中小型企業製造數位轉型策略之個案研究 —以Y公司為例

Abstract

本研究旨在研究歸納中小型企業在製造數位轉型過程中的有效策略。透過個案研究法，選取在協助中小企業進行製造數位轉型過程中對策與執行成果反饋的分析，解析其在導入數位技術（如ERP系統、MES系統、QMS系統、APS系統、智慧製造、設備機聯與軟體硬體整合服務等）時所面臨的困難與挑戰、包括：導入項目的選擇、導入方式與優先次序、資源支持與配置、組織調整與人才與員工培訓等關鍵因素。研究結果顯示，成功的製造數位轉型策略需要三個重要的基礎：即領導者支持與外部專家支援、強調漸進式導入與持續改善方式，更關鍵的是結合企業內部文化來支撐。 在本研究揭櫫的執行四個執行階段的推動方式，含概了上述的三個重要的基礎，在每個執行階段由以C-SOP四個構面，包括「策略佈局」、「組織協同」、「興業領導」與「文化形塑」，再加上「量化指標」和「奬罰原則」兩個工具與「資源與支持」的搭配，架構一套製造數位轉型的執行框架；在執行的數位內容上，以循序漸進的方式鋪陳1.「精實梳理」、2.「數位建模」、3.「實時映射」、4.「數據賦能」。利用四個執行階段，定點拉線架骨和鋪面，同步數位人才的培養與人員數位操入的準備，運用這個框架驅動企業組織的工具循環與人員循環，藉由新工具的推動重塑支撐數位營運平台持續運行的企業文化。 最終以四項漸進的數位內容為經與以四個階段的推動方式為緯，內含以C-SOP為構面加以補充擴展的框架，構建本研究之製造數位轉型策略地圖。提供中小型製造業者在規劃數位轉型時的實務參考，亦對政策制定者與技術供應商提出建議，以促進整體產業升級與競爭力提升。

This study aims to research and summarize effective strategies for small and medium-sized enterprises (SMEs) in the process of manufacturing digital transformation. Through the case study method, it selects the analysis of countermeasures and execution result feedback in the process of assisting SMEs with manufacturing digital transformation to analyze the difficulties and challenges faced when introducing digital technologies (such as ERP systems, MES systems, QMS systems, APS systems, smart manufacturing, equipment connectivity, and software-hardware integration services), including key factors such as: the selection of introduction items, the method and priority of introduction, resource support and allocation, organizational adjustment, and talent and employee training. The research results indicate that a successful manufacturing digital transformation strategy requires three important foundations: namely, leadership support and external expert support, an emphasis on incremental introduction and continuous improvement methods, and more crucially, integration with internal corporate culture as support.

The implementation methods of the four execution stages revealed in this study encompass the aforementioned three important foundations. In each execution stage, the four dimensions of C-SOP are used, including [Strategic Layout], [Organizational Collaboration], [Entrepreneurial Leadership], and [Culture Shaping], combined with two tools, 'Quantitative Indicators' and 'Reward and Punishment Principles,' and the coordination of 'Resources and Support' to construct an execution framework for manufacturing digital transformation; regarding the digital content of execution, an incremental approach is used to lay out 1. 'Lean Streamlining,' 2. 'Digital Modeling,' 3. 'Real-time Mapping,' and 4. 'Data Empowerment.' Utilizing the four execution stages to set points, draw lines, build the skeleton, and pave the outlook, while simultaneously synchronizing the cultivation of digital talent and the preparation of personnel for digital operations, this framework is used to drive the tool cycle and personnel cycle of the corporate organization, reshaping the corporate culture that supports the continuous operation of the digital operating platform through the promotion of new tools.

Finally, with the four incremental digital contents as the longitude and the four stages of promotion as the latitude, containing the framework expanded by the C-SOP dimensions, the manufacturing digital transformation strategy map of this study is constructed. It provides a practical reference for small and medium-sized manufacturers when planning digital transformation and also offers suggestions to policymakers and technology suppliers to promote overall industrial upgrading and competitiveness enhancement.