At 7:30 a.m., inside the Intelligent Manufacturing and Assembly Division of The Sixth Engineering (Xiamen) Co., Ltd. of CCCC Third Harbor Engineering Co., Ltd., Chief Engineer Rao Qing eagerly opened his phone as soon as he arrived at the office. Through the “Smart Office” platform, he quickly approved three “Pending Production Issues for Resolution” submitted by the Engineering Management Department the previous night.
Meanwhile, Deputy Director Yang Zhenquan, in charge of the Material and Equipment Management Department, approved the procurement plan list reported by the Engineering Management Department. Deputy Director Hong Chun, overseeing the Engineering Management Department, gained a clear understanding of the production progress of existing projects in just 15 minutes. He promptly arranged the day’s production tasks and coordinated site scheduling.
This scenario exemplifies the daily transformation brought about by the comprehensive implementation of the “Smart Office” platform in the Intelligent Manufacturing and Assembly Division this year. “This is not just paperless office work; it is a powerful grassroots practice in solidifying assets,” said Rao Qing.
In 2022, the company’s original prefabrication yard and electromechanical engineering department were reorganized and merged. Driven by “intelligence” as the engine, the division was renamed the Intelligent Manufacturing and Assembly Division, tasked with the important mission of “reform and reshaping.”
As the reform and breakthrough of the Intelligent Manufacturing and Assembly Division rapidly progressed, internal departmental integration, position adjustments, and personnel reassignments were successively completed.
At that time, all department heads faced piles of materials awaiting approval daily, including technical plans, quality management plans, construction plans, and even employee leave requests. Rao Qing sighed helplessly, “Employees were waiting for approvals from higher levels, and as they waited, it led to inertia and delay.”
The “old-fashioned” work modes and processes clashed strongly with the primary positioning of “intelligence” in the Intelligent Manufacturing and Assembly Division. Creating a digital office platform capable of covering four production bases and nearly 200 employees became an urgent priority.
With the support of the “Secretary-Led Project,” the “Smart Office” platform was put on the agenda. Nine functional departments and four production bases collaborated closely, following institutional, management system, and standardization requirements while integrating grassroots production and management needs. In just over three months, they addressed vertical process bottlenecks and horizontal collaboration challenges.
After more than a year of development, the “Smart Office” platform made its stunning debut.
As the first project under the “Accelerated Action for Digital and Intelligent Transformation,” the “Smart Office” platform leveraged the boundless opportunities brought by information technology and AI empowerment. It achieved mobile, online, and paperless business workflows, enabling one-click direct access to the execution layer and providing all employees with a more efficient and precise digital office experience.
“Since the platform’s launch, our work mode has been completely transformed. This is the speed and efficiency we should have today,” said a young equipment administrator, Shi, excitedly.
Within the nearly 600,000 square meters of production area across the four major bases of the Intelligent Manufacturing and Assembly Division, there are nearly 700 sets of equipment, including large-tonnage gantry cranes and other lifting equipment, plate rolling machines, roller frames, CNC cutting machines, and axle vehicles. Issues such as extensive equipment management, outdated methods, and insufficient effectiveness had long persisted.
In 2024, driven by the work of “optimizing existing assets and solidifying assets,” the Material and Equipment Management Department initiated the “One Machine, One File, One Code” reform. A unique QR code “electronic ID” was generated for each piece of equipment and displayed both on walls and the machines themselves. This ID contains comprehensive information, including the equipment’s name, model, inspection reports, and other full-process details.
Simultaneously, the “Smart Office” platform integrated management functions such as equipment repair requests, inspections, records, transfers, and the “One Machine, One File, One Code” system. Notably, the QR code scanning repair request feature became a key highlight in optimizing the equipment repair process, significantly improving fault reporting efficiency and providing strong support for timely maintenance and stable equipment operation.
“Management philosophy, methods, and modes have been fully updated, significantly enhancing overall execution. With 700 sets of equipment each having its own code and scheduled maintenance reminders, the equipment remains in good condition, reducing many safety hazards,” reflected Xu Weihong, the equipment management lead.
Every department has benefited from the “Smart Office” platform.
The Engineering Management Department built a project information database on the platform, enabling headquarters management to directly access production bases and monitor real-time production information. This achieved seamless integration from project acquisition, detailed scheduling, production, to supply, forming a new pattern of coordinated development in production and quality management. The Comprehensive Management Department moved tasks such as office supplies procurement, asset management, meal requests, and meeting management entirely online.
Applications for labor, personnel transfers, and handover procedures at various bases were processed orderly, achieving standardized personnel management. Features like system announcements and birthday reminders added fun to office work, enhanced employees’ sense of belonging, and boosted their motivation.
From contract signing and drawing refinement to zero-number lists, material requirement plans, and daily engineering reports, data was integrated from the source. Departments collaborated efficiently, and convenient statistical data display functions provided strong support for decision-making. The AI assistant, with features like task assignment, ensured clarity in task allocation, accountability, and guaranteed that “every task is addressed and every matter receives a response.”
High-quality execution is built through every breakthrough. On the journey toward high-quality development, the Intelligent Manufacturing and Assembly Division has boarded the “smart express train” and is steering toward a clear direction of transformation.
Content provided by Lai Dandan
