigma (LSS) tools and/or techniques implemented) corresponding to the sample of this study. Additionally, the research was also based on a case study in a footwear company where the model was applied. This research proposes a model for integrating Lean tools and requirements of ISO 9001:2015. This integration allows the QMS to become more practical and dynamic, reinforcing the creation of value for the organisation. As main benefits, we can highlight, among others: improvement of problem solving, waste reduction, improvement in internal communication, and increase in productivity. This article aims at becoming a relevant contribution to business management as it displays the main tools and methodologies to implement and sustain a QMS.