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The connotation characteristics, realistic challenges and implementation path of digital intelligent transformation in manufacturing industry

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DOI: 10.23977/ieim.2024.070122 | Downloads: 19 | Views: 376

Author(s)

Junbao Xu 1

Affiliation(s)

1 School of Public Administration, Xi'an University of Finance and Economics, Xi'an, China

Corresponding Author

Junbao Xu

ABSTRACT

Manufacturing industry is an important embodiment of national creativity, competitiveness and comprehensive national strength. With the continuous advancement of the digital transformation of the manufacturing industry, the continuous improvement of the economic level, and the continuous upgrading of the level of market demand, many places in the country have sounded the high-quality development horn of the manufacturing industry to become an important starting point of high-end, intelligent and green. Taking the development of digital intelligence in China's manufacturing industry as an entry point, this paper studies and explores three connotation characteristics of digital intelligence transformation in China's manufacturing industry, and puts forward four practical challenges that manufacturing enterprises face in the transformation process, such as slow pace of transformation, pending innovation in transformation mode, insufficient data security, and lack of consensus in digital ecology. Based on these practical challenges, it is proposed that China's manufacturing industry should steadily promote digital intelligent transformation, innovate new transformation models, strengthen data security governance, and build digital ecological platforms to promote the implementation of digital intelligent transformation of manufacturing industry.

KEYWORDS

Manufacturing; Digital intelligent transformation; Data governance; Digital ecology

CITE THIS PAPER

Junbao Xu, The connotation characteristics, realistic challenges and implementation path of digital intelligent transformation in manufacturing industry. Industrial Engineering and Innovation Management (2024) Vol. 7: 166-175. DOI: http://dx.doi.org/10.23977/ieim.2024.070122.

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