請用此 Handle URI 來引用此文件：
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| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 吳學良 | |
| dc.contributor.author | Yasuo Miyauchi | en |
| dc.contributor.author | 宮內康雄 | zh_TW |
| dc.date.accessioned | 2021-06-16T09:43:23Z | - |
| dc.date.available | 2017-02-16 | |
| dc.date.copyright | 2017-02-16 | |
| dc.date.issued | 2017 | |
| dc.date.submitted | 2017-02-03 | |
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| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/59889 | - |
| dc.description.abstract | 現今製造產業隨著資訊及通訊技術發展趨勢開始產生重大的變化。2013年德國政府提出工業4.0計劃，著重於強化結合實體與虛擬世界的網宇實體系統(cyber-physical industry)，以提昇未來德國製造業的發展。有鑒於上述變化及工業進展，本研究根據各種相關資料，針對六家製造業龍頭企業就其企業本質、轉型過程、所面對的挑戰及未來發展進行個案研究。本研究發現奇異公司(General Electric) 及西門子(Siemens)配合相關軟體開發及人才招募已於2016年底大致完成整體企業的數位轉型。這些企業開發出開放式雲端分析工具，以確保在此物聯網新數位時代中能持續保持全球製造業的領先地位。另外，本研究亦發現這六家製造企業有一些共同的趨勢。汽車產業率先結合先進的物聯網及人工智慧技術並配合利用工業4.0概念的生產系統研發出各種無人駕駛汽車，使其成為目前網宇實體系統之領航產業。此外，未來製造產業需具備三項特性：一為以軟體開發為主軸，第二為硬體與網路的高度連結，第三則是其產品及生產系統自成一生態體系。相關軟體開發投資及相關軟體開發人才的取得成為未來製造產業在數位化轉型及具競爭力企業的重要發展策略。 | zh_TW |
| dc.description.abstract | Information and communications technology (ICT) development has started to change the ways of manufacturing significantly. In 2013, the German government issued its final report of the Industrie 4.0 program to secure the future of the German manufacturing industry by strengthening cyber-physical systems, which represent the convergence of the physical and the virtual worlds. In view of the foregoing trend and industrial advancement, the author conducted case studies of six leading manufacturing companies in order to analyze and examine each company’s background, its process of transformation, the challenges it has encountered, and strategic actions for the future. Based on various sources of evidence, the thesis comes up the first finding that General Electric and Siemens had almost completed their digital transformations by late 2016, with software development and software talent acquisitions as the key drivers. They produced open cloud-based analytical tools, which are intended to secure their leading positions in the new digital era of the Internet of Things (IoT). The next finding is that the six case companies are moving in the same direction. The automotive industry is developing driverless vehicles, which equip advanced IoT and AI technologies, with production systems that utilize Industrie 4.0 concepts and is becoming the forerunner of cyber-physical systems. Finally, future manufacturing is characterized by the three communalities: its products or solutions will be software-driven and internet-connected, and all its products and production processes are embedded in the ecosystem. Investment and acquisition of software talents are the key strategic actions for enabling digital transformation and building a competitive organization for future manufacturing. | en |
| dc.description.provenance | Made available in DSpace on 2021-06-16T09:43:23Z (GMT). No. of bitstreams: 1 ntu-106-P02746027-1.pdf: 2087150 bytes, checksum: 0f1f98bbeaaa00d93c9b7d47c4d1cd49 (MD5) Previous issue date: 2017 | en |
| dc.description.tableofcontents | Table of Contents
口試委員會審定書 ii 中文摘要 iii ABSTRACT iv Table of Contents v List of Figures viii List of Tables ix Chapter I INTRODUCTION 1 1.1 Background 1 1.2 Research Interest 4 1.3 Research Questions 6 1.4 Structure of the Thesis 8 Chapter II TRENDS 9 2.1 Development of ICT 9 2.1.1 Internet 9 2.1.2 Hardware 11 2.1.3 Software 13 2.1.4 Communication 16 2.1.5 Robotics and Artificial Intelligence 17 2.1.6 3D Printing 19 2.1.7 Virtual Product Creation 20 2.2 The Internet of Things (IoT) 21 2.2.1 The Concept and Vision of IoT 21 2.2.2 Sensors 22 2.2.3 Cloud Computing and Big Data 23 2.2.4 Industrie 4.0 25 2.3 Summary of Trends 27 Chapter III METHODOLOGY 29 3.1 Research Design 29 3.1.1 Case Study 29 3.1.2 Case Selection 30 3.2 Research Process 31 3.2.1 Multiple Case Study Procedure 31 3.2.2 Explorative Study 32 3.2.3 Data Collection 32 Chapter IV CASE STUDY–SOLUTION BUYERS 34 4.1 General Electric 34 4.1.1 History 34 4.1.2 How Was GE Transformed? 35 4.1.2.1 CEO Welch and Streamlining the Business Portfolio 35 4.1.2.2 CEO Immelt and Transforming GE into a Digital Industrial Company 36 4.1.3 How Did GE Overcome Difficulties and Challenges? 