Parts processing companies
Enterprises that need to undertake drawing inquiries, non-standard quotations, production progress and quality delivery
01 SOLUTION / Manufacturing digitalization
Connect Manufacturing from Inquiry to Delivery
Serving corporate customers nationwide
For parts processing, multi-variety, small batch and order-driven manufacturing enterprises, it connects customer needs, quotations, orders, procurement, production, quality inspection, delivery and operating data into executable and traceable business links.
Manufacturing Digitalization
What is manufacturing digital transformation?
Manufacturing digitalization connects data, workflows and roles around order fulfillment. Start with a measurable bottleneck, such as slow quotes, unclear order status or purchasing handoffs, then expand after validation.
Ideal Fit
Who Is This Service For?
Whether it is suitable is not determined by the industry label alone, but depends on whether the business problem is clear, whether key data is available, and whether the responsible persons are willing to work together to change the process.
Order-driven manufacturing company
Enterprises that want to connect sales orders, material requirements, purchasing, production and delivery status
Multi-organization collaborative enterprise
Customers, sales, engineering, purchasing, workshop, quality inspection and finance use different forms or systems
Product Portfolio
Solve business problems with a live product portfolio
Each module can start independently or be connected incrementally by unifying data, identity, tasks and status. Link to the corresponding product and service page to view the capability boundaries.
Customer portal
Manufacturing platform and online quotation
Connect manufacturing capability display, drawing upload, 3D analysis, price calculation, manual review and order entry
Operations centerEnterprise Operations Platform
Unify customer, sales, order, supply chain, financial and operating data to form a main line of cross-department collaboration
data baseMaster Data Management
Unify product, material, process, customer, supplier, coding, price and permission rules
Transaction coordinationCustomer and Sales Management
Precipitate inquiry, business opportunity, quotation, contract, order, delivery and payment collection nodes
Performance coordinationSupply Chain Management
Connect demand planning, procurement, suppliers, inventory, logistics, quality inspection and acceptance status
Business end-to-end workflowFinancial and operating decisions
Let business documents form a credible basis for accounts payable, collection and payment, costs, profits and operating indicators.
Connected Workflow
Connect Business Signals to Results Review
The focus of process design is not to add steps, but to reduce information breakpoints, repeated entries, and no-one-responsibility status.
01
Demand entry
Completely collect drawings, materials, processes, quantities, delivery dates and quality requirements, and confirm data versions, responsible persons and missing items
02
Quotation review
Complete calculations, risk identification and manual review based on cost and process rules, and output traceable quotation versions and basis
03
Order collaboration
Unify contracts, orders, material requirements, production schedules and responsible persons to continuously synchronize changes and delivery status
04
Production quality inspection
Record key processes, production abnormalities, inspection results and release conclusions so that quality problems can be located, dealt with and tracked
05
Business review
Summarize order, delivery, cost, payment and profit data, review deviations based on unified indicators and formulate follow-up improvement actions
Delivery Roadmap
Verify value first, then expand system boundaries
Phased construction can control risks and also allow teams to calibrate data, processes and automation rules in real use.
Select a high-value breakpoint
Choose one measurable pilot, such as quoting, order visibility or purchasing. Record current performance, exceptions, roles and data sources. Agree on goals, owners, acceptance criteria and exclusions to keep scope under control.
Unify key data and responsibilities
Align customer, product, material, process and order data. Define owners, approvals, update times and exception handling, with ongoing maintenance and data-quality checks to keep departments working from consistent information.
Connect upstream and downstream processes
After the pilot stabilizes, connect sales, engineering, purchasing, production, quality and finance with shared data and clear owners. Rehearse delays, shortages, rework and interface failures before launch, with documented manual takeover paths.
Establish indicators and continuous optimization
Review delivery, exceptions, stock, costs, collections and profit against agreed targets. Assign follow-up actions, retain decision evidence, and define benefits, risks and stop conditions before the next investment.
Verifiable Delivery
Prove project value with verifiable deliverables
When there is no real customer authorization data, do not use empty cases to replace evidence. Each pilot first saves the current status baseline, then uses the same definition to accept the results, and keeps records of responsibilities, approvals, and exceptions.
