The issuance of national action programs such as "Industry 4.0", "Made in China 2025" and "Internet +" has brought new development opportunities to manufacturing enterprises, and also inspired China's manufacturing enterprises in the new round of scientific and technological revolution. In the vortex of the industry, embrace digitization, networking, and intelligence, and drive the improvement of the level of industrial digitization and intelligence through intelligent manufacturing. In the era of the Internet of Everything, people and data (information) have become the lifeblood of an enterprise's survival. Access to information anytime, anywhere, safely and efficiently is the key to success for an enterprise. The mobile intelligent information management system effectively responds to this change.
For manufacturing companies, with the help of mobile devices, work is no longer limited to a fixed office, and employees can work anywhere and in any scenario. This way of working not only means that the situation of the workshop can be controlled in real time, it can also quickly give feedback to emergencies, find a way to deal with it as soon as possible, and reduce losses, and it can be closer to the end user and obtain the feedback of the end user on the product in real time. Thereby improving products, optimizing services, and enhancing market competitiveness. The results of this survey also directly confirm this trend. Except for a very small number of manufacturing enterprises, most manufacturing enterprises are using or about to introduce mobile operation methods. value, and the willingness to further expand mobile applications is becoming more and more active.
1 Affected by changes in the external environment, manufacturing companies have either passively or actively embarked on the road of mobile transformation
Affected by the competitive pressure brought about by changes in the external environment, as well as a good idea of the application of information technology, manufacturing enterprises have either passively or actively embarked on the road of transformation.
1) As the domestic economic development has gradually stepped out of the high-speed development zone and entered a "new normal" of moderate development, overseas markets represented by the United States and the European Union have not yet fully recovered from the last round of economic crisis, resulting in weak domestic and foreign demand. Manufacturing enterprises have excess capacity, and competition in the industry is becoming increasingly fierce. Taking automobiles as an example, according to Deloitte's 2016 Global Manufacturing Competitiveness Index, the capacity utilization rate of China's auto industry dropped from 100% in 2009 to 70% in 2016.
2) The development of "Industry 4.0" and "Internet +" has brought new opportunities to manufacturing enterprises. How to use informatization to achieve agile production, innovative business and service models has become a common issue for the future development of manufacturing enterprises.
2 Promoting new business models and product upgrades has become the primary goal of enterprise mobility transformation
The survey found that 79.3% of enterprise users have successfully practiced mobile applications. Further analysis found that with the increase of application duration, enterprise users have become more active in expanding and deploying mobile applications.
Judging from the overall practice of various industries, the actual operational value of mobile working methods is still top-down. Satisfying the forward-looking awareness of leaders determines the behavior of most enterprise users to import mobile applications. 47.8% of enterprise users have imported mobile applications due to the high praise of executives, such as mobile approval, real-time information access, and understanding of the production and operation status of the enterprise, so as to facilitate the management Evaluate and adjust the development direction of the company.
In addition, seeking to reconstruct more efficient business processes and operation methods based on mobile working methods (40.7%) is also one of the important opportunities for manufacturing enterprises to introduce mobile applications. Manufacturing enterprises have begun to introduce mobile operation methods in procurement, sales, after-sales and other links, reconstruct business processes, and upgrade operating models. Taking out-of-home operations as an example, the after-sales personnel are at the customer site. The mobile operation mode not only supports the employees to enter service information and work information at the first time, but also facilitates the system to adjust the work plan in time and optimize the order dispatching order (such as selecting the nearest distance, road consumption, etc.). The personnel with the shortest time will be given priority to arrive at the customer site).
3 Helping to build competitive advantages and realize business innovation has become the key temptation for enterprise mobile informatization deployment
As the market living environment becomes more severe and the competition in the manufacturing industry intensifies, local manufacturing enterprises are faced with the challenge of optimizing production costs and operating agilely. Some companies are responding to the challenge by preferring to cut costs across the board – especially for suppliers to reduce procurement spending. However, this approach is not wise. Many failure cases in the past all show that blindly reducing costs may lead to the decline of raw material quality and the reduction of upstream procurement channels. Therefore, it is the most efficient way to solve the complex and inefficient systemic challenges faced by the industry through collaboration, and to transform the relationship between all parties in the industry chain to "how to jointly improve efficiency and share benefits" and improve the level of returns.
Mobile intelligent devices provide excellent communication and collaboration media for enterprises in the manufacturing industry chain. By establishing a mobile work platform, it is expected to form an information flow channel linking each node of the industry chain, strengthen enterprise collaboration between industry chains, and reduce redundant links. Promote resource sharing, improve operational efficiency, and improve profitability. For example, through interaction, integration and resource sharing with end users, dealers can enable manufacturers to more efficiently identify new market opportunities, thereby optimizing products or developing new products, enhancing user experience, improving revenue efficiency and creating new revenue sources; Or promote the collaboration of product and service providers, package their respective products and services; or integrate customer needs to achieve C2B customization, provide more value-added services and a more complete user experience.
4 The talent and capital budget plan provides a basic guarantee for enterprises to promote the construction of mobile informatization
The guarantee of mobile informatization has been put on the agenda by most enterprise users. More than 90% of enterprises have established dedicated mobile teams, allocated stable budgets, and started to introduce and cultivate talents.
1) They have a dedicated informatization team and have a clearer understanding of their informatization status. Under the attention of the senior leaders of manufacturing enterprises, the mobile informatization team of the enterprise has a relatively clear understanding of the goal of mobile informatization construction and the basic framework in the future (a few enterprises can even carry out mobile informatization construction independently), and the external team generally Participate in the mobile informatization construction of manufacturing enterprises as a specific implementer.
2) Stable financial guarantee. 84% of companies will maintain or increase investment budgets, while only 15% explicitly say they will cut investment.
3) Actively start to introduce mobile informatization talents. 64.3% of enterprises have started or are starting to cultivate mobile terminal-related talents, and only 7.1% of enterprises said that due to the small scale of the system, they would not consider establishing their own dedicated IT team for the time being. Of course, it should be noted that different enterprises may have great differences in specific talent needs, such as mobile development talents, mobile business analysis talents, innovation talents, talents in the overall planning of mobile informatization, and so on. Generally speaking, manufacturing companies are most eager for talents who can make overall planning for mobility based on long-term strategies.
5 Inconsistent mobility requirements in different business units are the main reasons hindering mobility practices
制造业下属子行业众多，甚至部分大型企业业务可能会涉及多个子行业；日常生产业务覆 盖环节众多，包括研发、采购、生产、库管、物流、销售、售后等，对应到具体部门更不可细数。不同业务环节，不同细分子行业，所对应的移动化场景均有差别，需要针对业务要求进行 调整。例如，精密制造企业对设备的检验更频繁、更换周期更短；服务器制造企业的售后服务部门可能需要7X24小时待命等等。
因此，制造企业需要明确企业内部业务部门间以及集团各公司间进行移动信息化的业务范 围以及标准化的程度，从而确定移动信息化系统的具体形态以及评估移动化作业方式导入后带来的业务效率提升程度。
另外需要注意的是，导入移动化作业方式需要事先取得业务部门和集团各公司的同意，以 避免原有工作习惯、流程改变后，员工因缺乏移动化工作培训而影响日常工作的进行。