Technological Transformation Experience | ASIMCO Camshaft—Sharing Insights from Digitalization Implementation

      ASIMCO Camshaft (Yizheng) Co., Ltd. (hereinafter referred to as ACY) has over 30 years of experience in the R&D and production of Camshafts. The company has conducted extensive research and development, manufacturing, and application of Camshafts made from chilled alloy cast iron, chilled nodular cast iron, high-strength nodular cast iron, steel materials, and composite Camshafts, and possesses the technology and capability to machine complex Cam profiles. Currently, the company operates dozens of advanced Camshaft blank casting and machining production lines, with an annual production capacity of 1 million Camshaft blanks and 1 million finished Camshafts.
Following an in-depth examination of ACY’s digital transformation journey, we now share our experiences and insights based on the progress of its digital initiatives.
 
Current Status and Challenges of Digital Transformation

Digital transformation demands that core personnel possess a well-rounded set of capabilities, including—but not limited to—knowledge of system planning and architecture, a deep understanding of the company’s needs, analysis of key pain points and requirements across business units, mastery of specific business processes, adherence to quality management system standards, as well as the design of system functionalities and the assurance of system security. These complex requirements underscore the challenges inherent in digital transformation. To meet them, we must engage in thorough and ongoing communication with employees at all levels of the organization and with external experts and partners; we must be diligent in learning, thinking, and asking questions, and courageous in taking action. By implementing initiatives in a pragmatic, step-by-step manner in accordance with the integration framework for informatization and industrialization, we can ensure the successful realization of digital transformation.

Digital Transformation Goals and Strategies

“Digital Transformation Goals”

It can be vividly likened to building a robust “organ and meridian system” that ensures the efficient operation of personnel, characterized by real-time monitoring, controllability and adjustability, smooth operation, and healthy, high efficiency. The primary objectives are to comprehensively enhance work efficiency, reduce operational costs, improve product quality, and ensure timely delivery of services.
“Digital Transformation Strategy”
Thoroughly understand and rigorously implement the “Two-Integration Management System.” Given the substantial capital investment required for digital transformation—covering both the upfront costs of project development and implementation as well as the ongoing expenses of subsequent maintenance—we have adopted this forward-looking, high-value system, which was researched and formulated by China’s leading experts, in order to prevent the emergence of information silos and avoid the redundant waste of resources. In light of our company’s specific circumstances, we have carefully developed a Two-Integration policy tailored to our needs: “Unified planning, steady advancement, performance-driven approach, and integrated development.” Adhering to the principle of “unified planning,” we decisively canceled two unnecessary projects, thereby saving the company several hundred thousand yuan in implementation costs as well as human, material, and time resources required for subsequent maintenance. At the same time, we have drawn up a blueprint for a digital factory, as follows:
 
“Integration relationships of the main systems”
We have successfully deployed and implemented a range of critical information systems, including Product Lifecycle Management (PLM), Enterprise Resource Planning (ERP), Manufacturing Operations Management (MOM), Supplier Relationship Management (SRM), Expense Control System (ECS), as well as MOM-based Manufacturing Execution System (MES), Warehouse Management System (WMS), Quality Management System (QMS), and Supervisory Control and Data Acquisition (SCADA) system. In addition, we have also implemented a Quotation Management System (QNS), Office Automation (OA), Feishu, BlueTech Analytics System, and a Production Quality Analysis and Decision Support System.
In terms of system integration, we have achieved seamless connectivity with downstream OEMs for quality inspection and inventory data. For upstream suppliers, our procurement contracts and purchase orders are integrated with the ERP system via SRM; suppliers use SRM to print delivery notes, and after scanning these notes in the WMS, they complete inspection and put-away operations in the MES system, with real-time data synchronization back to the ERP system. Currently, we are planning the implementation of a Customer Relationship Management (CRM) system—including an after-sales service module—and will, at the appropriate time, advance the integration of the Logistics Execution System (LES) and the Tool Management System (TMS) with the MES.

Among numerous systems, the implementation of a MOM system presents the greatest challenges. At the outset of planning, the concept of MOM was not yet widely adopted. To reduce implementation and maintenance costs, we adopted a holistic planning approach, integrating WMS, SCADA, QMS, and MES into a single large-scale MES system—later identified as the MOM system.

