1. The focus of the current digital transformation is terminal manufacturing. Most of the current digital transformation discussions, practices, and system design are aimed at terminal production. In the manufacturing industry, it is divided into process and discrete manufacturing, and in discrete manufacturing, there is usually a forming part, which is mainly a variety of forming equipment, such as metal processing, injection molding, stamping, etc., used to produce various spare parts , and the latter is basically assembly. In these two parts, the focus of molding is on the process, while the assembly is more concerned with operational efficiency. Digital transformation is to digitally reorganize the value stream of enterprises through various digital technologies, and form the ability to respond to market changes. Digitalization has more flexible adaptability, including the time granularity of data itself, which can increase the speed of responding to market changes. Well, the current digital transformation is more about the assembly production process. In the past, the manufacturing industry used to buy equipment for early-stage spare parts molding and processing, and then manually carry out production and assembly—however, with the complexity of products, Changes in quality requirements and market demand require companies to build a digital operating system to cope. Therefore, the current digital transformation does not focus on equipment manufacturing factories. After all, equipment manufacturing, unless it is a few industries such as construction machinery, elevators, and compressors, has relatively large volumes, and others are not very large-scale. Therefore, its operating efficiency It does need to be improved, but its current competitiveness is more focused on the competitiveness of process molding - its purpose is to provide support for higher yield rates and faster change response capabilities for terminal production - and these are not It is not improved through digital operations, but through engineering iterations of process technology.
2. The problem of building competitiveness of small and medium-sized enterprises Relatively speaking, most equipment manufacturing enterprises are usually small in scale compared with their downstream end product manufacturing industries. Most of the listed equipment enterprises have a scale of one billion Most of them are SMEs. Because the scale is not large, and it is often due to the machinery manufacturing industry, it is difficult to be valued. Moreover, even if it invests in digital platforms, such as ERP/MES, industrial Internet applications, there are usually not many large projects-Comprehensive Various, often not so special attention. Therefore, digitalization is focused on large-scale terminal enterprises, because if it is a process industry, then 1% energy saving is a huge figure, and for large-scale discrete enterprises, the same increase in energy consumption and production efficiency is also quite attractive. — This makes companies pay more attention to digital platforms and investments. Equipment enterprises do not take it as the focus, but care about the core basic issues in technology. There is also a lack of digital platform construction solutions for small and medium-sized enterprises-its core technological problem is that it is difficult for digital solution companies to get involved and propose effective solutions~this is an area in which the automation industry has always been deeply involved. Even some small-scale digital solution companies are not so active because it is difficult to obtain large project returns here.