化學產業提供各式各樣的產品與服務以維持全球經濟發展，但同時也消耗大量原物料資源與能源。化學產業目前正面臨巨大壓力要轉型成為精實企業，不僅要能執行傳統的精實製造理念，更要推動新興的數位化和永續發展競爭策略，這些都是全球化學公司在未來市場競爭和發展所必需具備的核心能力。然而在實務上卻很少看到化學公司成功進行企業轉型的個案，以至於獲取這些企業轉型的案例細節，幾乎已成為不可能的任務。因此，對於化學產業如何進行精實企業轉型的嚴重缺乏了解，為本研究提供強大的研究動機；本研究運用開放組織架構框架（TOGAF），對一家大型跨國化學公司的實際企業轉型個案，進行深入個案研究並萃取該公司建構精實企業所採用的架構框架與模型。 個案研究從建立精實企業架構框架原則開始，確定受營運轉型影響的組織與部門，接者進入願景階段，考量所有利害關係人的永續發展價值與營運驅動力，創建企業使命、營運策略和目標。然後針對精實企業架構依序發展三種架構框架：用於核心業務領域的營運架構、用於應用程序和數據的資訊系統架構、及用於數位化技術的技術架構。最後進行差距分析以識別現有架構和目標架構的主要差異，並啟動移轉計劃分析轉型的潛在成本與風險及需要因應的行動方案。本個案在研究過程，兼顧精實製造以人為本的持續改善企業文化並應用數位化技術進行企業架構的流程優化，目的在於促進全球化學產業達成聯合國永續發展目標。 本研究在企業永續轉型領域的主要貢獻為：（一）、對於計畫進行類似企業轉型的化學公司，提供客製化的精實企業架構框架，可作為化學產業進行企業轉型參考藍圖。（二）、協助化學產業建立整合精實製造、數位化、永續發展的精實企業模型，以瞭解並掌握精實製造、數位化和永續發展之間錯綜複雜的動態關係。;The chemical industry has sustained the development of global economies by providing an astonishing variety of products and services, while also consuming massive amounts of raw materials and energy. Chemical firms are currently under tremendous pressure to become lean enterprises capable of executing not only traditional lean manufacturing practices but also emerging competing strategies of digitalization and sustainability. All of these are core competencies required for chemical firms to compete and thrive in future markets. Unfortunately, reports of successful transformation are so rare among chemical firms that acquiring the details of these cases would seem an almost impossible mission. The severe lack of knowledge about these business transformations thus provided a strong motivation for this research. Using The Open Group Architecture Framework, we performed an in-depth study on a real business transformation occurring at a major international chemical corporation, extracting the architecture framework possibly adopted by this firm to become a lean enterprise. This comprehensive case study resulted in two major contributions to the field of sustainable business transformation: (1) a custom lean enterprise architecture framework applicable to common chemical firms making a similar transformation, and (2) a lean enterprise model developed to assist chemical firms in comprehending the intricate and complicated dynamics between lean manufacturing, digitalization, and sustainability.
