工業4.0自2011年被提出後，世界強權積極投入軟硬體資源，期能在智慧製造領域獨占鰲頭，德國、美國、日本、中國都將其列為國家級的戰略重點。有鑑於前三次工業革命帶來的衝擊，台灣亦提出生產力4.0積極推動企業轉型、培育軟硬體人才、提升企業靈活度，以因應國際趨勢之變化。近年新冠肺炎疫情衝擊全球，斷鏈危機下已有許多台灣電子製造領域的企業透過工業4.0的導入提升了在市場的競爭力，此時導入工業4.0正是台灣企業轉型的契機。
國內許多傳統產業或中小企業雖有導入意願，卻對工業4.0的實踐模式缺乏方向，未先明確企業工業4.0目標與評估技術現況，便投入昂貴的資訊系統或機械設備，導致效益不彰。以食品業為例，近年全球食品業科技應用比重攀升，更是台灣製造業重點輔導產業，國內食品業卻未有成熟的工業4.0產業生態系。以台灣物聯網、大數據、人工智慧有相對全球成熟的環境，若有一套工業4.0實踐模式可提供企業明確步驟，釐清企業工業4.0目標與評估效益，將可提高企業導入意願，持續建立企業最佳的導入模式，提升台灣食品業在國際市場的競爭力。
本研究參考工業4.0實證研究、成熟度模型與品質改善歷程之文獻，先依產業特性設定重點之技術應用項目；其次透過與企業溝通工業4.0的概念與維度，釐清企業導入之動機，並透過技術應用維度評估企業工業4.0之成熟度，藉由與目標之望差，協助企業選定主題；主題確認後，採用課題達成型品質改善歷程法的方法論，藉由八大步驟的導入過程與工業4.0概念之結合，以個案研究的方式，探討台灣食品業導入工業4.0之實踐模式，使有意朝工業4.0發展之企業可依明確步驟，縮短尋找企業最適策略的時間，並持續累積案例供後續企業使用。
本研究以食品業為例進行實證，依個案需求選定食品安全透明化、生產製造數位化、營運管理智能化三個主題作為短期目標，透過自評與結構化步驟，在智慧服務、智慧機械、智慧生產維度，達到縮短問題食品追溯時間、提升生產效率、降低庫存成本等效益。
本研究之成果，期望協助後續企業在評估導入工業4.0時，可避免投入資源之錯置，提升導入之效益，並持續累積執行成果案例，供後續探討與研究。以個案為例，選定之主題仍有許多項目可持續改善，後續需不斷滾動式調整企業工業4.0的長期路徑，藉由短期目標達成與長期策略調整的不斷循環，持續改善組織文化、提升企業數位化管理能力與數位化工程能力，逐步實踐工業4.0。

Since Industry 4.0 was proposed in 2011, the leading countries in the development of the manufacturing industry, including Germany, the United States, Japan, and China, have actively invested in software and hardware resources, hoping to take the lead in the field of smart manufacturing, and have listed Industry 4.0 as a important strategic goals at the national level. In view of the impact brought by the industrial revolution in the past, the Taiwan government also proposed the Productivity 4.0 policy to actively promote the digital transformation of enterprises, cultivate software and hardware talents, and enhance the flexibility of enterprises in order to respond to changes in international trends. In recent years, the COVID-19 epidemic has affected the development of the global manufacturing industry. Many Taiwanese electronics manufacturing industries have improved their competitiveness in the market through the introduction of Industry 4.0 in this supply chain crisis. At this time, the introduction of Industry 4.0 is an opportunity for Taiwanese enterprises to transform.
Although many traditional industries or small and medium-sized enterprises in Taiwan are willing to invest in Industry 4.0, they have no direction for the practical model of Industry 4.0. They have not yet clearly defined the company's Industry 4.0 goals and assessed the current state of technology, so they have invested in expensive information systems or mechanical equipment, resulting in poor benefits. Take the food industry as an example. In recent years, the proportion of technology applications in the global food industry has increased, and it is an important guidance industry in Taiwan's manufacturing industry. However, the domestic food industry does not yet have a mature Industry 4.0 industrial ecosystem. Taiwan has a mature environment in the Internet of Things, big data, and artificial intelligence compared to the world. If there is an Industry 4.0 practice model that can provide companies with clear steps to help companies clarify Industry 4.0 goals and evaluate benefits, it will increase companies' willingness to invest, continue to establish the best investment model for companies, and enhance the competitiveness of Taiwan's food industry in the international market.
This study divides the Industry 4.0 practice model into two steps: Industry 4.0 pre-planning and Industry 4.0 QC story. The first step is to refer to the literature of Industry 4.0 empirical research, I4.0 maturity model and QC Story, and decide the key application projects for the enterprise according to the characteristics of the industry. Then communicate with the company about the concept and dimensions of Industry 4.0, clarify the motivation for investment, and evaluate the current state of the company's Industry 4.0 maturity. Based on the gap with the goal, help the company to confirm the theme and plan the overall blueprint.The second step adopts the methodology of the project-based QC story. Through the combination of the introduction process of eight steps and the concept of Industry 4.0, the practice mode of introducing Industry 4.0 in Taiwan's food industry is discussed in the form of case studies, so as to make the intention to develop towards Industry 4.0. Enterprises can follow clear steps to shorten the time to find the most suitable strategy for the enterprise, and continue to accumulate cases for subsequent enterprises to use.
This study conducts empirical research on the food industry, and selects three themes of transparency in food safety, digitalization of production and manufacturing, and intelligent operation management as short-term goals according to the needs of company L. Through self-assessment and structured steps, in the dimensions of smart service, smart machinery, and smart production, it can shorten the traceability of problematic food, improve production efficiency, and reduce inventory costs.
The results of this research are expected to assist subsequent enterprises in evaluating the introduction of Industry 4.0, avoid misplacement of input resources, improve the efficiency of the introduction, and continue to accumulate implementation results for subsequent discussion and research. Taking a case as an example, there are still many projects on the selected theme that can be continuously improved. In the follow-up, it is necessary to continuously adjust the long-term path of the enterprise's Industry 4.0. Through the continuous cycle of short-term goal achievement and long-term strategic adjustment, the organizational culture and enterprise digitalization can be continuously improved. Improve management capabilities and digital engineering capabilities, and gradually practice Industry 4.0.

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