台灣製鞋業導入智能化對公司績效(效率)的影響

Abstract

本研究深入探討了台灣製鞋業導入智能製造技術對企業績效(效率)的影響，以寶成集團的真實案例為基礎，展現企業在轉型過程中的實際挑戰與成就。隨著勞動成本的不斷的上升以及各種行業的競爭的，傳統製鞋業面臨著前所未有的壓力。因此，智能製造就是企業為了永續發展必要展開的一種創新且高效能的生產模式，製鞋業升級的核心策略就絕對少不鳥智能製造。 本研究分析了智能製造中自動化設備、數位化流程以及人工智慧如何相輔相承，藉此提升生產效率、降低運營成本、改善產品品質，並主動與品牌合作來強化市場競爭力。其中，自動化設備的導入可以顯著減少人工操作所需的時間和成本，使生產更加有效率。數位化流程則有助於追蹤生產進度，提高生產透明度及必要的反應速度，而人工智慧技術的應用則使得產品開發變得更有效率，預測市場變化也變得相形準確。此外，本研究還探討了智能轉型在提升反應企業市場的彈性、強化品牌形象及推動綠色生產方面的重要性。通過自動化技術的導入，企業不僅能減少資源浪費，不但能提升品牌的社會責任，進而因此增強消費者對品牌的忠誠度。為了能夠使用不同面向的分析，本文運用鑽石模型與個案研究，發現智能製造雖然能帶來諸多優勢的，也面臨著一系列挑戰。例如，高額的前期資本投入、技術整合的難度及員工對新技術的抗拒，均可能影響企業的轉型成效。為應對這些挑戰，本研究建議企業應採取漸進式的智能技術導入策略，優化現有的操作流程，並加強與品牌之間的合作關係，以期實現雙贏的局面。此外，員工培訓與內部文化的支持顯得尤為重要。持續的專業培訓不僅能提高員工對新技術的接受度，還能促進團隊的合作與創新。此外，增加外部軟硬體工程師的投入，能進一步提高技術導入的成功率，確保企業在智能化過程中的順利推進。 總之，本研究不僅為大型製鞋企業提供了具體的升級策略，還為中小型企業的智能化轉型提供了比較務實的參考依據。希望此研究能為整個製鞋業在全球市場中保持競爭力、實現永續發展，做出積極貢獻。

This study examines how adopting smart manufacturing technologies affects the performance (efficiency) of Taiwan’s footwear industry, focusing on Pou Chen Group as a case study. As labor costs rise and competition intensifies, the traditional footwear industry faces mounting challenges. Smart manufacturing, which includes automation, digitalization, and artificial intelligence (AI), has become a key strategy for sustainable development and industry upgrades. The research highlights how smart manufacturing enhances production efficiency, reduces costs, and improves product quality. Automation minimizes manual operations, saving time and money. Digitalization tracks production progress and increases transparency, while AI improves product development and market forecasting. The study also emphasizes the importance of smart transformation for boosting market responsiveness, strengthening brand image, and promoting environmentally friendly production. By adopting green technologies, companies can reduce waste, fulfill social responsibilities, and build consumer loyalty. Using the diamond model and case studies, the research identifies challenges such as high initial costs, technology integration difficulties, and employee resistance. To overcome these hurdles, it suggests a gradual approach to smart technology integration, process optimization, and strengthened collaboration with brands. Employee training and fostering an innovative culture are crucial, as is involving external experts to ensure successful technology adoption. In conclusion, the study offers strategies for large footwear companies and practical guidance for small and medium-sized enterprises (SMEs) to navigate smart transformation. It aims to enhance the global competitiveness and sustainable development of the footwear industry.