Amid the ongoing wave of automotive intelligence and electrification, safety—long regarded as a fundamental performance cornerstone—is being redefined. A leading intelligent automotive safety component manufacturer remains deeply rooted in the field of passive safety, with a strong focus on core products such as airbags. In response to surging orders, increasingly complex materials, limited space, and fragmented information, the company faces mounting pressure to break away from traditional manufacturing models. By embracing intelligent solutions, it aims to address dual challenges in production and logistics, significantly enhancing delivery efficiency and overall operational performance. Unclear Task Assignment and Low Collaboration Efficiency A disconnect between production planning and execution, coupled with unclear task assignment processes, leads to poor visibility over job priorities and resource allocation on the shop floor. As a result, collaboration becomes inefficient and response times are delayed, disrupting the overall rhythm of the production line. Disorganized Order Management and Heightened Delivery Risks The absence of a unified order management and traceability system results in delayed status updates and misalignment between material preparation and shipment schedules. This compromises delivery accuracy and erodes customer satisfaction. Inventory Backlog and Severe Resource Occupation Inefficient material flow and mismatches between replenishment and consumption create imbalanced inventory structures. The coexistence of excessive raw materials and stagnant finished goods not only consumes valuable warehouse space but also drives up management and operational costs. To address the above challenges, the company partnered with EFORK to develop a smart factory project that integrates raw material storage, production lines, and intra-factory logistics. The project centers on core equipment including an automated storage and retrieval system (AS/RS), conveyor system, and a PTL (Pick-to-Light) system. Material delivery is handled collaboratively by CTU robots and omnidirectional latent AGVs, enabling fully automated material picking and loading. Finished product dispatch is integrated with an automated packaging system, ensuring seamless information sharing and full traceability across the flow of raw materials, semi-finished products, and finished goods, as well as auxiliary materials. By reinforcing data integration, full-process automation, and site-wide digitalization, the factory has achieved real-time visibility and intelligent management, significantly improving operational efficiency and decision-making precision—paving the way toward high-efficiency intelligent transformation. In response to rising raw material prices and increasing labor costs, the manual picking process posed challenges such as frequent errors and low efficiency. To address this, EFORK implemented a solution combining the PTL system with CTU tote-handling...

To strengthen managers' understanding and mastery of Lean principles, elevate Lean management capabilities, and drive the deeper integration of Lean thinking into daily operations, EFORK submitted its annual Lean training plan to the Group's Lean Office. This comprehensive program, aligned with the company's annual goals, covers modules including 5S, Improvement Proposals, Lean Quality, Standard Work, and Performance Indicator Management. On the afternoon of June 7th, the inaugural "Lean Fundamentals Training" session was launched. Participants included supervisors and managers from all functional departments and the Production Center. The session was led by Ni Wensheng, Senior Supervisor from the Group Lean Office. Leveraging his profound theoretical knowledge and extensive practical experience, Mr. Ni began at the strategic level. He systematically outlined the evolution of Lean production, its core philosophy, and implementation roadmap, using real-world examples from the Group's years of Lean management practice. Focusing on the "Eight Key Modules" – 5S, Improvement Proposals, Standard Work, Flow Production, Equipment Maintenance, Quality Management, Operational Logistics, and Team Management – he analyzed their critical role in driving standardized site management, process efficiency, and visual operations. Mr. Ni emphasized that Lean management is fundamentally a systemic mindset requiring total employee participation and continuous improvement (Kaizen). It goes beyond mere tools and methods, serving as the core driver for advancing towards smart manufacturing. Through detailed explanations and relevant case studies, the training aligned participants' understanding and commitment, bolstering their confidence and ability to implement Lean principles in their daily work. During the session, EFORK's Lean Management Department administered a basic Lean knowledge assessment. Mr. Ni reviewed and analyzed the results, highlighting the need for ongoing theoretical learning, practical application, and expanding management perspectives. He stressed the importance of internalizing Lean thinking ("mindset") and translating it into tangible actions ("practice") to build a solid foundation for the company's sustainable growth. Concluding the training, General Manager Xiang Weifeng delivered a summary. He thanked Mr. Ni for his insightful session, which clearly explained Lean's core concepts, two pillars, five principles, and methods for identifying and eliminating the "Seven Wastes." By connecting these to practical tools like the "Four Zeros" campaign (e.g., zero defects, zero accidents), Sort & Set in Order (Seiri, Seiton), and TPM (Total Productive Maintenance), the training deepened participants' grasp of Lean application. Mr. Xiang noted that since joining Heli Group, EFORK has gained deep appreciation for Heli's over sixty years of manufacturing excellence. While EFORK's business spans hardware, software, and integrated solu...

With the aim of "unifying thinking, values, goals, action steps, and management principles"—and to fully boost our core management team's cohesion, decision-making, and execution capabilities—Anhui Yufeng Intelligent Technology Co., Ltd. ("Yufeng Intelligent") successfully held its "Fusion · Leap" core management seminar at the Country Garden Phoenix Hotel from May 4–5. Our leadership team came together for in-depth discussions and war-gaming exercises, injecting fresh momentum into the company’s high-quality, leap-forward growth. In-depth discussion, gathering wisdom On the morning of May 4, the seminar officially kicked off with Chen Ping, Director of the Organization & Talent Development Center, leading a session on the significance, value and methods of building corporate culture. General Manager Xiang Weifeng then recapped Yufeng Smart’s growth journey, traced the origins of its vision, mission and core values, and urged the core team to carry forward, enhance and elevate the company spirit—meeting challenges head-on to achieve its goals. In the afternoon through the early hours of May 4, Chen Ping drew on his organizational-development expertise—using interactive games and real-world case studies—to lay out the logical roadmap for forming a high-performance core management team. General Manager Xiang Weifeng then guided everyone in distilling Yufeng Smart’s unique value proposition and core strengths in smart logistics based on each group’s input. Management teams then held spirited discussions on key themes like the company's five-year growth plan and the "2025 Victory Campaign", sharing their co-created insights. At the workshop's high point, the senior executives jointly crafted an Eight "Do's" and Eight "Don'ts" management charter—both a synthesis of their discussions and a forward-looking pledge to uphold team norms and drive the company’s success. Practical simulation, enhance capabilities On May 5, the event was even more fun and challenging, featuring an indoor sand-table simulation called "Desert Gold Rush", led by a partner-level national gold-medal coach from a top domestic training firm. Teams quickly assumed roles—from fundraising and supply sourcing to route planning and risk management—with every decision a matter of "life or death". Facing the unpredictable "desert environment" and fierce competition, they drew on intelligence, courage, and tight collaboration to overcome each challenge. After the event concluded, all teams conducted thorough post-event debriefings and knowledge-sharing sessions, further deepening their understanding of team communication and collaboration, objective management, and systematic thinking in addressing complex challenges. These reflections provided valuable insights to propel the teams' high-quality development. Fruitful results, looking forward to the future The successful completion of the "Convergence & Leap Forward" core management team symposium marks a solid step forward in Y...