The implementation of Industry 4.0 has become increasingly prevalent in the manufacturing industry since its inception. With the introduction of these newer technologies, changes in personnel and organizational structures occur. The purposeful joint optimization of social and technical factors of organizations is imperative to the successful adoption of Industry 4.0. Thus, the socio-technical system theory addresses a holistic design of human, technology, and organization subsystems of the manufacturing process and their interdependencies. This dissertation investigates the progress made towards implementing Industry 4.0 by small, medium, and large manufacturers in Minnesota and North Dakota. The outcomes of two surveys conducted among a group in Minnesota and North Dakota are analyzed and the results are compared to national and international data. This research identifies potential challenges, as well as, advantages in the current socio-economic landscape for manufacturers that may be either impeding or encouraging the development of a competitive and sustainable manufacturing business. As well, the implementation of flexible work arrangements in the modern work environment has increased in recent years. The first survey posed questions based on a socio-technical theory framework, Industry 4.0, and productivity outcomes. Insights were provided as to how regional manufacturers were utilizing the socio-technical design framework to integrate Industry 4.0 into the organizational design and extract value, such as increased productivity. The joint optimization of social and technical factors within an organization is necessary for the successful adoption of hybrid work environments. The outcomes of the second survey conducted among a group of small, medium, and large manufacturers in Minnesota and North Dakota were assessed the level of socio-technical readiness among regional manufacturers. The survey posed questions based on socio-technical design, digital maturity, organizational learning, responsible autonomy, leadership, communication strategies, and reduced work week schedules. Insights were provided as to how these critical factors support sustainability initiatives, such as reduced work week schedules. As a result of the surveys, a socio-technical strengths, weaknesses, opportunities, and threats (SWOT) analysis framework to complete was proposed to guide the organization through the Industry 4.0 implementation process, assess opportunities for the reduction of work hours, and facilitate the strategic enterprise-wide buy-in from employees and diverse stakeholders.