At present, a new round of information network technology revolution is profoundly changing the face of global manufacturing. As a manufacturing power, China is rapidly advancing the implementation of the manufacturing power strategy. With its first-mover advantage in the fields of mobile internet, sharing economy, mobile payment, and e-commerce, China's manufacturing industry has ushered in a major opportunity for transformation and upgrading. We should seize the opportunity, take digital network development as the core, take "Made in China 2025" as the starting point, focus on innovation system mechanism, create innovation ecology and cultivate system innovation ability, and promote new manufacturing industry in China. The formation of kinetic energy.
To create new kinetic energy for the manufacturing industry, the key is to work hard on the word "new". An important connotation of "new" is digitalization. Digitalization is the foundation and core connotation of intelligence and networking. At present, the global manufacturing industry is undergoing an all-round, multi-level digital transformation, especially the comprehensive penetration of next-generation information network technologies such as industrial Internet, industrial big data, industrial cloud, artificial intelligence, etc., which is profoundly subverting the original manufacturing industry. Production methods, organization methods, business models, value chain distribution and competitive landscape.
From the perspective of production methods, the comprehensive application of new information network technology has made the existing digitalization, networking, intelligence, personalization, localization, sharing and greenization of the manufacturing industry more prominent. With the increasing popularity of technologies such as sensors, industrial software, intelligent robots, industrial Internet and industrial clouds, the production process is more intelligent, and the ability of producers to meet individual needs is further enhanced.
From the perspective of industrial organization, under the impact of the digital wave, traditional manufacturing enterprises are showing a trend of network, platform, decentralization and flattening. In particular, the original pyramidal bureaucracy structure of large multinational companies is becoming more flat and more flexible. The role of chief information officer (CIO) or chief data officer (CDO) is growing, and together with the chief technology officer (CTO) plays an important role in business decision-making.
From the perspective of business models, with the emergence of a large number of new technologies, new products and new formats, traditional business models centered on manufacturers (such as auto 4S stores) are gradually becoming consumer-centric emerging business models (such as Apple). The store and the Tesla Experience Store are replaced. The ability to capture and satisfy customer experience and individualized needs more accurately and quickly becomes an important rule for companies to survive and thrive in market competition.
From the value chain perspective, the digital transformation of manufacturing will reconstruct the global division of labor and value system of manufacturing. Sharp, Toshiba, Motorola, Nokia, Alcatel and many other leaders who have long occupied the world's top 500 list in the industry 2.0 and 3.0 era, because they can't keep up with the pace of digital intelligent innovation, they are caught in a heavy survival crisis, and they can't escape the acquisition and reorganization. The fate of the night, "Xiang Xiaoyu".
From the perspective of the competitive landscape, digitalization will rewrite the original industrial competition pattern. The competition pattern characterized by large and complete oligopoly and “winners take care†is undergoing subtle changes. On the one hand, the specialized manufacturing industry is single. Champion status is becoming more and more important. On the other hand, more and more non-traditional manufacturing companies (such as Internet companies), small and medium-sized high-tech enterprises and even individual entrepreneurs have begun to enter the manufacturing sector in various ways, becoming a rewriting competition. The new force.
The “smile curve†has always been regarded as the status quo of China's manufacturing industry, but it is not a fate, but a stopover. Because technological advancement and institutional innovations inspired by this will completely rewrite the original system of value division of labor and competition. Under the guidance of “Made in China 2025†and “Manufacturing Power Country Strategyâ€, China's manufacturing industry is fully capable of achieving the inverted U-shaped reversal of the “smile curveâ€.
(1) Rediscovering the value of manufacturing The long-term decline in the proportion of manufacturing has been considered as an important symbol and common feature of an economy entering a high-income post-industrial society for many years. According to a study by McKinsey & Company, an international consultancy, historically, in the 1990 international dollar, when an economy’s per capita GDP reached 10,000 international dollars (ie, in the middle-aged industrialization and urbanization stage), its manufacturing The share will peak, and the proportion of GDP is mostly between 30% and 40%. Since then, as per capita GDP has increased further, the share of manufacturing will slowly decline. At 30,000 international dollars, the manufacturing share will even be lower than 10%. The decline in the share of manufacturing was once considered an important indicator of the completion of industrialization and the entry of the economy into high-income stages.
