Digital transformation in enterprises: Industry 4.0

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thus being able to act at any stage of the process, given their high 
specialization. 
At this point, there is an actual real change in production systems that switch 
from a push logic to a pull logic.  
In the Fordistic companies the logic was push due to the way of having a 
mass production related to mass market, whereby the decisions concerning 
supply, quantities and everything related to production, occurred 
independently of the occurrence of a need and the demand; whereas, with 
the lean production the production systems are based on a pull logic, which 
is opposed to the push one, so that all the procurement, quantity and 
production decisions are taken following a prudent planning activity regarding 
the analysis of the demand or the occurrence of a need: only what is required 
by the market is produced minimizing waste and warehouse stocks.  
So the key to success that Toyota had when its export began in the 1950s 
was the good knowledge it had about consumers’ needs in various foreign 
markets following careful market researches. The first great success came 
with the launch of the Toyota Corona in the American market in the 1950s 
and with the Toyota Corolla in the 1960s. Another success factor was the 
application of a quality control system, now known as the Total Quality 
Management System (TQM), which aimed to improve the quality of products 
offered to consumers; this was recognized by the Toyota Motor Company in 
1965, when it was awarded the Deming Prize, a recognition given to 
companies with the most successful quality control system. 
Such elements of success, the oil crisis of the 1970s which was a great 
opportunity for Toyota that has always been ready to adapt to new market 
demands, the obsessive search for market adaptation and quality 
improvement, the spread of corporate social responsibility and respect for the