【CEO访谈】工业富联首席执行官郑弘孟：后疫情时代的数字化转型之路

由世界经济论坛牵头并联合麦肯锡开展的全球灯塔网络倡议，代表了当今全球制造业智能制造和数字化的最高水平。入选的“灯塔工厂”也是具有榜样意义的“数字化制造”和“工业化4.0”示范者。早在2019年1月，工业富联深圳“柔性装配作业智能工厂”就已入选“灯塔工厂”。工业富联全称富士康工业互联网股份有限公司，是全球领先的智能制造及工业互联网整体解决方案服务商。

目前，富士康集团已拥有4家“灯塔工厂”，稳步推进数字化战略转型，不断探索 “灯塔工厂”的标准化体系建设，致力于复制和推广“灯塔工厂”整体解决方案，助力打造各行业的标杆工厂。

近日，麦肯锡全球董事合伙人侯文皓对工业富联副董事长、首席执行官郑弘孟先生进行了访谈。作为工业富联的核心决策者，郑先生领导了工业富联平台的建设和发展，推动了这个大型企业成功实现向科技服务型业务转型。我们希望，领先者的成功经验可成为制造业同行的指路明灯，照亮智能制造的未来之路。

侯文皓：很荣幸今天请来了郑先生同我们对话 。首先还是数字化转型的初心这个老问题，工业富联从传统的制造业企业朝着数字化的方向转型升级，打造灯塔的初心是什么？

郑弘孟：数字化的目的不外乎是做到智能化，体现在效率的提升，成本的管控，还有品质的监控等等各个方面。数字化本身是一种手段，所以（重点是）怎样让数字化能够落实，变成制造企业，或者其他企业不可或缺的一个经营手段或者工具。

特别是当企业要规模化发展时，如果没有一套有效的数字化管理（工具），就很难去衡量（成效）。我们常讲怎样做到smart，smart需要specific（具体化），要measurable（可衡量），要achievable（可实现的），要result-oriented（结果导向），然后同时再考虑时间。

工业富联为什么要打造灯塔工厂？我们认为，虽然数字化的手段很多，比如5个T，包括数据采集DT、AT、PT、OT和IT，但是“灯塔工厂”可以让数字化转型更聚焦，就像在茫茫大海里航行，如果没有一个灯塔（指引），会很容易迷失的。“灯塔工厂”可以把数字化的速度、时间，以及程度表达出来。

另外，我想特别说明的是，时至今日，“灯塔工厂”是一个函数，随着时间的变化跟程度的不同，不断迭代的一个目标。这个目标很具体，有很清楚的规范，同时与时俱进，不断迭代。所以除了灯塔工厂1.0以外，我们也一直在发展灯塔工厂2.0。

侯文皓：刚才您讲到数字化是一个工具，帮助企业做好 smart，做好的业务工作。对富士康本身，或者工业富联（来说），数字化转型想解决什么样的问题？

郑弘孟：数字化当然是要解决效率的问题，解决运营竞争力的问题，这是企业经营的根本。但是如何说服大家来做这件事情？这是我曾经一直思考的问题。

你知道企业经营需要人才和技术，怎么让人才来推动技术，怎么把技术变成产品，怎么建立一个平台来管理产品，最后走向市场。这些要素一定是循序渐进，最后要能够同步，这样就会创造一个singularity（奇点），数字化它（产生）效益，不仅仅是气氛。特别是我们把数字化当做一个业务在推展的，不是只是自身。当然好几年前上市的时候就讲是“先独善其身而后兼济天下”。

入选“灯塔工厂”4年多了，我们在其他行业也做了不少（探索），包括卫浴设备和汽车行业等等。我觉得，最重要的是让数字化变成一种信仰，而且要把人才培养做到5个T的结合，所以人才的培养跟信仰的形成（很重要）。数字化必须是信仰，要变成文明，公司进步的文明。我的做法都很简单，POC（用试点来概念验证），从内部做起。（比如）过去一年我们大力推动消防安全，全部用数字化影像放到平台来管理。