But this understanding has changed dramatically since the beginning of the new century. Represented by developed economies such as the United States, Japan, and Germany, in order to get out of the delays and haze of the 2008 international financial crisis, we began to re-examine the role of manufacturing. For example, manufacturing accounts for 70% of global trade share with 16% of global GDP. 90% of corporate R&D investment and 45 million jobs in developed economies. A series of strategic initiatives to revitalize the manufacturing industry were proposed, such as German Industry 4.0 and the US Industrial Internet and NNMI programs. Among these strategies and planning systems, digital networking technology is at the core.
The "smile curve" has been considered as the embarrassment and fate of Chinese manufacturing for many years. It is indeed a bit high to use the resources, energy, land, labor consumption and pollutant emissions of developed countries to build the status of the world's No. 1 manufacturing powerhouse and “world factoryâ€. Moreover, from the perspective of global manufacturing division and value chain distribution, China is generally at the low end. How can we make the "smile curve" achieve inverted U-shaped inversion? Japan has provided a successful case.
In 2004, Mr. Nakamura, director of the Sony Nakamura Research Institute in Japan, found that many Japanese manufacturing companies created the highest profit margins in the processing and assembly process compared to other businesses, and they showed up in the coordinate system. Invert the U-shaped curve, which is named "Mu Zang Curve". In June of the following year, the same conclusion was reached after the survey of nearly 400 manufacturing companies in the Ministry of Economy, Trade and Industry of Japan, and published in the 2004 White Paper on Manufacturing, which strongly supported the existence of the Musashi Curve. .
The "Wu Zang curve" not only subverts the "smile curve", but also subverts people's perception of the distribution of traditional manufacturing value chains, and even subverts people's directional expectations for the future of China's manufacturing industry. For a long time, although China's manufacturing industry has a reputation as a “world factoryâ€, it is often labeled as low-end, low-cost, low value-added and “smile curve†at the bottom, in the global manufacturing value chain, following, imitating and Subordinate status. However, the rise of digital networking technology has ushered in the dawn of the bottom of the smile curve in Chinese manufacturing. With the help of next-generation information network technologies such as intelligent manufacturing, industrial Internet, big data, and cloud services, China's manufacturing industry has completed the inverted U-shaped reversal that can realize the smile curve, and the profit margin of manufacturing, manufacturing and assembly (see the following figure). slightly).
Realizing the inverted U-shaped inversion from the smile curve to the martial arts curve, and thus the digitized curve, will create a huge value space. According to the prediction of 12 technologies that may have a subversive impact on the world economy in May 2013, the internationally renowned think tank, the McKinsey Global Institute (MGI), will create 14 trillion to 330,000 by 2025. The market value of billions of dollars. Among them, mobile Internet, Internet of Things, cloud computing, and autonomous vehicles, which are closely related to digital networking technologies, have the most significant impact.
Looking at the future of global manufacturing, creating a ubiquitous, intelligent, flexible and efficient digital network is a core task in building a modern industrial system. Of course, China is no exception. Promoting the deep integration of informatization and industrialization and accelerating the transformation to industrial digital network has become an important strategic task for the transformation and upgrading of China's manufacturing industry.
China has the largest industrial system with the largest structure, the most complete system and the most complete system in the world. It has the largest single market for industrial products and consumer goods. If it can build an Internet ecosystem with a large system, solid foundation, open sharing and good operation, it has all It may lead the wave of global digital manufacturing transformation.
Realizing the inverted U-shaped inversion of the value curve and promoting the digital transformation of the manufacturing industry is a huge and complicated system engineering, which cannot be achieved overnight. At present, an important task we have to do is to cultivate a strong digital system capability under the support of information network technology.
