制造业是我国国民经济的重要组成部分，对我国国内和国际供应链体系起着至关重要的作用。制造型企业中生产管理面临长尾市场的小批量、多品种需求的交货压力，内部管理又遇到人力资源、生产技术、公司战略方面的挑战，迫切需要通过数字化技术对生产过程进行赋能，以实现长期有效的增长。然而，当前对这一问题的研究并不全面。一方面制造企业种类众多，不同企业的主要业务、面临的环境、拥有的资源千差万别，相关研究的覆盖范围有限。另一方面，当前研究更多的关注人力资源、财务等独立系统的数字化转型问题，而对制造业企业最核心的生产部门的数字化问题探讨不足。本文以A公司生产部门的数字化转型为例，基于相关理论分析了A公司生产管理数字化的动因及现状。并在此基础上结合访谈内容对A公司生产部门数字化存在的问题进行了梳理。具体而言，A公司生产部门数字化存在的问题主要体现在战略性数字化思维的缺失、组织管理水平难以支持数字化以及业务与数字技术融合不足等三个主要原因。基于此，本文根据相关理论和研究提出了优化措施。本文认为A公司应当从战略、组织架构、协调方式、组织文化及业务流程等诸多方面采取措施，提升数字化水平。具体而言，应当提升数字化转型的战略性，不仅仅将其局限于生产部门。其次应当提升组织管理水平与数字化技术的适配度，提升组织的灵活性，对生产流程进行重塑并在文化层次进行变革以维持创新导向的组织文化，推动数字化的持续进行。此外，还应当加深数字技术的应用程度，设置专门的岗位负责技术应用方面的开发与员工培训工作。

The manufacturing sector constitutes a pivotal segment of our nation's economy, playing an instrumental role in both domestic and international supply chain systems. Manufacturing enterprises confront delivery pressures due to the long-tail market's demands for small batch sizes and varied products. Internally, efficiency is challenged by human resources, production technologies, and corporate strategic considerations. There is an urgent need to empower the production process through digital technologies to achieve sustained growth. Nonetheless, current research on this issue is not comprehensive. On the one hand, the diversity of manufacturing enterprises in terms of their primary business, environment, and resources ensures limited coverage in extant research. On the other hand, most studies focus on the digitization of isolated systems such as human resources and finance, neglecting the core production units of manufacturing enterprises. This paper uses the digital transformation of Company A's production department as a case study and based on relevant theories, examines the motivations and current state of Company A's production management digitization. This examination, combined with interview data, allows us to identify the challenges faced by Company A's production digitization. Specifically, the challenges stem primarily from the lack of strategic digitization thinking, organizational management levels that are not conducive to supporting digitization, and insufficient integration between business and digital technologies. Accordingly, based on relevant theories and research, this paper proposes optimization measures. It posits that Company A should enhance its digital transformation strategically, extending it beyond just the production department. Furthermore, it should elevate the congruence between organizational management levels and digital technologies, augment organizational agility, reshape production processes, and instigate cultural transformations to foster an innovation-driven organizational culture, promoting the continuous evolution of digitization. Additionally, there is a need to intensify the application of digital technologies by designating specialized roles to oversee technological application, development, and employee training.