## 4 Results  
Steps (i) to (ii) have already been addressed and are encapsulated in the research question that this study seeks to address. Similarly, steps (iv) to (viii) have been executed, resulting in the creation of the flowchart depicted in Figure 2. In this visualization, dashed blocks signify managerial actions or outputs, while solid blocks denote significant milestones achieved during the study. Before embarking on Industry 4.0 implementation, the company must acknowledge the need to enhance and modernize its facilities, primarily in response to market demands. Typically, sustained declines in sales and profitability occur due to low production flexibility or insufficient product quality. Recognizing that the existing manufacturing system falls short of meeting market demands, the most viable solution is the adoption of Industry 4.0 technology. Once this realization is clear, the company should designate a team responsible for the digital transformation, with the primary anticipated outcome being a digitalization assessment [37]. Subsequently, the company should define the project scope, identifying the systems and equipment slated for migration to intelligent alternatives. Simultaneously, it is required to specify which functions of the manufacturing system the transition should encompass, such as production control, quality control, and maintenance strategy. The transition must align with the company's manufacturing priorities, be it cost reduction, dependability, flexibility, or quality improvement. Smart systems should offer solutions for efficiency, minimizing unexpected stoppages, facilitating rapid setups, and managing variability. Following the identification of strengths and weaknesses, manufacturing companies may establish collaboration agreements with technology providers [35] or even with other manufacturing entities or competitors to gain scale in certain expensive technologies [38]. Figure 1: The twelve steps of the DSR method [15]. The anticipated outcomes at this stage include strategic definitions and the identification of key necessary technologies. The subsequent step involves assessing the expected performance of the new digitization process, encompassing strategic manufacturing indicators [7] such as quality level, lead time, inventory, productivity, and efficiency. Additionally, strategic maintenance  
Figure 2: Flowchart of the artifact. indicators [1], like mean time to failure (MTBF) and mean time to repair (MTTR), should be measured. The anticipated outcomes of this step include the establishment of technological infrastructure and key process requirements to align with the manufacturing strategy. Idea generation entails organizing available alternatives of new technologies that address and fulfill the previously identified process requirements. These generated ideas should adhere to technological constraints, align with the company's economic capacity for investment, overcome risk analysis, and enable viable partnerships with technological suppliers [38]. To fully understand the potential of new technologies, it is important to conduct a thorough review of the existing literature, both theoretically and practically. This involves examining successful real-world cases where these technologies have been partially applied. By doing so, we can identify the various possibilities that these technologies can offer and determine how they can be best utilized to achieve our goals. Given a reasonable and consistent set of possibilities for new technology choices, the next step involves evaluating these options. One approach is to construct a tree-like structure for each evaluation, consisting of a top term defining the addressed technology and supporting dimensions that qualify it, such as delivery time, reliability, risk, price, installed base, and support services. Each dimension may further require sub-dimensions for a comprehensive explanation, like understanding reliability through aspects such as low failure rate, low repair time, or redundancy capacity.