本研究以臺灣某鋼筋加工廠為個案，探討其推動智慧製造轉型之規劃歷程、導入機制與營運成效，並分析智慧轉型對傳統工程導向加工產業之管理模式與營運結構所產生之影響。研究採單一個案研究法，透過文獻探討、現場觀察、內部營運資料與系統報表分析，建構智慧轉型成效評估架構，並以導入前後一定期間之平均營運資料進行比較分析。
研究結果顯示，智慧轉型之影響呈現由內而外之遞進關係。首先，資訊即時性構面改善最為顯著，任務狀態同步時間與異常處理時效大幅縮短，資訊流由延遲回報轉為即時更新，重塑決策節奏與管理模式。其次，生產效率與人力效能構面隨資訊整合而逐步提升，設備稼動率、派工達成率與人均產出效率同步改善，且產出提升並未伴隨規模擴張，顯示效率來自既有資源配置優化。人力面向則呈現工時下降與跨站協作提升之能力結構轉變。最終，內部流程穩定性進一步外溢至顧客服務層面，準時出貨率與客戶滿意度提升，展現智慧轉型之市場價值具有漸進與累積特性。
本研究進一步與數位轉型與Industry 4.0相關理論進行對應，指出資訊整合為智慧轉型之基礎機制，而技術導入需結合組織調整與管理能力建構，方能轉化為營運績效。相較於多數聚焦大型企業之研究，本研究提供傳統中小型加工產業之實證案例，補充智慧製造於低數位成熟度情境下之轉型路徑，對實務界與學術研究均具參考價值。

This study investigates the digital transformation process of a rebar processing plant in Taiwan, focusing on its implementation mechanisms, operational impacts, and managerial implications. Adopting a single-case study approach, the research integrates literature review, field observation, internal operational records, and system-generated data to construct a performance evaluation framework. A comparative analysis was conducted using averaged operational data from pre- and post-implementation periods to assess structural changes while minimizing short-term fluctuations.
The findings reveal a progressive transformation pattern from internal operational improvements to external market performance. Information responsiveness exhibited the most significant improvement, with substantial reductions in task synchronization time and anomaly handling duration. The transition from delayed reporting to real-time updates fundamentally reshaped decision-making rhythms and managerial control. Subsequently, production efficiency and workforce effectiveness improved as a result of enhanced information integration. Increases in equipment utilization, task completion rates, and per capita productivity were achieved without large-scale expansion of labor or equipment, indicating that efficiency gains stemmed from optimized resource allocation rather than scale enlargement. Workforce outcomes further reflected structural capability upgrading, characterized by reduced overtime and increased cross-functional collaboration. Ultimately, improvements in internal process stability extended to customer service performance, as evidenced by higher on-time delivery rates and customer satisfaction, suggesting that the market value of digital transformation accumulates gradually over time.
By aligning the findings with digital transformation and Industry 4.0 theories, this study highlights that information integration serves as the foundational mechanism of smart transformation. Technological adoption must be accompanied by organizational adjustments and managerial capability development to translate digital investments into sustainable operational performance. Unlike many prior studies focusing on large enterprises, this research contributes an empirical case from a traditional small-to-medium-sized processing industry, enriching the understanding of digital transformation pathways in low digital maturity contexts.

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