In the MOM system, MES functionality covers the following areas: product process routing management (integrated with PLM and ERP systems), work reporting management (including operation-level reporting and non-operation-level reporting, as well as single-piece reporting for certain operations), process error-proofing (ensuring that equipment cannot be started for a single piece if the conditions are not met), production resource management (including the management of molds, tooling, and gauges/inspection tools), exception management, automatic retrieval and distribution of control plan drawings (from the PLM system), collection and management of quality inspection information, management of equipment and its spare parts, equipment and tooling inspections and maintenance, energy data collection, and personnel skills management, among other critical areas.

Implementation Experience Sharing

“Planning and Architecture of the Corporate System”
Design in accordance with the Two-Integration Management System, while carefully planning the interface design to avoid redundant development. At the same time, implement all steps as required by the Two-Integration Management System.

“Implementation of Supplier Selection”
During the supplier selection process, it is imperative to eliminate any potential conflicts of interest arising from personal relationships to ensure the objectivity and impartiality of the evaluation. We will conduct a comprehensive assessment of prospective suppliers based on the company’s overall strategic plan and specific business requirements. The assessment shall cover the supplier’s years in operation, the expertise of its development team, the functional modules it has successfully implemented, the number of successful case studies demonstrating full-function deployment, and its specialized capabilities in particular functional domains. Where necessary, we will also carry out on-site visits and market research to ensure the comprehensiveness and accuracy of the evaluation results.
“Organizational Guarantee”
Establish a digitalization department responsible for formulating the strategic direction for digital transformation, setting objectives, and building an integrated management system for IT application and industrialization. During the implementation of various systems, it is essential to appoint senior executives or top company leaders who control critical resources as project leaders or deputy leaders, so that they can effectively allocate and coordinate resources, ensuring the smooth execution and successful completion of projects.

"Talent Assurance"
To build a proactive, learning-oriented team for the implementation of an information system, team members must not only have deep expertise in the business and its processes but also a solid understanding of system architecture and the ability to effectively embed business logic into the system’s functionality. If the client’s core team consists primarily of IT personnel who lack interest in or insufficient attention to the business, the successful deployment of the system will remain elusive.
At the same time, establishing a comprehensive internal training system is also of paramount importance. We need to regularly arrange for employees to participate in digitalization-related technical training to enhance their digital competencies and technical expertise. Throughout the pre-implementation phase and the execution of the system rollout, continuous learning and improvement are essential to ensuring the smooth progress of the project.

“Institutional Guarantee”
In accordance with the requirements of the integration of informatization and industrialization, a corresponding management system shall be established to ensure the stable operation of the system. At the same time, a comprehensive data security management system shall be put in place to ensure the regular execution of data backup procedures and effectively prevent potential issues such as data loss.
“Consider maintenance workload during the design phase”
During the design phase, efforts should be made to minimize the complexity of system maintenance. System functionality should be aligned with the organization’s management capabilities and capacity, while also ensuring that the maintenance workload does not become excessive. If the maintenance burden is too heavy and maintenance personnel become demotivated, this can undermine the system’s sustainable and stable operation, ultimately leading to failure.

“The system operation process must be strictly controlled.”
Strict management and control of system operation processes are essential. Without appropriate oversight and auditing, certain critical functions may become paralyzed. Taking our process routing as an example, in accordance with customer requirements, some operations require the submission of data such as processed quantities upon completion of machining—particularly those operations that mandate individual-item scanning and data collection. Initially, due to the lack of effective controls, these functions were largely neglected after about two weeks of operation. To address this, we have strengthened the design of process controls to ensure operational continuity and data accuracy. See the figure below:
 

Thus, simply check the corresponding function in the process route—as shown in the figure below—and this will satisfy the customer’s requirement for ZDM (Zero Defect Management) while ensuring normal work reporting within the system.
 
Transformation Effect

R&D and delivery cycles have been shortened, corporate operating costs have been reduced, and production efficiency has improved significantly.

Comprehensive product quality optimization: A comprehensive quality traceability system has been successfully established, with detailed records kept for every step of the Camshaft product process, from raw material procurement to finished product delivery. Once a quality issue occurs, the root cause can be quickly traced, thereby enhancing customer confidence in product quality.

Intelligent upgrading of corporate decision-making: This has effectively reduced decision-making delays caused by information silos. By leveraging data analytics tools to conduct in-depth analysis of vast amounts of data, management is provided with precise and comprehensive decision-support, enabling the enterprise to make faster and more accurate strategic choices in an intensely competitive market.

Significant enhancement of market competitiveness: By leveraging digital technologies, the company has achieved rapid response to customer needs, with on-time order delivery reaching 100% and customer satisfaction climbing to over 98%. This has helped the company consolidate its existing customer base while expanding into new market segments.