The technologies with the Rami 4.0 architecture have found a wide variety of applications in the most diverse types of production processes. In addition to generating improvements in products and their operations, they have allowed the various organizational units to combine their efforts to achieve corporate objectives. For example, computer vision has provided a high degree of precision and speed in monitoring and controlling various aspects of production processes. In this sense, this study aimed to present a proposal for a solution to the multiple problems encountered during the process of packaging components for export in an industry located in the industrial hub of Manaus, Brazil. The proposed solution is described in stages: (1) presentation of the problem, (2) identification of the causes of the problem, (3) description of the symptoms of the problem, (4) systematic solution and (5) expected results with the implementation of the solution. The expected results are time savings, improvement in product quality, reduction of unexpected failures and reduction of unnecessary activities.

Quality control in industrial processes is so important that it is one of the factors determining a company's success or failure. Quality is what meets a customer's needs embedded in a product or service. The closer the quality is to customers' wants and needs, the greater their satisfaction. On the other hand, Rami 4.0 is an architecture or pattern of implementation of Industry 4.0 principles to facilitate the internal and external interconnections of organizations. Practices, however, have shown that some challenges have appeared to combining quality control with Rami 4.0 axes and layers. This study presents four challenges that quality systems must overcome to harmonize with Rami 4.0. The conceptual bibliographic method was used in its four stages to generate the results of this theoretical essay: (1) formulation of research questions, (2) data collection in the Google Scholar database, (3) data organization and (4) generation and writing of answers. The results showed that the challenges are (a) assembling a work team in which learning is the foundation, (b) the need for organizational investments in hard and soft skills technologies, (c) engagement of people to achieve their own goals and objectives and (d) alignment of corporate sectors to obtain synergy gains. The conclusion shows that Rami 4.0 did not come to undo current production practices but to improve what is well done and update what is in disagreement with the new times.