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Taiwan’s traditional industry is largely labor-oriented such as manufacturing engineering, emphasizing on the mass-producing standardization, which was the backbone of Taiwan’s industrialization and played a critical role in the early economic development. And as the founder of a manufacturing business, we also face several technical transformation problems due to the emerging digital technologies, including the outdated equipment, commodities surplus, human resource slack. To overcome these issues, we have to take on the new technological knowledge and transform ourselves from traditional-based business into the industry 4.0 digital-based framework. Among these production control examples, two cases are worthy of looking at: one is the Toyota Production System, and the other is digitalization. Digitalization is the process of converting information into a digital form, which is highly beneficial in reducing failure rates and improve production efficiency. My learning in the decision analysis course has provided me many management procedures on improving production efficiency. Therefore, my approach to transforming my business was to implement the Toyota Production System to our production line. After this, we will convert the optimized production processes into digital data and analyze the before-and-after differences. Next, I will discuss the pros and cons of industry 4.0 digitalization based on my results. And the last part will be my conclusion. This study is a practical application of research on what I have learned during the Tsing Hua University EMBA program. I believed my research could offer a valuable case study for my fellow manufacturers so that we could march together toward the next chapter of digitalization in Taiwan.
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