数字化跟平台化功不可没，（遵循）1加N的逻辑，我们先把1做好，然后绕着同心圆扩散。我也跟其他企业分享，不用一下子铺得很大，一步一步做一个同心圆，POC，持续扩大，你就会看到数字化的成效。我们的营运成本、利润能力跟人才，通过数字化都取得显著的改善。

侯文皓：您刚刚讲了很多非常好的观点，包括从1到N的逻辑，把一些成功的POC树立起来以后，别人看到了，然后相信，然后才能转变一个人或者组织的信念。

那么在转型过程当中，哪些让您觉得寝食不安，又是怎样克服困难的？

郑弘孟：个人、团队和企业形成数字化信仰非常重要。通常我们做数字化，除了IT还要物联网化，比如说机器上网。过去三年，我们服务器的市场份额超过全球40%，每一台设备都是有联网的，我们的人和机器是“有来往”的。很多公司为什么做不起来？因为人和机器没有“来往”。

也就是说，IT和OT要合作，需要有一个结合剂。企业内部怎么去把它融合，组织者的意志力很重要，就像我为了推动这些事情，创造了很多场景和题目，你们必须做。我们在内部建立了DMS（Digital Manufacturing System），成功把服务器跟网络产品的生产数据在一个平台上结合起来，然后建立了很多不同的资料库，所以我们很容易进行复制，这里面又是人才跟技术的结合。主事者很重要，领导者（必须）对这件事重视。

侯文皓：一把手工程。

郑弘孟：必须是一把手，不能bottom-up（由下至上），必须top-down（由上而下），top-down推动后，底下人产生了兴趣，取得了成绩，就会从1变成N。我想要解决的问题，人才跟技术之间的融合，以及对于数字化效益的共识，我想很多企业主应该也都面临这些情况。

侯文皓：有没有什么比较好的案例，或者是在数字化转型（方面）的收获，也请郑总分享一下。

郑弘孟：富士康已经入选了4个“灯塔工厂”， 证明了我们的数字化能力。WEF有一定的认证标准——

侯文皓：“灯塔工厂”有非常严格的认证标准，现在的要求越来越高了。

郑弘孟：我觉得，推动这件事情很重要就是把目标定好了，然后人力放进去。除了“灯塔工厂”以外，有一些共性可以先做。这几年尽管受到疫情影响，我们都能率先恢复生产，达到疫情之前的生产力水准。这里面最重要是数字化，可以让我实时掌握每一个厂区的数据，然后马上帮助管理者决策。这是第一。

第二，工业安全上的数字化，我们导入了大量的传感，做安全的防治。它有一个标准，我们怎么去降低像Behavior Base Safety（基于行为的安全违规），BBS的导入，其实都是讲数据化。

第三，环境安全的数字化，这个做得很具体，我们全部导入影像监控去管理这些场域的合规标准。

第四，能源的管理，对于用电、碳排放，我们除了有计划执行节能以外，还有碳排放的计算器，也是数字化。所以我们可以定一个很积极的目标，什么时候达到碳中和，什么时候达到零碳，然后我们对用电监控，这些都是我们过去一年多以来取得的比较具体的成果。

（最后），全世界的制造业，现在面临的问题都是缺人，哪怕我们中国人口众多，也有缺工的问题。因为第三产业很发达，如何能够把第一产业和第二产业镇守得很好，一直是国家之本、产业之本。在人力管理上，用一些智能化的方法来解决问题。

侯文皓：富士康集团有很多工厂也处在申报“灯塔工厂”过程当中，这些工厂都达到了评选标准，有什么好的做法值得分享给大家？

郑弘孟：我觉得还是应该回归到基本工作，数字化没那么神奇。首先设备要上网，然后提升效率和自动化，做到数字化、自动化和联网化三个务必，这是执行纪律，不是什么秘诀。

数字化必须是总裁工程，才能把基本工作做好，真正提升效率。以前我们讲ABC（AI人工智能、Big Data大数据，Cloud Computing云计算），然后找D（Domain场域），建 E（Evidence实例）。有了公司领导层的支持跟信任，然后不断执行，把执行纪律给激发出来，数字化就会产生很高的效益。

