## 2 Materials and Methods  
The aim of this part of the article is to describe the issue of readiness models for the Industry 4.0 concept, which are commonly used as tools for conceptualizing and measuring the maturity of an organization or process related to a specific target state. Characteristic for the models is their use because on this basis, it is possible to identify the current readiness for the concept of Industry 4.0 comprehensively in the whole company or in various sub-areas. Alternatively, the models try to find potential places to improve the state of preparedness. Models come in many modifications, ranges, and complex ones should equip companies with practical knowledge of the following aspects:  
* What is Industry 4.0 and what are the tangible benefits it could bring? * What is the level of readiness of the company, sub-areas or individual facilities? * How can a company gradually and purposefully improve and increase its level? Businesses must be ready for development according to Industry 4.0. Readiness is assessed according to preparedness models, which companies divide into different areas. The highest rating corresponds to the technologies of Industry 4.0. In international sources, the models are professionally called the \"Maturity Model\" or \"Readiness Model\" [29]; German sources use the name \"Reifegradmodell\" [30]. In general, the model has its definition, there are different types, and it is a mathematical concept, however, within this area of the dissertation [31], the model is taken as an alternative to the concept of readiness assessment tool, and there is no focus on mathematical details. The key concept behind most types of preparedness models is the Capability Maturity Model (CMM), the later developed Capability Maturity Model Integration (CMMI), and the added word \"integrated\" means that the model integrates several standards together. The model was created under the auspices of SEI at Carnegie Mellon University. The default name can be freely translated from the original language as a tiered maturity model [32]. CMMIs focus on improving processes in the organization and determine the rules that teams should follow [33]. They contain the basic elements of effective processes for one or more disciplines and describe the path of evolutionary improvement from immature processes to disciplined, mature processes with improved quality and efficiency. This is in contrast to other similar standards because it uses maturity levels with a possible gradual increase in perfection [34]. CMMIs provide guidance on how to proceed in process development; in general, they focus primarily on consistent organization, planning, and monitoring of processes. The actual processes used in an organization depend on many factors, including the application domains and the structure and size of the organization. The level reached by the team in the company is assessed by an assessment carried out by a trained internal or external assessor in a manner defined by the author organization as the standard [35]. Today, the CMMI model is an application of the principles and concepts introduced almost a century ago into this endless cycle of process improvement. The value of this approach to process improvement has been confirmed over time. For example, the benefits for organizations have been increased productivity and quality, shorter cycle times, and more accurate and predictable plans and budgets [36]. The main goal and purpose of the model is to help the organization plan, define, implement, develop, evaluate and improve processes. These are so-called \"best practices\", i.e., practices that have proved their worth in the past and can be adopted as a framework for process management in organizations It is not a methodology, but a model that determines the goals that the company should achieve without precisely prescribed procedures. So it basically doesn't matter how the company fulfills them. However, recommendations are made on how to achieve the mandatory objectives.