| 摘要(英) |
With the development of the domestic demand in economic market in mainland China, the GDP has reached 1 trillion RMB in 2019. As people’s life quality keeps improving, smart home has become the inevitable pursuit of every emerging developing country. With the continuous development of Industrialization 4.0, the transformation demands for traditional industries are increasingly flourishing. While accelerating and improving the process design of traditional industries, lean planning (LEAN), TPS related operations and strategic objectives (OKR/DPI) should be introduced. Through process management and transformation digitization, we can improve the lack of integration in human-machine, material, and environmental testing in the past. These have become a top priority requirement, and are also important performance indicators and development strategies that drive corporate profitability.
In addition, Case A′s promotion of digital transformation is mainly due to two main reasons. One is the requirements for internal control work of publicly listed companies, and the other is the factory inspection requirements from key customers - including (ESG/Human Rights/Supply Chain System) for high-quality services from electronic orders (EDI) to process work (SFC), collaborative supply chain (VMI) to become channel temporary storage warehouses (HUBs) in the future And shipping (WMS) to end user quality control and faster response (JIT).
This study focuses on a case study of a Taiwanese holding company A, which is one of the top three factories in traditional furniture manufacturing industry, owns renowned household brands in Europe and rest of the world. It analyzed relevant strategic guidelines through the introduction and construction of human resources, process optimization, and the digital transformation of the information platform in a new factory in Thailand. The implementation of human resources systems and related strategic objectives, practices, and processes (Process optimization for sales management, supply management, administrative comprehensive management, and cost and expense accounting) as the main priorities.
In summary, the key to the future implementation of digital transformation and process optimization projects in Case A Company lies in clarifying strategic objectives, strengthening process management awareness, continuously optimizing processes, selecting appropriate digital system tools, establishing a professional implementation team, and conducting comprehensive risk assessment and management. These suggestions and directions will help Case A Company smoothly achieve digital transformation, improve operational management efficiency and competitiveness. |
| 參考文獻 |
一、 中文部分
姚樂、李紅，互聯網+時代的轉型與變革，電子工業出版社，2015年。
邁克爾•哈默，詹姆斯•錢柏斯，業務流程再造，哈佛商業評論出版社，2018年。
羅杰•特魯內，亞歷山大•席爾瓦，敏捷流程管理：以價值爲中心的企業轉型之道， CRC Press出版社，2017年。
二、 英文部分
Mathias Weske, (2018)《Business Process Management: Concepts, Languages, Architectures》，Springer
Yin, R.K. (1994) Case Study Research, Design and Methods, 2nd edition, Newbury Park, Sage Publications
三、 網路資料
前瞻産業研究院
https://bg.qianzhan.com/
中國上市公司協會https://www.capco.org.cn/hyzl/szhzxal/202207/20220718/j_2022071817163200016770784309533793.html
中國上市公司協會https://www.capco.org.cn/hyzl/szhzxal/202207/20220727/j_2022072716522200016770784306203763.html |
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