我们最近看到就算传统产业，也是可以通过数字化实现升级。如果把生产场域变得像咖啡厅，让新生代加入，我觉得这是执行者可以另外思考的一个路径。

侯文皓：您提到ABCDE，能展开跟大家讲讲吗？

郑弘孟：什么是工业互联网？我们有一个ABCDE的逻辑，A是Analytic分析，或者是Artificial Intelligence人工智能， B是Big Data大数据，C是Cloud Computing，互联网公司都具备ABC这三个功能。所以ABC是互联网的基本所在，这也说明了富士康当时打包叫“端网云”+工业互联网，端网云加起来就是ABC，工业互联网其实就是SAAS。

D是domain（场域），工业一定要往domain那里去，CNC、焊接、组装、包装都是domain， D是domain，E是evidence（实例）。前阵子我去了东莞邀请一家网通产业的包装品公司，看到了我在做的机顶盒的包装，（过程）没有人。我们机顶盒的包装，模拟得（自动化操作）跟手指头一样。他看到了，相信了。所以我特别提出evidence。

侯文皓：非常全面非常形象，ABCDE提炼了数字化转型的五大要素。我们之前访谈了不少高层领导，很多提到整洁安静的工厂环境很重要，有CEO说希望未来的工人将是非常有尊严的，数字化将是非常好的一份工作。

您前面提到咖啡厅这个概念，在您心中，比方说3年5年，尤其是制造类的企业，通过数字化会成长成什么样子？

郑弘孟：西方企业最强的是什么？标准化最强。要做到标准化，就要做到流程化跟系统化。回到咖啡厅，星巴克一杯咖啡可以卖全世界，因为它做了标准化，真正支撑标准化的是它的流程。星巴克咖啡机摆设的流程顺序都一样，只是操作的 hand-over（手工作业）的工时可能有所差异，所以当它有流程化以后，再把供应链，品质的控管整合成一个系统化的管理，最后就标准化了，全球各地都可以应用。

中国企业也需要这样做，企业主一定要重视流程化、系统化，最后才能标准化，然后才有智能化。这是有别于数据化、网络化或者自动化，因为流程系统不一定都要用自动化。

我们帮一家电动车企业做数字化，这个过程中我也学了蛮多东西，原来建一个车厂，10万台是基本产能，因为经验法则表明，10万台是比较好管理的，但是不是能够达到10万台？这里数字化管理就很重要了。这个车厂全部产能只能做到6万台，我们的团队帮它全部数字化，然后开始做可视化。可视化有两重意义，第一是流程的充分衔接，能够看到效益，比较合理的效益，第二就是管理效益。因为看得见，员工对数字化的目标就很清楚了，因为复盘时有数字了，就能避免模糊地带或者争议。这家企业很厉害，没有通过去盖一个新工厂，而是用数字化把产量从6万台提升到10万台，里面也加了一些设备的自动化提升。没有多大的投入，效率增加了60%多。

中国大陆是全世界新能源车的领先者，这是一个很大的产业，而且市场还不断扩大，如果全国几十家车企都做起来，那么上面这些的重要性就不言而喻了。

侯文皓：如您所说，“灯塔”是一个持续转型的过程，没有终点站。往前看三五年，工业富联在数字化转型方面有哪些比较重要的事情去推？要持续去做？

郑弘孟：有三个方向。第一，持续在能源管理上下功夫。作为全球性的制造企业，工业富联大量使用能源来加工，因此对新能源持续开发，以及能源管理的数字化，是很重要的方向，我相信其他企业（也会表示赞同）。

第二，尽快建立生态。把更多的供应链，更多的生态结合起来，变成一个趋势，这是工业富联接下去3~5年要更加努力去做的。

第三，挖掘机器人化的生产空间。现在造车的也在造机器人，其实车子就是趴在地上的机器人，从过去的自动化生产到智能化生产，很快会转向机器人化的生产。这一点跟前面两点有关系，就是怎么样与生态链的重构去结合，还有新能源的重构，这是我们未来3~5年要很注意的一个发展方向，特别是全世界都在重视能源使用跟碳排放的管理。

