# A Review of Industry 4.0 Assessment Instruments for Digital Transformation
## 4 Discussion  
The burgeoning landscape of Industry 4.0 (I4.0) adoption necessitates robust and standardized measures of organizational readiness. This review evaluated Industry 4.0 assessment tools for organizational readiness, revealing strengths, limitations, and emerging trends. Our analysis discussed key findings, including factors that influence readiness and trade-offs with different tool designs. There are seven main findings drawn by this study:  
* First, one of the key findings is the identification of relevant literature resources for assessing digital transformation in Industry 4.0. Tables 2 and 5 provide insights derived from their analysis. * Second, another key discovery is the recognition of drivers and dimensions (refer to Tables 3 and 4) as crucial constituents in crafting an assessment tool for Industry 4.0 digital transformation. Table 6 elaborates on each dimension identified, namely strategy, technology, product, culture, service, process, operation, organization, governance, and operation. * Third, the technological and organizational Industry 4.0 drivers were considered in Tables 3 and 4. These included leadership and collaboration, vertical integration, and data analytics and management. * Fourth, the SLR highlights the importance of data analytics and management to be implemented correctly and considered to create the best practices for an assessment instrument for digital transformation. * Five, there are only three papers focused on the automotive industry, and only one contains a detailed questionnaire focused on assessing digital transformation in a company. This creates an opportunity to design a new tool that covers this gap. * Six, this study takes a holistic view of assessment instruments and constructs defined as maturity models, roadmaps, frameworks, readiness assessments, questionnaires, checklists, and surveys by clarifying the diverse tools used when implementing Industry 4.0. * Seven, there is a lack of studies in this area in some geographical regions such as Canada, Africa, and Central America. \begin{table}
\begin{tabular}{c c} \hline \hline
**Category** & **Key Insights** \\ \hline \multirow{8}{*}{Assessment Tools} & -Combine Industry 4.0 and circular economy for sustainable practices. \\ \cline{2-3}  & -Guide companies through digital transformation. \\ \cline{2-3}  & -Help SMEs and low-maturity companies assess themselves. \\ \cline{2-3}  & -Provide more reliable process maturity assessment than traditional models. \\ \cline{2-3}  & -Develop questionnaires and frameworks for practical assessment. \\ \cline{2-3}  & -Analyze data utilization and support technology selection. \\ \cline{2-3}  & -Demonstrate tool effectiveness through case studies. \\ \hline \multirow{8}{*}{Industry-Specific Applications} & -Adapt models services, operations/supply chain, and Quality 4.0. \\ \cline{2-3}  & -Identifify Industry 4.0 priorities for Indian manufacturing SMEs. \\ \cline{2-3}  & -Develop e-readiness models for healthcare and cost consultation. \\ \cline{2-3}  & -Assess data utilization capabilities in industrial enterprises. \\ \cline{2-3}  & -Create maturity models for specific sectors like manufacturing and IT. \\ \cline{2-3}  & -Propose design theory-based framework for new maturity models. \\ \cline{2-3}  & -Examine e-readiness factors in healthcare and develop implementation checklists. \\ \cline{2-3}  & -Offer self-assessment tools for Industry 4.0 readiness and BPM software evaluation. \\ \cline{2-3}  & -Explore mobile cloud computing readiness in oil and gas and operationalize \\ \cline{2-3}  & socio-cyber–physical systems. \\ \hline \hline \end{tabular}
\end{table} 
Table 5: Key research insights and trends. \begin{table}
\begin{tabular}{c c c c} \hline \hline
**\#** & **Dimension** & **Description** & **Industry 4.0 Drivers** \\ \hline
1 & Strategy & To improve an organization through innovation culture, continuous improvement, implementation of new information and technologies, efficient organizational structure, and client satisfaction.