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        FBeyond Industry 4.0 for Taiwan
        全球工業4.0革命對台灣的重要性及台灣因應策略
        • 2015/07/29
        • 6798
        • 477
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        智慧工具機與關鍵零組件AI自動化與智慧機器人(含無人機)高科技設備與先進製程
        #growth #manufacture #product

        簡報大綱

        Stephen Su, General Director of IEK, was invited to share “Beyond Industry 4.0 for Taiwan” at the Technology Committee Special Luncheon hosted by the American Chamber of Commerce (AmCham). In this presentation, Stephen talked along the emerging global trends of Industry 4.0 revolution, led by German’s Industry 4.0 and US’s Advanced Manufacturing Partnership (AMP) strategy, what it all means to Taiwan and what Taiwan are planning for advancing its manufacturing competitiveness – Taiwan has launched “Productivity 4.0” as a major initiative at the Executive Yuan level, championed by the Board of Science and Technology as a cross-ministry orchestrator. But more importantly, beyond Industry 4.0, Taiwan has a few challenges and opportunities in the era of fast changing world, hoping to become a good partner to foreign companies for win-win partnership.

        During his presentation, he shared some key messages:

        • Benefits and key elements of Industry 4.0 manufacturing strategy by Germany
        • Comparison between Institutes for Manufacturing Innovation (IMI) in US vs. Research Institutes (e.g. ITRI) in Taiwan
        • IEK analysis: China’s low-cost manufacturing advantage to be reduced by US 2022
        • Challenge for Taiwan: Manufacture by Mass Customization
        • Opportunity for Taiwan: Service-based Applications Ecosystems beyond industry chain clustering
        • Opportunity: Pursue “User Value Creation” for innovation and key competences
        • Opportunity: Industry 4.0 + IoT to help Taiwan transform from “Manufacturing” to “Infofacturing”
        • Opportunity: Leverage ITRI and other institutes for international collaboration
        • Key focuses of Productivity 4.0: Technology – Intelligent Robotics, IoT, Big Data; Industries – Smart Manufacturing, Smart Services, Smart Agriculture
        • ITRI’s value creation example: Spin-off ButyFix was recognized by Google Solve for X as Taiwan’s first Moonshot in 2014
        • ITRI to cultivate entrepreneurship culture by networking VCs from Silicon Valley

        Presentation Outline:

        • Global Trends in Industry 4.0
        • Challenges and Opportunities for Taiwan
        • Productivity 4.0 Policy in Taiwan
        • Conclusion

        簡報內容

        Beyond Industry 4.0 for Taiwan
        NO.1
        Outline
        NO.2
        Rise of manufacturing industry policy
        NO.3
        Industry 4.0 concept launched by Germany
        NO.4
        Benefits and key elements of Industry 4.0
        NO.5
        The Factory 4.0 Ecosystem
        NO.6
        Advanced Manufacturing (AM) policies in US
        NO.7
        Ongoing establishment of Institutes for Manufacturing Innovation (IMI) 5 already funded, 4 in proposal stage
        NO.8
        US IMI vs. Taiwan Research Institutes
        NO.9
        IEK analysis: China’s low-cost manufacturing advantage to be reduced by US
        NO.10
        Potential impact on Taiwan from US Advanced Manufacturing policies
        NO.11
        Outline
        NO.12
        Manufacturing growth fuels Taiwan economy
        NO.13
        Taiwan High-Tech Industry PortfolioCapital Investment and Value-add (2013)
        NO.14
        Strengths and challenges for Taiwan manufacturing industries
        NO.15
        Challenge: Manufacture by Mass CustomizationShoes with different sizes
        NO.16
        Opportunity: Service-based Applications Ecosystems beyond industry chain clustering
        NO.17
        Example: Service-based Applications Ecosystem for education
        NO.18
        Financial value bydifferent ecosystem controllers
        NO.19
        Opportunity: Pursue “User Value Creation”for innovation and key competences
        NO.20
        Example: ButyFix for low carbon loss Cellulose Butanol manufacturing technology
        NO.21
        Opportunity: Industry 4.0 + IoT for Taiwan to transform from “Manufacturing” to “Infofacturing”
        NO.22
        Example: Taiwan’s precision machinery industry transforming to “Infofactruing”
        NO.23
        Opportunity: Leverage ITRI and other institutes for international collaboration
        NO.24
        Example: ITRI collaboration with US companies and universities
        NO.25
        Example: Reconnect with Silicon Valley forInnovation, Startups and Partnership
        NO.26
        Outline
        NO.27
        Goals and strategies of Productivity 4.0 policy
        NO.28
        Key focuses of Productivity 4.0
        NO.29
        Strategies to develop core technologies for Productivity 4.0
        NO.30
        Other measures to promote Productivity 4.0
        NO.31
        Division of work in Government
        NO.32
        ITRI taking leading role in Productivity 4.0: Strategy formulation & technology integration
        NO.33
        Outline
        NO.34
        Taiwan needs to create new industrial competitiveness
        NO.35
        Potential roles of US companies in Taiwan’s Productivity 4.0 initiatives
        NO.36
        Thank You
        NO.37
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