Industry 4.0 is increasingly being promoted as the key to improving productivity, promoting economic growth and ensuring the sustainability of manufacturing companies. On the other hand, many companies have already partially or fully implemented principles and tools from the Lean management approach, which is also aimed at improving productivity. While the two approaches use very different strategies, they share some common principles. The objective of this article is to highlight the links between the principles and tools proposed by Industry 4.0 and those proposed by the Lean management approach, with a particular focus on how some of Industry 4.0's technologies are improving the implementation of Lean principles, depending on the technologies' capability levels. As such, this study aims to provide a characterisation of the impacts of Industry 4.0 technologies on Lean principles according to targeted capability levels. The results obtained show strong support for Industry 4.0 technologies for Just-in-time and Jidoka, but little or no support for waste reduction and People and Team work. There is, therefore, a clear need to pursue the deployment of Lean management while improving certain Lean principles using Industry 4.0 technologies.

The implementation of Industry 4.0 technologies suggests significant impacts on production systems productivity and decision-making process improvements. However, many manufacturers have difficulty determining to what extent these various technologies can reinforce the autonomy of teams and operational systems. This article addresses this issue by proposing a model describing different types of autonomy and the contribution of 4.0 technologies in the various steps of the decision-making processes. The model was confronted with a set of application cases from the literature. It emerges that new technologies' improvements are significant from a decision-making point of view and may eventually favor implementing new modes of autonomy. Decision-makers can rely on the proposed model to better understand the opportunities linked to the fusion of cybernetic, physical, and social spaces made possible by Industry 4.0.

Industry 4.0 is an ubiquitous term that suggests significant impacts on the productivity and flexibility of production systems. But to what extent do the various technologies associated with Industry 4.0 contribute to enhance autonomy of operational teams by helping them make better and faster decisions, particularly in the context of Lean production system? This paper proposes a model of different types of autonomy in the decision-making process, depending on whether or not the steps in the decision-making process are enhanced by technologies. This model will be tested afterwards in a use case implemented in a learning factory offering Lean management training before being tested in a real production unit.