我认为未来3~5年，能源与资金最贵。所以要尽快做到从数字化到智能化，要赶快建立一个生态，能够做到机器人化。

侯文皓：工业富联有一些高度自动化的产线已经黑灯化了，业界都很关心未来还会有什么黑科技，帮助目前投入回报不太理想的工艺流程实现自动化？

郑弘孟：在仓储物流化的管理这一块，制造型企业多半很喜欢管到车间，其实用人更多的是在库房，你有时候很难衡量到底多少人是合理的。我管过产线，如果把先进的机器人技术导到库房，然后导到物流，我觉得未来这是趋势，而且不应该只是E-commerce（电商）的工作。

我相信，知名企业比如顺丰的机器人化程度很高，像京东的物流，像阿里的淘宝，都有类似的（应用）。但是企业本身也需要把这一块做起来，未来可以有更大的进展，然后更有效地把系统化建立起来，朝向智能化跟机器人化发展，有了这些你才有基础。

侯文皓：最后一个问题，您作为“灯塔”企业一把手，可否为正在数字化转型的企业分享一些忠告和建议？

郑弘孟：有三件事情要去做。第一，一定要积极推动物联网技术，才有办法达到EHS、ESG的目标。第二，不能只想到自动化，还要做到机器人化。如果工业不推动这个，谈服务型机器人有点远。第三，赶快推动业务的转型，新能源的时代来了，对于企业的经营，还有产业一定会产生重构的效应。今年我考察了几个地方，感受特别深，现在新能源很多种，包括核能、微型的新核能、风能、水电，太阳能，以及氢能都是新能源。

这三件事情我提醒各家企业一定要一起来推动，工业富联现在就很急着在做这些。

侯文皓：非常感谢郑总今天的分享，为我们带来了数字化转型的初心，数字化转型的诚心，也为前行的企业树立了信心。再次感谢郑总的宝贵时间，今天的访谈就到这里。

翻译：

The Global Lighthouse Network Initiative, led by the World Economic Forum and conducted in conjunction with Mackenzie, represents the highest level of smart manufacturing and digitalization in the global manufacturing industry today. The selected “Lighthouse Factory” is also a model of “digital manufacturing” and “Industrialization 4.0” demonstration. As early as January 2019, the “Flexible assembly operation Smart Factory” of Industrial Fulian Shenzhen has been selected as the “Lighthouse Factory”. Foxconn Industrial Internet Co., Ltd. is the world’s leading intelligent manufacturing and industrial Internet overall solution service provider.

At present, Foxconn Group has four “lighthouse factories”, steadily promote the digital strategic transformation, and constantly explore the standardization system construction of “lighthouse factories”, committed to copying and promoting the overall solution of “lighthouse factories”, and help build benchmarking factories in various industries.

Recently, McKinsey Global Managing Partner Hou Wenhao conducted an interview with Mr. Zheng Hongmeng, Vice Chairman and Chief Executive Officer of Industrial Fulian. As the core decision maker of IFUlian, Mr. Zheng led the construction and development of the Ifulian platform and promoted the successful transformation of this large enterprise into a science and technology service business. We hope that the successful experience of the leaders can serve as a beacon for their manufacturing peers and illuminate the future of intelligent manufacturing.

Hou Wenhao: It is a great honor to have Mr. Zheng with us today. First of all, it is the old problem of the original intention of digital transformation.

What is the original intention of Industrial Fulian to transform and upgrade from a traditional manufacturing enterprise to a digital direction?

Zheng Hongmeng: The purpose of digitalization is nothing more than to achieve intelligence, reflected in the improvement of efficiency, cost control, and quality monitoring and so on. Digitization itself is a means, so how can digitization be implemented and become an indispensable means or tool for manufacturing companies, or other companies?

Especially when you’re trying to scale, it’s hard to measure without an effective set of digital management tools. We often talk about how to be smart. smart needs to be specific, measurable, achievable, result-oriented, and measurable, but also time.

