Production research literature and industry practice have started to pay increasing attention to the Industry 4.0 (I4.0) phenomenon. Scholars and practitioners identified a strong link between this paradigm and the well-known Lean Production (LP) paradigm. Most studies consider LP as a prerequisite of I4.0 and I4.0 as a tool to overcome LP limits and boost its practices. However, so far, these effects have been studied only at a high level, without an in-depth and comprehensive pairwise analysis at a practice-technology level. Moreover, few empirical studies have been carried out on this topic. Our paper attempts to fill these gaps by conducting a multiple case studies research to explain the one-to-one relationships between LP techniques and I4.0 technologies, and vice versa. More specifically, the one-to-one analysis examines the enabling effect of LP on I4.0 and the empowering effect of I4.0 on LP. Based on the empirical analyses, we propose a framework on the relationships between the two paradigms structured into six areas drawn from previous research (i.e. manufacturing equipment and processes, shop-floor management, workforce management, new product development, supplier relationships, customer relationships). Such representation clarifies the interdependence of the two paradigms in the whole supply chain.

Although the circular economy (CE) concept is gaining traction and methods to assess companies’ CE-related aspects exist, there is no established CE assessment tool. In many cases, it is not clear how metrics or indicators included in extant CE assessment methods have been selected. To fill this gap, this paper presents a new instrument named Circularity and Maturity Firm-Level Assessment tool (CM-FLAT). The CM-FLAT has been developed starting from a transparent scientific basis, i.e., a recent systematic literature review and comprehensive collection of CE metrics. In addition, it targets the separate assessment of CE maturity, i.e., the presence of documented activities and practices laying the foundations for CE introduction, and circularity, i.e., attained CE-related performances. The development of the CM-FLAT has foreseen its formal evaluation by experts in the field of CE and sustainability, and its testing by a pilot group of companies from South Tyrol, Italy. The multiple verification activities have confirmed its usefulness and usability. Therefore, companies can now benefit from a tool capable of providing a comprehensive framework of factors and organizational areas affecting the introduction of the CE. This will be fostered by a computer-supported tool implementing the CM-FLAT, which represents the authors’ future work.