The following five points are crucial. First, the transformation to a smart factory must genuinely address the pain points of the enterprise, rather than blindly pursuing digitalization or intelligent upgrades for their own sake. Second, when undergoing transformation and upgrading, enterprises should base their efforts on their own scale, equipment, and personnel capabilities, and avoid overreaching or taking overly aggressive steps. Third, within the smart factory, unified management of production line equipment and efficient collaboration across all departments in the production process should be achieved, optimizing on-site resource allocation. Fourth, adopt a long-term mindset: building a smart factory is an ongoing endeavor that represents a transformation of working models, requiring sustained financial support and continuous training for relevant employees to ensure the transformation is effectively implemented and delivers maximum impact. Fifth, cultivate a "smart factory-style" corporate culture to provide spiritual support for subsequent upgrades and transformations. Corporate culture manifests in every aspect of business operations; in a smart factory, decisions should be based primarily on "data" rather than merely following "management's directives," otherwise the smart factory will not fulfill its intended role. Alps System Integration (Dalian) Co., Ltd. is dedicated to combining the lean philosophy of Japanese enterprises with manufacturing site management, solving problems from a practical standpoint, and helping enterprises ensure that every step of reform in building a smart factory is grounded in reality.

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