Why does Industrial Fulian want to build a lighthouse factory? We believe that although there are many digital means, such as the five T’s, including data acquisition DT, AT, PT, OT and IT, the “lighthouse factory” can make the digital transformation more focused, like sailing in the vast sea, if there is no lighthouse (guidance), it will be easy to get lost. The Lighthouse Factory can express the speed, timing, and extent of digitization.

In addition, I would like to make it clear that today, the “lighthouse factory” is a function that iterates over time and to varying degrees. This goal is very specific, has a very clear specification, and at the same time, keep pace with The Times, and constantly iterate. So in addition to Lighthouse Factory 1.0, we have been working on Lighthouse Factory 2.0.

Hou Wenhao: Just now you talked about digitalization as a tool to help enterprises do smart, good business work.

What kind of problems does the digital transformation want to solve for Foxconn itself, or for Industrial Fuilian?

Zheng Hongmeng: Of course, digitalization is to solve the problem of efficiency and solve the problem of operational competitiveness, which is the fundamental of enterprise management. But how do you convince people to do it? It’s a question I’ve been thinking about.

You know that business needs people and technology, how to get people to drive technology, how to turn technology into products, how to build a platform to manage products, and finally go to market. These elements have to be gradual and eventually synchronized so that you create a singularity and digitise it for benefits, not just the atmosphere. In particular, we are promoting digital as a business, not just ourselves. Of course, when it was listed several years ago, it was said that it was “first to protect oneself and then to benefit the world.”

Selected as “Lighthouse Factory” for more than 4 years, we have also done a lot in other industries, including sanitary equipment and automotive industries.

In my opinion, the most important thing is to make digitalization into a faith, and to cultivate talents by combining the five T’s, so the cultivation of talents and the formation of faith. Digitization must be the faith, to become the civilization, the civilization of company progress. My approach is very simple, POC (pilot proof of concept), from the inside. [For example] in the past year we have made a big push on fire safety, all managed by digital imaging on the platform.

Digitization and platforming have contributed a lot, (following) the logic of 1 plus N, we first do 1 well, and then spread around the concentric circles. I also share with other companies that you don’t have to spread it big all at once, step by step, make a concentric circle, POC, continue to expand, and you will see the results of digital. Our operating costs, profitability and talent have all improved significantly through digitalization.

Hou Wenhao: You just talked about a lot of very good points, including the logic from 1 to N, and after setting up some successful POC, others will see it, and then believe it, and then change the belief of a person or organization.

So in the process of transformation, what makes you feel uneasy, and how to overcome the difficulties?

Mr. Cheng: It is very important for individuals, teams and companies to form digital beliefs. Usually we do digital, in addition to IT but also the Internet of things, such as machine Internet. In the last three years, our server market share has exceeded 40% of the world, every device is connected, and our people and machines are “connected.” Why can’t many companies do it? Because man and machine do not “interact”.

In other words, for IT and OT to work together, there needs to be a bond. How to integrate it within the enterprise, the willpower of the organizer is very important, as I have created many scenarios and topics in order to promote these things, you must do. We established DMS (Digital Manufacturing System) internally, successfully combined the production data of servers and network products on one platform, and then established many different databases, so it is easy for us to copy, which is the combination of talent and technology. The person in charge is important, and the leader [must] pay attention to it.

Hou Wenhao: Project leader.

Zheng Hongmeng: Must be a leader, can not be bottom-up (from the bottom to the top), must be top-down (from the top to the bottom), after the top-down promotion, the subordinates have an interest, have achieved results, will change from 1 to N. The issues I’m trying to address, the convergence of talent and technology, and the understanding of the benefits of digital, I think a lot of business owners are facing these situations.

Hou Wenhao: Is there any good case, or the harvest in digital transformation, please also share with Mr. Zheng.

Mr. Cheng: Foxconn has been selected for four “beacon factories,” which demonstrates our digital capabilities. WEF has certain certification standards –

Hou Wenhao: “Lighthouse Factory” has very strict certification standards, and now the requirements are getting higher and higher.

