Zaodashi Digital造达师科技
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Case studies & project experience

Familiar operating challenges. Practical ways forward.

From group transformation to delivery, inventory and plant operations, the core ZDS team’s experience addresses a shared question: how to turn complex challenges into clear priorities and practical ways of working.

Six categories

Project experience involving core ZDS team members, organized around operating challenges. Client names are anonymized.

01 · Transformation strategy & group blueprint

How capability gaps across business units become one roadmap you can sequence.

After a group or multi-plant structure forms, each unit drives its own IT work and there is no common capability framework, system boundary or investment priority. Management needs the whole picture before deciding where money and people go.

Typical deliverables
  • Cross-unit assessment and an operating problem map
  • A layered business and capability blueprint for group, sales, R&D and plants
  • Application and data architecture with system boundary recommendations
  • A phased roadmap and a sequenced project portfolio

Group and several business units · typically 2-4 months

Example projects · 2
Case study · Transformation strategy & group blueprint

Digital transformation plan for a global industrial manufacturing group

Global operations, group governance, sales delivery, supply chain, plant operations and data capability placed on one roadmap.

Designed the transformation architecture around group operations, global governance, operational excellence and customer service; established current-state facts through cross-functional and cross-level interviews; and turned capability gaps into a layered blueprint with phased implementation tasks.

Client
A globally positioned manufacturer of high-performance industrial hose, covering R&D, manufacturing, sales and overseas operating units, serving energy, emergency response and industrial applications.
Participation
Our core team members worked on this project
Explore the challenge and approach
Problem and scope

As global expansion accelerated, group control, data and coordination had to be upgraded in step, and orders, quotation, delivery, customer service and overseas operations lacked end-to-end transparency. Scope: the group and several business units - management, sales, R&D, plants, supply chain, finance and HR - over approximately four months.

Designs and capabilities developed
  • A layered blueprint and implementation path for the group, sales, R&D, plants and project-based business units
  • One build sequence covering sales delivery, fast quotation, supply chain, data platform, finance, MES / WMS / APS, equipment management and factory transparency
  • A phased roadmap across process digitisation, lean manufacturing digitisation and decision intelligence
Project experience · Transformation strategy & group blueprint

Digital blueprint for a resource development and engineering operations group

Turning IT demands raised separately by each unit into one group-level build line.

Starting from strategic goals and the core business chain, mapped group control, engineering operations, data and application architecture into a layered build blueprint.

Client
A large group spanning resource development, engineering construction and site operations, with many organizational layers and very different business units.
Participation
Our core team members worked on this project
Explore the challenge and approach
Problem and scope

Each unit drove its own IT build while the group lacked a common capability framework, system boundaries and investment priorities. Scope: group business blueprint and system planning.

Designs and capabilities developed
  • A group-level business and capability blueprint
  • System boundary and application architecture recommendations
  • A layered build sequence and project portfolio proposal

02 · Lead time & supply chain

How the order thread enters daily ownership, warning and tracking.

Many order steps and frequent changes, with stage durations, owners and exception status recorded inconsistently. Management action degenerates into expediting, and planning, material and delivery information depend on manual coordination.

Typical deliverables
  • Standard stage durations and milestone definitions
  • A readiness definition with shortage warning
  • Risk warning, ownership assignment and escalation rules
  • A tracking mechanism from identification through review

A defined order scope · typically 12-20 weeks

Example projects · 1
Project experience · Lead time & supply chain

Order lead time and supply chain coordination at a large manufacturer

Giving stage durations, owners and exception status one shared record, so management action stops being expediting.

Built standard durations, ownership, risk warning and escalation rules across the order process, connected to planning, capacity, material and delivery status.

Client
A large manufacturer with many order steps and frequent changes, where planning, material and delivery information depended on manual coordination.
Participation
Our core team members worked on this project
Explore the challenge and approach
Problem and scope

Stage durations, owners and exception status were not recorded consistently. Scope: the lead-time operating mechanism across the order process.

Designs and capabilities developed
  • Standard stage durations and milestone definitions
  • Risk warning and escalation rules
  • An operating mechanism from identification and assignment through tracking and review

03 · Inventory & obsolescence governance

Align the definition, and replace a one-off clean-up with a mechanism that keeps running.

Safety stock, strategic stock and risk stock are mixed together, each function means something different by “obsolete”, and ownership never lands. After one clean-up, purchasing and planning generate new risk stock again.

Typical deliverables
  • Definition rules and data fields for five inventory classes
  • A running mechanism across identification, decision, disposal and prevention
  • A six-function responsibility matrix with disposal tracking
  • Source analysis and prevention actions for newly generated risk

A defined material scope · typically 8-16 weeks

Example projects · 1
Project experience · Inventory & obsolescence

Inventory and obsolescence governance at a nutrition and health manufacturer

Replacing a one-off clean-up with an inventory classification and disposal mechanism that keeps running.

