盡管“工業(yè)4.0”較少用于學(xué)術(shù)性文獻(xiàn)中,但因其常被信息系統(tǒng)專業(yè)人員用于指代諸如工業(yè)互聯(lián)網(wǎng)(loT)以及商務(wù)智能(BI)等技術(shù),近年來(lái)逐漸成為一大熱門(mén)話題。實(shí)際上,工業(yè)互聯(lián)網(wǎng)以及商務(wù)智能這類技術(shù)在企業(yè)中已經(jīng)得到普遍應(yīng)用,各生產(chǎn)企業(yè)幾乎都擁有其“智慧工廠”系統(tǒng),但實(shí)施此類工業(yè)4.0系統(tǒng)所具有的附加價(jià)值尚未明確。因此,本文試圖解決這一根本性的研究問(wèn)題,即“智慧工廠”為其應(yīng)用企業(yè)帶來(lái)了何種價(jià)值。一般而言,信息系統(tǒng)(IS)與業(yè)務(wù)流程價(jià)值創(chuàng)造之間的聯(lián)系很難得到證實(shí),但可以明確的是,信息系統(tǒng)的目的是通過(guò)采用有效的任務(wù)完成方式來(lái)改變?nèi)藗兊墓ぷ鞣绞�。因�?系統(tǒng)的附加價(jià)值(如果存在)可通過(guò)該系統(tǒng)對(duì)其相關(guān)人員在思維方式、實(shí)踐以及工作流程等方面產(chǎn)生的影響來(lái)評(píng)估。本文價(jià)值創(chuàng)造的主要文獻(xiàn)基礎(chǔ)是業(yè)務(wù)流程再造(BPR)。之所以選擇業(yè)務(wù)流程再造,是因?yàn)椤肮I(yè)4.0”和“業(yè)務(wù)流程再造”具有相互重疊的范疇。“業(yè)務(wù)流程再造”描述了如何利用信息系統(tǒng)開(kāi)發(fā)公司內(nèi)部運(yùn)營(yíng)的新流程、新方式;而工業(yè)4.0系統(tǒng)則通過(guò)利用先進(jìn)的數(shù)字化信息系統(tǒng)來(lái)改變制造流程,這兩條定義的相似性驗(yàn)證了從業(yè)務(wù)流程再造角度來(lái)考察工業(yè)4.0系統(tǒng)的合理性。不過(guò),必須承認(rèn)...

【文章頁(yè)數(shù)】：93 頁(yè)

【學(xué)位級(jí)別】：碩士

【文章目錄】：
摘要
ABSTRACT
1 INTRODUCTION
    1.1 Aim of this thesis
    1.2 Research question and research problem
    1.3 Prior IS literature
    1.4 Research method
    1.5 Study design
    1.6 Expected results and contribution
    1.7 Structure of the thesis
2 THEORETICAL BACKGROUND
    2.1 Term definition
    2.2 The first industrial revolution
    2.3 The second industrial revolution
    2.4 The third industrial revolution
    2.5 The fourth industrial revolution and industry 4.0
    2.6 Value creation
3 BENEFITS OF BPR
    3.1 BPR and value creation
4 CASE DESCRIPTION
    4.1 Company history and description
    4.2 Case focus
5 METHODOLOGY
6 RESULTS
    6.1 Measurable process improvement
    6.2 Process efficiency and process creation
        6.2.1 Process efficiency and work roles
        6.2.2 New processes
    6.3 Organizational reaction to the system
        6.3.1 Reasons for system implementation
        6.3.2 Feelings towards the system
        6.3.3 IT organization's role
    6.4 Mindset, goal setting and the nature of goals
7 ANALYSIS
    7.1 Results gained
    7.2 Process creation
    7.3 Measurable process improvement
    7.4 Organizational reaction to the system
    7.5 Mindset
    7.6 Case system and value creation through BPR
8 CONCLUSIONS
REFERENCES
APPENDIXES
    Appendix 1: Technical system description
    Appendix 2: Organization chart of Stera and Turku's business area (2019)
    Appendix 3: Interview questions
    Appendix 4: Process changes table
    Appendix 5



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