Cheng Hongmeng: I think it is very important to promote this issue is to set the target and then put manpower into it. In addition to the lighthouse factory, there are some commonalities that can be done first. In recent years, despite the impact of the epidemic, we have been the first to restore production and reach the level of productivity before the epidemic. The most important thing is digitalization, which allows me to grasp the data of each factory in real time, and then help managers make decisions immediately. That’s number one.

Second, the digitalization of industrial safety, we have introduced a large number of sensors to do safety prevention and control. It has a standard, how do we reduce things like Behavior Base Safety (behavior based security violations), BBS import, in fact, it’s all about data.

Third, the digitization of environmental security, which is very specific, we all import image monitoring to manage the compliance standards of these fields.

Fourth, energy management.

For electricity consumption and carbon emissions, in addition to planned energy conservation, we also have a carbon emission calculator, which is also digital. So we can set a very aggressive target for when we’re going to be carbon neutral, when we’re going to be zero carbon, and then we’re going to monitor the use of electricity, and these are some of the concrete results that we’ve had over the last year or so.

(Finally), the manufacturing industry in the world is now facing a shortage of people, even if we have a large population in China, there is a shortage of workers. Because the tertiary industry is very developed, how to keep the primary industry and the secondary industry well has always been the foundation of the country and the foundation of the industry. In the human management, with some intelligent methods to solve the problem.

Hou Wenhao: Many factories of Foxconn Group are also in the process of applying for “lighthouse Factory”, and these factories have met the selection criteria.

What good practices are worth sharing with you?

Mr. Cheng: I think we should go back to the basics. Digital is not that magical. First of all, the equipment should be connected to the Internet, and then improve efficiency and automation. So that the three must be digital, automation and networking, which is the implementation of discipline, not what secret.

Digitization has to be a CEO project to get the basics right and really improve efficiency. In the past, we talked about ABC (AI artificial intelligence, Big Data, Cloud Computing). And then found D (Domain field) and built E (Evidence instance). With the support and trust of the leadership of the company, and then the continuous implementation. And the implementation discipline to inspire, digitalization will yield high benefits.

We have recently seen that even traditional industries can be upgraded through digitalization. If the production field becomes like a coffee shop, let the new generation join. I think this is a path that the executive can think about differently.

Hou Wenhao: You mentioned ABCDE, can you tell us more about it?

Mr. Cheng: What is the Industrial Internet? We have an ABCDE logic, A is Analytic analysis, or Artificial Intelligence, B is Big Data, C is Cloud Computing, Internet companies have ABC three functions. So ABC is the basic location of the Internet, which also shows that Foxconn was packaged called “end network cloud” + industrial Internet, end network cloud is ABC, industrial Internet is actually SAAS.

D is domain (field domain), the industry must go to the domain, CNC, welding, assembly, packaging are domain, D is domain, E is evidence (examples). A while ago, I went to Dongguan to invite a Netcom industry packaging company. And saw the packaging of the set-top box I was doing, (process) no one. The packaging of our set-top boxes is as analog as a finger. He saw it, he believed it. So I specifically present the evidence.

Hou Wenhao: Very comprehensive and very graphic, ABCDE has refined the five elements of digital transformation. We have interviewed many senior leaders before, many mentioned the importance of a clean and quiet factory environment. And some ceos said that they hope that the workers of the future will be very dignified. And digital will be a very good job.

You mentioned the concept of coffee shop earlier, in your mind, for example, in 3 years and 5 years, especially manufacturing enterprises, how will they grow through digitalization?

Mr. Cheng: What is the strongest thing about Western companies? Standardization is the strongest. To achieve standardization, it is necessary to achieve process and systematization. Back to the coffee shop, Starbucks can sell a cup of coffee all over the world because it has standardized. And what really supports standardization is its process. Starbucks coffee machine layout process order is the same, but the operation of hand-over (manual work) hours may be different. So when it has a process, and then the supply chain, quality control integrated into a systematic management, and finally standardized, can be applied around the world.

Chinese enterprises also need to do so, business owners must pay attention to process, systematization, and finally standardization, and then intelligence. This is different from digitization, networking, or automation, because process systems do not necessarily need to be automated.

