## 2 Theoretical Background
### Process Management and Lean Management at Smart Gates  
Process management is a crucial topic in the digitalization of modern operations and is also relevant for infrastructures such as smart gates in seaports. This topic covers both improving process performance and eliminating process waste, aligning perfectly with lean management principles [49; 50]. By adopting lean management practices, organizations seek to maximize efficiency and reduce waste, and it is even considered a prerequisite for digital transformation [51; 52; 53].  
Combined with processes and when applied to production, leanness is a concept that implies the analysis of information and product flows to understand the existence of waste [54]. This philosophy can then be applied to processes and information flows, giving rise to the concept of lean information management (LIM) [55; 56]. This way, LIM aims to eliminate waste in information flows [57]. Also, according to [PERSON] [57], it is important to understand that \"information management and communication are essential parts of lean thinking\" [57]. The information flow can be described as lean when the information is available at the right time, in the right quality, and without any waste [58]. This way, it is possible to conclude that leanness can be applied to all types of processes, making them more effective and efficient.  
Each company has its business process, and those that can represent and model their processes can make them more efficient [56], showing the necessity of the organizations in mapping the processes.  
BPM (business process management) is considered the concept according to which businesses can \"operate, control, design, document and improve\" processes and/or business activity flow [59; 60] to manage the company's processes. This concept can be seen to achieve a competitive advantage since it helps the company to adapt easily and continuously to change [61]. Since knowledge is a source that can make processes more efficient, and BPM allows more knowledge and information to be obtained regarding the process [61], this method (BPM) can help the processes to become more effective and efficient [62].  
BPMN 2.0 (business process modeling and notation) is a standardized representation (visual) that is used as a modeling language to illustrate processes, using a diagram for that purpose [59; 60].  
After the individual analysis of each of the approaches--lean and BPM--it was perceived that they present common characteristics. According to [PERSON] [63], one of the similarities that stands out is the fact that both aim at achieving improvements on a continuous basis. In other words, to reach the goal, small changes are carried out incrementally, and radical changes are not emphasized.  
Matching the various references analyzed, it can be stated that BPM focuses on improving process effectiveness and efficiency [64], while the lean approach enables the achievement of the objectives of improving the organization's performance and reducing waste and is focused on continuous improvement [65; 66]. [PERSON] et al. [67] describe some similarities and differences between the two. On the one hand, regarding the similarities, the following are highlighted: the focus on the customer, the focus on continuous improvement, standardization, quality improvement, cost reduction, waiting time, and increased quality. On the other hand, these approaches present well-defined differences regarding the implementation methodology, the competencies to operate each one of them, and the flow that they propose to improve, among others.  
Finally, it is crucial to note that these two approaches (lean and BPM) can both be considered important in achieving increased process efficiency and effectiveness.