(1) Promoting seamless connection between the physical world and the digital virtual world In the era of industry 2.0 and 3.0, the industrial system as a whole is a system of decentralized independence and individual operation. Although automation equipment has begun to be put into industrial production, between equipment and equipment, between equipment and operators, between workshops and workshops, between manufacturers and suppliers, between front-line workers and R&D personnel, between enterprises and users. There is also a considerable degree of digital barriers and information asymmetry between the production department and the marketing department, between the management and decision-making levels, between the enterprise and the regulatory department, between the enterprise and the investor, thus affecting the enterprise. Production and operation efficiency and decision-making efficiency.
With the full penetration of modern digital network technology, especially through industrial Internet, sensors, CPU chips, digital platforms, manufacturing execution systems (MES), devices and devices (M2M), device and cloud platform (M2C) data transmission and cloud Digital technology such as service connects the original distributed, closed and independent automatic numerical control equipment to form a seamless physical network system, which maximizes the potential of existing process equipment and avoids invalid or inefficient equipment and personnel. Operation, which greatly improves the production efficiency of the factory.
In the era of digital competition, the key factors determining success or failure are not the hard power of digital equipment and network coverage, but the people who dominate, master and apply digital technology, and the soft power of knowledge and skills internalized in the human mind. Therefore, whether it is possible to cultivate a talented team armed with digital networked knowledge and skills is the decisive factor for the success of the digital transformation of enterprises.
First of all, cultivating such a digital team objectively needs to promote the comprehensive improvement and penetration of digital network technology, promote the improvement of employees' labor skills and the optimization of knowledge structure, thus laying the foundation for improving the labor productivity of the entire supply chain system. . At the same time, it also helps to tap the digital creation ability of employees and let front-line employees participate in systematic innovation activities.
Secondly, it is necessary to let digital network technology penetrate into all levels of enterprise management, and promote enterprise digital management concepts, management models, management organizations and management functions to achieve adaptive digital transformation.
Finally, the digital networking process should be extended in parallel to the internal systems of design and development, verification testing, procurement support, production assembly, logistics supply, marketing management, after-sales service, brand operation, financial services, etc., and expand to the outside of the enterprise in due course. In the economic and social environment, such as energy systems, logistics systems, environmental systems, urban information systems and other software and hardware environments, through the omnidirectional flow and combination of digital production factors, a huge ecology of interaction, interdependence and dynamic equilibrium is formed. system.
The first is to promote the construction of “public database engineering†in the manufacturing sector. Focus on improving digital acquisition and transmission capabilities, analysis and processing capabilities, sharing and application capabilities, which are core elements of digital infrastructure. The state must establish rules to clarify which data belongs to public data, and thus must be public, to what extent, to what format and transmission standards, and so on. In order to get through the digital islands of closed operation, the algorithm can be optimized and the overall digital output efficiency can be improved only by letting the numbers connect.
The second is to promote open sharing and fair access to public cloud services. The state should vigorously promote the industrial cloud service process, encourage the industrialization of data collection, transmission, analysis, processing and other business capabilities, and bring into play the capabilities of non-traditional manufacturing enterprises, especially high-tech enterprises in cloud services, to make cloud computing more convenient and open. Fair to serve all manufacturing companies. Of course, the state must establish regulatory rules to ensure the security and neutrality of public cloud services and prevent the monopoly of private cloud services on the cloud market.
Whether it is a public database or a public cloud service, the topic of security and competitiveness cannot be avoided. First, the state must ensure the security of public databases and public cloud systems. The focus is on encryption processing and firewall protection according to the norms of the International Organization for Standardization to prevent malicious destruction, alteration and disclosure of hackers, and to ensure the integrity and authenticity of data. real-time.
Second, we must ensure the public attributes of public databases and public cloud services, and prevent public data from becoming a tool for a few companies to seek private profits and monopolize the market. Institutions that provide public database services and public cloud services must fully disclose information and accept social supervision.
Third, for those industrial databases, operating systems and cloud service platforms that are driven by a small number of enterprises and transformed from private clouds to open to the society, the government should formulate corresponding regulatory measures, take advantage of the situation, adapt to the situation, and play industrial data. The role of industrialization scale must also protect the legitimate rights and interests of small and medium-sized enterprises and users, and prevent data monopoly and cloud service market monopoly.
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