We help an electric car company to do digital, this process I also learned a lot of things,

the original build a car factory, 100,000 units is the basic capacity, because the rule of thumb shows that 100,000 units is better managed, but not able to reach 100,000 units? This is where digital management is important. The total capacity of this car factory can only be 60,000 units. And our team helped it all digitize and then started to do visualization. Visualization has two meanings, the first is the full connection of the process, can see the benefits, more reasonable benefits, and the second is the management benefits.

Because they can see, employees are clear about the goal of digitization. And because they have numbers when reviewing, they can avoid ambiguities or disputes. This company is very powerful, not by building a new factory. But by digitization to increase production from 60,000 units to 100,000 units, which also added some equipment automation. Without much investment, efficiency increased by more than 60%.

Mainland China is the world’s leader in new energy vehicles, which is a large industry. And the market continues to expand, if dozens of car companies in the country are doing. Then the importance of the above is self-evident.

Hou Wenhao: As you said, “Lighthouse” is a process of continuous transformation, and there is no terminus.

Looking forward three to five years, what are the more important things to push in digital transformation? Do you want to keep doing it?

Mr. Cheng: There are three directions. First, we will continue to work on energy management. As a global manufacturing company, we use a lot of energy for processing. So the continuous development of new energy and the digitalization of energy management are very important directions. And I believe other companies (will also agree).

Second, establish ecology as soon as possible. The combination of more supply chains and more ecology has become a trend, which is what Industrial rich Union will work harder to do in the next 3 to 5 years.

Third, explore the robotized production space. Now the car is also building robots, in fact, the car is lying on the ground robot. From the past automated production to intelligent production, will soon turn to robotized production. This point is related to the previous two points. That is, how to combine with the reconstruction of the ecological chain. As well as the reconstruction of new energy, which is a development direction that we should pay great attention to in the next 3 to 5 years. Especially the world is paying attention to the management of energy use and carbon emissions.

I think energy and capital will be the most expensive in the next 3-5 years. Therefore, it is necessary to achieve from digital to intelligent as soon as possible. And it is necessary to quickly establish an ecology that can be robotized.

Hou Wenhao: Some highly automated production lines of Industrial Fulian have been blacklighted, and the industry is very concerned about what black technology will be used in the future to help automate the process whose return on investment is not ideal at present?

Zheng Hongmeng: In the management of warehousing logistics, most manufacturing enterprises like to pipe to the workshop. In fact, more people are in the warehouse, you sometimes difficult to measure how many people are reasonable. I’ve been in charge of the production line. And if you bring advanced robotics to the warehouse and then to the logistics. I think this is the trend in the future, and it shouldn’t just be an E-commerce job.

I believe that well-known companies such as SF Express have a high degree of robotization. Like Jingdong logistics, like Ali’s Taobao, all have similar (applications). But the enterprise itself also needs to do this piece, the future can have greater progress. And then more effectively establish the system, toward the development of intelligence and robotics, with these you have the foundation.

Hou Wenhao: Last question, as the head of the “Lighthouse” enterprise, can you share some advice and suggestions for enterprises that are undergoing digital transformation?

C.h. Cheng: There are three things to do. First, we must actively promote the Internet of Things technology in order to achieve the goals of EHS and ESG. Second, it’s not just about automation, it’s about robotization. If industry does not promote this, it is a bit far to talk about service robots. Third, promote the transformation of the business as soon as possible. The era of new energy is coming. And it will have a restructuring effect on the operation of enterprises and industries. This year, I visited several places and felt deeply that there are many kinds of new energy sources. Including nuclear energy, micro new nuclear energy, wind energy, hydropower, solar energy, and hydrogen energy.

These three things I remind companies must be together to promote, industrial rich Union is now very urgent to do these.

Hou Wenhao: Thank you very much for Mr. Zheng’s sharing today, which has brought us the original intention of digital transformation. The sincerity of digital transformation, and also established confidence for enterprises moving forward. Thank you again for your time. That’s all for today’s interview.

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