香港自動化科技協會 專刊 (香港工業總會轄下第32分組)

There is a way of managing reform in the Group.When the Reform and Development Committee identified and endorsed a particular solution, the management would assign a Project Manager to lead the relevant task force and spearhead of the reform. With hands- on experience in encountering the operational pain points, project managers were pivotal in bringing in solutions specifically. This also served as a good opportunity for staff development, as Mr Wong said, ‘It’s like a right-handed person sometimes uses and trains the left hand.’ The task force would have the internal IT support, and cooperate with business partners including suppliers and research institutions for innovative technologies. The Group took this innovative approach further in its diamond business. Chow Tai Fook was a pioneer to introduce the T MARK diamond with 4Ts concept: Traceable, Transparent, Truthful and Thoughtful. By inscribing each diamond with a set of unique serial numbers through its patented nano-inscription technology, the Group made the processes of diamond procurement, cutting, polishing, marking, authentication, design and production transparent to customers. Customers can also use the mobile app to record the digital certificates and product information for their collection of diamonds, which creates customer confidence and increases brand value. At the time of reform, it was not a simple question to calculate ROI with traditional approach. The management of Chow Tai Fook, rather, looked at a few key factors to ensure that they were on the right track: • Human resources would become increasingly scarce and costly; • There would be more room for company development by increasing efficiency and reducing inventory costs; • The unified system for ‘Procurement, Sales and Inventory’ would enable them to satisfy market needs. The Group did not pursue technology for its own sake, but to address specific pain points in operations. Communication with frontline staff was also enhanced to help them transform working skills, making the reform smooth and a worthy investment. 這套思維也見於他們在鑽石業務方面的新猷。在鑽石首飾行 業中，周大福領先行業推出了 T MARK 鑽石的 4Ts 概念—可尋 (Traceable) 、可知 (Transparent) 、可信 (Truthful) 、可頌 (Thoughtful) ， 以獨家研發的納米加工專利技術為每顆美鑽賦予一個可追溯的專 屬編碼，向顧客披露 T MARK 鑽石由採購、切割、打磨、鑒證、印 記、設計至製造等歷程都透明公開。顧客更可以通過手機應用程 式管理鑽石証書及記錄產品資料，讓品牌給予消費者更大信心和 價值。 改革時，管理層難以用傳統方法去計算投資回報。但周大福管理 層思考過幾個大問題，認為這個整體方向正確： • 人力資源供應會越來越緊張，成本會上漲； • 提升效率，降低存貨成本，就能提升發展空間； • 統一「購、銷、存」系統，將會令他們更貼近市場需求； 這些高科技變革不是為做而做，而是務實地解決業務上的痛點， 也著重與前線員工的溝通，幫助他們轉型。所以改革推行得較順 暢，投資物有所值。 Looking into the Future 展望將來 Traditionally, the jewellery industry used to forecasting sales for production volume based on experience and observation. Now, armed with big data, Chow Tai Fook is working towards ‘Sales-based Production’as a goal.In the future of reform,they can also see artificial intelligence (AI) coming into play for business analysis, which allows the Group to respond more quickly to the market demand. One lesson learnt from these amazing reforms is that ‘Companies should look for a long-term sustainability and invest in the future’. We, as a part of the industry, are pleased to observe these as emerging trends and look forward to seeing these come to fruition. 傳統以來，珠寶業界靠經驗和觀察預測銷售，來決定貨品的生 產量；現在有了大數據作支持，周大福朝著「以銷定產」的目 標努力，以市場需求為依歸。循著技術更新和營運改革的這條 「長尾巴」看下去，未來將會在業務上將有更多領域會使用人 工智能 (Artificial Intelligence) ，以 AI 幫助他們作業務分析，更貼 近市場需求。 這場變革讓我們明白，企業要盡量放遠眼光，不斷思考可持續 發展，投資未來。我們都樂見業界推動創新，一起進步。 27 Connecting Practitioners 業界專訪