Despite rapid growth, XINGYU faced increasing internal management challenges: mold delivery schedules and quality control were significantly affected by business volume fluctuations, making cost optimization difficult; paper document management was becoming cumbersome with inefficiencies in timely circulation, and factory resource utilization was low. Moreover, as a publicly listed company, XINGYU had stricter management requirements, necessitating improved overall factory capabilities. Recognizing the urgency for improved management processes, increased work efficiency, reduced operating costs, and accelerated development, the management realized the pressing need for digital and automated transformation.

To address issues like underutilized mold department resources, low plan execution rates, and failure to meet project deadlines, XINGYU initially introduced the mold MES system. After system implementation, processes such as data entry, project compilation, process design, and production scheduling transitioned entirely from paper-based and manual tracking to a fully digital system. Although implementation was initially challenging, requiring "dual-path" operations alongside traditional paper tasks, XINGYU made concerted efforts on two fronts. Firstly, it set an example through internal promotion, conveying the benefits of the transition to every department and employee, boosting employee engagement through comprehensive training. Secondly, it introduced incentive schemes to reward employees excelling in digital transformation. Through these efforts, significant improvements were made in plan execution rates, equipment utilization, and project milestone alignment, achieving time and manpower savings via data visibility and process reconstruction: process design flows replaced manual tasks, reducing workload by one day.

To address issues like remolding orders and auxiliary scheduling affecting the new mold plan, XINGYU proposed separate schedules for remolding and auxiliary parts, avoiding interference with new mold planning. After multiple discussions and research, workshop plans are now auto-generated and updated, efficiently handling exceptional insertions and optimizing resource allocation. Presently, automated scheduling by Yimo APS has replaced manual scheduling, reducing manpower, shortening work durations by one day, increasing output by 2-3 times, and achieving mold production capacity of 300 sets.

Implementing automated processing reduced manual auxiliary operations, minimized downtime, and increased processing efficiency. In 2021, XINGYU added CMM automatic electrode inspection units and tracks for rough and finish steel material processing. After implementation, robots automatically manage materials, replacing tedious manual tasks. If tool wear or breakage occurs, exceeding tolerance settings, the system automatically shuts down and alerts. Manpower in the small three-axis night shift reduced from eight to two, mold manufacturing cycle shortened by 30%, and XINGYU gained a significant competitive edge in response speed.