Establish a baseline of current status
- Confirm current processes, positions and information breakpoints
- List sources of tables, systems, drawings and interfaces
- Determine quotes, deliveries, exceptions or cost baselines
Deliver a end-to-end process
- Limit pilot products, customers or order scope
- Clear rules, manual approval and exception handling
- Keep status, responsible person, time and version records
Review with the same definition
- Compare cycles and abnormal data before and after implementation
- Check whether key documents and processes can be traced
- Evidence-based decisions to expand, adjust or discontinue
Quantitative acceptance criteria
- Quote cycle The time when complete information enters and the quotation can be output for review
- Version traceability You can check the reason for modification, responsible person and time quotation ratio
- Delivered on time Proportion of orders completed according to confirmed delivery date to due orders
- Inventory differences Exception records between system quantity and inventory quantity
- Quality end-to-end workflow The time from abnormality discovery to responsibility confirmation, disposal and verification closure
- Cost visible Able to check the proportion of completed orders for materials, processing, outsourcing and gross profit
Enforcement boundaries and mutual responsibilities
The plan will not assume that all factories use the same set of processes, nor will it directly pursue "big and comprehensive" when data and responsibility standards are not yet clear. Automatic quotation, production scheduling or AI judgment need to be gradually verified based on real process rules, data quality and manual approval boundaries.
- The company provides real processes, data samples, responsible persons and acceptance criteria
- The implementer clarifies the system scope, interface dependencies, risks and deliverables
- Both parties jointly confirm whether the pilot results meet the conditions for expansion
FAQ
Customer FAQ
Clarify the decision-making boundaries of manufacturing digitalization projects around startup sequence, system reuse, data governance, project responsibilities, implementation scope and continuous operations.
Start by selecting business breakpoints that directly impact delivery, revenue, or costs. If the quotation takes a long time, you can start with the manufacturing platform and quotation process; if department coordination is confusing, you can first unify the main order line and basic data.
Not necessarily. The existing ERP can continue to assume stable financial or production responsibilities. The new solution should first identify the missing customer portal, cross-system collaboration, data analysis or automation capabilities, and then decide on the scope of integration, expansion or replacement.
Can be verified in stages. It is necessary to clarify materials, processes, equipment, quantity, delivery time, quality requirements and risk rules, and retain manual review and exception handling. Missing process knowledge cannot be left to model guessing.
Define baselines before implementation, such as quotation cycle, order delivery rate, abnormal closing time, inventory accuracy and number of repeated data entry, and use the same definition for comparison after the pilot.
There is no fixed period out of scope. The pilot process, data sources, interface dependencies, responsible persons and acceptance criteria should be confirmed first, and then a phase plan can be formed; after a process is verified, it can be decided whether to extend it to procurement, production, quality inspection, finance or operational analysis.
Yes. First determine whether the existing tool can still stably handle data recording or business processing, and then connect the new process through import, interface or phased parallelism; only evaluate replacement when maintenance costs, data quality or collaboration risks are unacceptable.
You can start with small-scale governance. First select pilot products, customers or orders, clarify required fields, data owners and update rules, verify that the data can support the process and indicators, and then gradually expand the scope.
A project leader who can coordinate business goals, resources and acceptance is required, with sales, engineering, procurement, production, quality inspection and finance each confirming the rules of this position. The technical team is responsible for implementation but cannot replace business responsibility.
It is not recommended to roll out once before the boundary is verified. You can first select a factory, product line or complete order link, confirm that the data, permissions, exception handling and acceptance indicators are valid, and then decide the expansion sequence based on reuse conditions.
Designate long-term owners for key data, processes and indicators, and regularly check exceptions, usage and business results; when rules or organizational changes occur, the system should be reviewed, tested and versioned before adjusting.
Start with a Manufacturing Workflow Bottleneck
First sort out the current processes, data sources, responsibility positions and acceptance criteria, and then decide whether to prioritize building business websites, operation management modules, or connecting to existing ERP, financial or production systems.