39 4.1.3.1 Eliminating the Legacy of Past Glory 39 4.1.3.2 Building a Software Company 39 4.1.4 Actions for the Next Generation 41 4.1.4.1 The GE Store 41 4.1.4.2 The Brilliant Factory: Focusing on 3D Printing 42 4.1.5 Financial Performance 43 4.2 Toyota 44 4.2.1 History 44 4.2.2 How Was Toyota Transformed? How Did Toyota Overcome Difficulties and Challenges? 46 4.2.3 Actions for the Next Generation 47 4.2.4 Financial Performance 49 4.3 Hon Hai/Foxconn 50 4.3.1 History 50 4.3.2 How Was Hon Hai transformed? How Did Hon Hai Overcome Difficulties and Challenges? 52 4.3.3 Actions for the Next Generation 53 4.3.4 Financial Performance 54 Chapter V CASE STUDY–SOLUTION PROVIDERS 55 5.1 Siemens 55 5.1.1 History 55 5.1.2 How Was Siemens transformed? 56 5.1.2.1 Transformation by CEO von Pierer and CEO Kleinfeld 56 5.1.2.2 Digital Manufacturing 58 5.1.3 How Did Siemens Overcome Difficulties and Challenges? 59 5.1.4 Actions for the Next Generation 62 5.1.4.1 Industrie 4.0 62 5.1.4.2 Further Innovation 63 5.1.5 Financial Performance 64 5.2. FANUC 65 5.2.1 History 65 5.2.2 How Was FANUC Transformed? How Did FANUC Overcome Difficulties and Challenges? 67 5.2.3 Actions for the Next Generation 68 5.2.4 Financial Performance 69 5.3 Advantech 70 5.3.1 History 70 5.3.2 How Was Advantech Transformed? How Did Advantech Overcome Difficulties and Challenges? 71 5.3.3 Actions for the Next Generation 73 5.3.4 Financial Performance 73 Chapter VI DISCUSSION AND CONCLUSION 75 6.1 Findings 75 6.1.1 Finding 1: Cross-boundary Integration 75 6.1.1.1 Case Companies’ Transformation 75 6.1.1.2 Case Companies’ Movements 79 6.1.2 Finding 2: Business Model Change 82 6.1.2.1 Value Shift to Software and Connected Products 82 6.1.2.2 New Business Model Born from the Automotive Industry 83 6.1.3 Finding 3: Organizational Change 84 6.2 Current and Future Positions of Case Study Companies 86 6.3 Managerial Implication 88 6.3.1 Watching Customers and Trends Closely 88 6.3.2 Investment and Talent Acquisition 89 6.4 Conclusion 90 6.5 Limitation of the Study 92 References 93 List of Figures Figure 1-4-1: Structure of the Thesis8 Figure 2-2-3: Growth in M2M Connections Drive New Data Analytics Needs25 Figure 3-1-1: Relevant Situations for Different Research Methods30 Figure 3-2-1: Multiple Case Study Procedure32 Figure 4-1-5-1: GE Stock Price Performance (2006/FEB – 2016/FEB)43 Figure 4-2-4-1: Toyota Stock Price Performance (2006/FEB – 2016/FEB)49 Figure 4-2-4-2: Toyota Stock Price Performance v.s. Tesla (2007/JAN – 2017/JAN)50 Figure 4-3-4-1: Hon Hai Stock Price Performance (1996/APR – 2016/APR)54 Figure 5-1-5-1: Siemens Stock Price Performance (2006/FEB – 2016/FEB)64 Figure 5-2-4-1: FANUC Stock Price Performance (2008/FEB – 2016/FEB)69 Figure 5-3-4-1: Advantech Stock Price Performance (2011/MAR – 2016/MAR)74 Figure 6-1-1-2-1: Case companies’ movements81 List of Tables Table 2-2-2: IC End-Use Market Size and Growth Rates ($B; %)23 Table 4-1-5-1: GE Financial Key Ratio (2010/DEC – 2015/DEC)43 Table 4-2-4-1: Toyota Financial Key Ratio (2011/MAR – 2016/MAR)50 Table 4-3-4-1: Hon Hai Financial Key Ratio (2010/DEC – 2015/DEC)54 Table 5-1-5-1: Siemens Financial Key Ratio (2011/SEP – 2016/SEP)65 Table 5-2-4-1: FANUC Financial Key Ratio (2011/MAR – 2016/MAR)70 Table 5-3-4-1: Advantech Financial Key Ratio (2010/DEC – 2015/DEC)74 Table 6-1-1-1-1: Case Study Summary in Digital Transformation78 | |
| dc.language.iso | en | |
| dc.subject | 未來製造產業 | zh_TW |
| dc.subject | 工業4.0 | zh_TW |
| dc.subject | 物聯網 | zh_TW |
| dc.subject | 數位轉型 | zh_TW |
| dc.subject | 軟體開發人材 | zh_TW |
| dc.subject | software talent | en |
| dc.subject | future manufacturing | en |
| dc.subject | Industrie 4.0 | en |
| dc.subject | Internet of Things | en |
| dc.subject | digital transformation | en |
| dc.title | 先進製造之策略：
六家製造企業之個案研究 | zh_TW |
| dc.title | Competing Strategy for Future Manufacturing:
Case Study of Six Leading Manufacturers | en |
| dc.type | Thesis | |
| dc.date.schoolyear | 105-1 | |
| dc.description.degree | 碩士 | |
| dc.contributor.oralexamcommittee | 郭佳瑋,陳俊忠 | |
| dc.subject.keyword | 工業4.0,物聯網,數位轉型,軟體開發人材,未來製造產業, | zh_TW |
| dc.subject.keyword | Industrie 4.0,Internet of Things,digital transformation,software talent,future manufacturing, | en |
| dc.relation.page | 101 | |
| dc.identifier.doi | 10.6342/NTU201700291 | |
| dc.rights.note | 有償授權 | |
| dc.date.accepted | 2017-02-04 | |
| dc.contributor.author-college | 管理學院 | zh_TW |
| dc.contributor.author-dept | 國際企業管理組 | zh_TW |
| 顯示於系所單位： | 國際企業管理組 | |
文件中的檔案：
| 檔案 | 大小 | 格式 | |
|---|---|---|---|
| ntu-106-1.pdf 未授權公開取用 | 2.04 MB | Adobe PDF |
系統中的文件，除了特別指名其著作權條款之外，均受到著作權保護，並且保留所有的權利。