This study undertakes a meticulous analysis of the mediating role played by Industry 4.0 in the relationship between the more abstract and technical aspects of Lean philosophy, with the aim of assessing its concrete impact on company performance. Comprised of a representative sample of 270 manufacturing firms, employing the Technology Acceptance Model (TAM) as the underlying theoretical framework, the investigation delves into the intricate interplay between the elements constituting Industry 4.0 and Lean philosophy, utilizing statistical techniques such as confirmatory factor analysis, ordinary least squares regression (OLS), and bootstrapping. The results obtained substantiate the fundamental significance of Industry 4.0 as an effective mediator, enabling companies deeply ingrained in the Lean philosophy to enhance their Just-in-Time operations, Total Productive Maintenance, and Total Quality Management, resulting in a substantial improvement in their overall performance. Additionally, it underscores the significant influence of active leadership, employees, and customers in embracing the Lean culture, thus accentuating the recognition of the value of Industry 4.0. Consequently, the seamless integration of these technologies with the technical aspects of Lean tools emerges as a paramount factor in enhancing organizational performance. This study enriches the body of knowledge by emphasizing the premise that the adoption of Lean philosophy precedes the integration of Industry 4.0 technologies and offers invaluable practical insights for managers seeking to optimize their operational processes. It addresses a critical gap in existing literature by exploring the conditions under which the synergy between Lean and Industry 4.0 yields remarkable performance outcomes for organizations.