## 5 Findings  
In the following chapter, we want to put the results of the use cases in the context of previous research. We showed in the previous literature review chapter that, according to [PERSON] et al. [27], the integration of lean management and digitalization has been discussed more intensively since 2019. From this, it has become apparent that the exact interplay between the two topics, however, is not yet fully understood. There are various indications that linking lean management and I4.0 is a promising approach to increasing efficiency. Despite these expected benefits, we have shown that there is still a need for empirical research on how lean management and I4.0 can be effectively combined and implemented. In particular, the role of CI in a digitalized production environment is an area that needs further investigation. When we discuss the sequence or prerequisites forimplementing lean management and I4.0, there are two perspectives in the discussion on the topic to date [22; 27; 32; 75]. Lean management is seen as the basis for I4.0, which implies that processes must first be optimized and standardized before new technologies can be used [29; 31; 71]. The second perspective recognizes the limitations of lean management in certain contexts and sees I4.0 as an opportunity to overcome them [22; 27; 47; 76; 77]. Our use cases have shown that companies need to have reached a certain level of lean maturity before implementing digitalization. Lean and standardized processes are of particular importance here. These take the complexity out of digitalization and enable the simplified implementation of technologies across the board and prevent \"waste\" from being digitalized instead of eliminated. We were able to use a negative example to show that the failure of both lean management and digitalization projects can occur if these points are missing. Accordingly, with the use case experiences, we confirmed the view of [PERSON] et al. [71], [PERSON] et al. [31], and [PERSON] et al. [29]. We saw that it is advisable to have lean management prior to digitalization to a certain degree. The second perspective, according to [PERSON] et al. [22], [PERSON] et al. [27], [PERSON] et al. [32], and [PERSON] et al. [75], also states that digitalization extends the boundaries of lean management and can also support lean methodologies [22; 27; 47; 76; 77]. Lean management and I4.0 combined can increase flexibility and productivity in processes by better identifying and eliminating the waste therein [21; 46; 79; 81; 82; 83; 84]. They accomplish this by promoting better communication and real-time decision-making through improved data collection, transparency, reliability, analysis, and visualization [23; 68; 78; 79; 80; 83]. They improve quality by enabling better control over the production process and detecting errors at an early stage, ultimately increasing the reliability of processes [23; 68; 83]. Furthermore, we have learned that improved communication, documentation, and employee learning is enhanced by digitalization, thus promoting the development of employee competencies [23]. In our case study, we used the specific example of CI to examine the benefits of digitalization. To do this, we identified the respective collected benefits and added them to Table 5 (see below). It provided transparency for processes and facilitated the identification, planning, and implementation of the potential/solutions for improvement. This was driven by increased flexibility in the collection, accessibility, and usability of data, which enabled improved communication and more efficient information sharing. Furthermore, the improved transparency and flexibility gained through digitalization increased the reliability of data, due to the reduced risk of errors and data corruption. Decision-making processes benefited from the increased reliability of the information provided, its easy accessibility, and the ability to review and visualize it.