## 2 Literature Review
### Lean Management and Industry 4.0
#### 2.3.2. Lean Industry 4.0: An Analysis of Interactions  
According to [PERSON] et al. [22], [PERSON] et al. [27], [PERSON] et al. [32], and [PERSON] et al. [75], the discussion around the concept of lean management and I4.0 focuses on two main perspectives that examine the relationship between them. The first perspective views lean management as the foundation for implementing I4.0. In other words, lean management must be implemented before digitalization. They argue that the elimination of waste and standardization are two key prerequisites for successful digitalization [29; 31; 71]. To achieve higher efficiency, flexibility, and interoperability, it is essential to eliminate waste (muda) and standardize the process prior to digitalization [31; 71]. Digitalizing (or automating) an inefficient process will only increase the inefficiency and costs [29]. The second perspective sees I4.0 as a reinforcement for lean management. The accuracy and precision of traditional lean management (meaning without I4.0) are compromised by the lack of data-driven improvement processes. The insufficient use of data in decision-making processes within organizations leads to less effective execution and therefore lost potential for improvement and optimization [27; 76; 77]. Using I4.0 technologies, lean practices can be extended and made more effective and flexible, overcoming existing limitations and directly strengthening and enhancing the CI process and its results. Perspective two therefore states that, in an environment that is already largely optimized according to lean principles, classic lean approaches reach their limits and I4.0 offers a solution to overcome these limitations. As a result, it has the potential to further increase productivity [22; 47]. Both perspectives recognize that lean manufacturing is not eliminated by the adoption of I4.0, but that its maturity reinforces I4.0, and suggest that the two concepts coexist with and support each other, with lean management providing the foundation for I4.0 and I4.0 helping to remove barriers to lean optimization [29; 31; 46]. [PERSON] et al. [27], in their bibliometric analysis (see Table 1), have identified several benefits of integrating lean management and I4.0, including _\"more efficient communication\"_[78], _\"real-time decision-making\"_[79; 80], _\"higher flexibility\"_[21; 46; 79; 81; 82; 83; 84], _\"increased productivity\"_[14; 21; 81; 84; 85; 86], _\"improved quality\"_[37; 87; 88], _\"reduced inventory\"_[46; 68; 82; 85], _\"higher reliability\"_[68; 83], and overall _\"performance improvements\"_[29; 81; 85; 89; 90]. For the successful application of I4.0 technologies, effective data management and the interaction between the human-centric and organizational structures of lean management are crucial [47]. The combination of specific lean principles and techniques with I4.0 technologies is an area that has been largely neglected to date. While Kanban is considered the most widely used lean tool in conjunction with I4.0 technologies (at least in the literature), other tools such as Kaizen have received less attention [21; 27].