Aligned the definition rules, connected demand and consumption plans, and built tiered control, named ownership, disposal tracking, analytics and warning mechanisms.

Client
A nutrition and health products manufacturer with complex materials and formulations, where safety stock, strategic stock and risk stock had long been mixed together.
Participation
Our core team members worked on this project
Explore the challenge and approach
Problem and scope

Obsolescence definitions were inconsistent and future consumption plans were disconnected from disposal. Scope: identification, disposal and prevention of risk stock.

Designs and capabilities developed
  • Definition rules and data fields for five inventory classes
  • A running mechanism across identification, decision, disposal and prevention
  • A disposal responsibility matrix and progress tracking

04 · Factory transparency & lean operations

Bringing planning, the shop floor and cost onto the same operating facts.

Order production status is opaque and operating data is scattered across systems and manual reports. Planning, purchasing, warehousing, production and cost definitions are fragmented, so management cannot spot shop-floor deviation in time.

Typical deliverables
  • One set of business objects and metric definitions
  • A data connection design across planning, purchasing, warehousing, production, cost and delivery
  • A metric system with thresholds, aimed at management action
  • Exception handling and a review mechanism

Single or multiple plants · typically 3-9 months

Example projects · 2
Project experience · Factory transparency & lean operations

Order-driven lean digital factory at a large manufacturer

Combining separate system builds into one order thread that can answer whether an order will ship on time.

Designed scheduling, manufacturing execution, warehouse coordination, sales delivery and real-time operations monitoring around the order as the main thread.

Client
A large manufacturer where production planning, shop-floor execution, warehousing and sales delivery ran on several tools, leaving order status untraceable end to end.
Participation
Our core team members worked on this project
Explore the challenge and approach
Problem and scope

Scheduling, resources, material and inventory were not linked. Scope: order-driven factory operating capability design.

Designs and capabilities developed
  • An operating capability design threaded on the order
  • Coordination mechanisms across planning, execution, warehousing and delivery
  • Metric and view definitions for real-time operations monitoring
Project experience · Factory transparency & lean operations

Factory transparency and lean operations at a specialized SME manufacturer

Moving transparency off the wall display and back into daily operations, around one set of facts.

Unified business objects and data definitions, connected planning, purchasing, warehousing, production, cost and order delivery, and built a metric system aimed at management action.

Client
A specialized SME manufacturer where order production status was opaque and operating data was scattered across systems and manual reports.
Participation
Our core team members worked on this project
Explore the challenge and approach
Problem and scope

Planning, purchasing, warehousing, production and cost definitions were fragmented. Scope: aligning business objects and data definitions, and a metric system aimed at management action.

Designs and capabilities developed
  • One set of business objects and metric definitions
  • A cross-step data connection design
  • A metric system aimed at management action

05 · High-complexity & smart manufacturing

What to build where R&D, process, production and quality are tightly coupled.

Specialized data is scattered and traceability chains are long, while cross-functional coordination relies on experience. Generic software cannot fully cover the specialized processes, and the shop floor and R&D cannot share one set of facts.

Typical deliverables
  • Data models and traceability design for specialized processes
  • Coordination across warehousing, manufacturing execution and in-line inspection
  • Specialized application capability and integration design
  • Process governance and quality record requirements

Scoped to the specialized processes involved

Example projects · 1
Project experience · High-complexity & smart manufacturing

Coordination and specialized capability for complex R&D-driven manufacturing

What to build where R&D, process, production and quality are tightly coupled and generic software stops short.

Designed data models, coordination mechanisms and specialized application capability around warehousing, manufacturing execution, in-line inspection and domain business processes.

Client
Several high-complexity manufacturing and research organizations where R&D, process, production and quality are tightly coupled and generic software cannot cover the specialized processes.
Participation
Our core team members worked on related projects
Explore the challenge and approach
Problem and scope

Specialized data was scattered, traceability chains were long, and cross-functional coordination relied on experience. Scope: capability for warehousing, manufacturing execution, in-line inspection and domain processes.

Designs and capabilities developed
  • Data models for specialized processes
  • A cross-functional coordination design
  • Specialized application capability proposals

06 · Data & business analytics

Turning scattered records into operating facts every function accepts.

There is no shortage of reports, yet functions bring different numbers for the same metric. Master data, definitions and data sources have no owner, so analysis rarely reaches a decision.

Typical deliverables
  • Shared identity for master data and business objects
  • A definition document: calculation rules, timing, exceptions and versions
  • A register of data sources, update frequency and owning roles
  • Analysis views defined for the management review

Delivered as part of a blueprint or capability build

Example projects

Move the operating meeting from reconciling numbers to deciding action.

Explore shared business objects, metric definitions and ownership so analysis supports the next decision.

Discuss an operating-analysis scenario →

Outside manufacturing

City operations and government service platform planning.

A unified service entry, a grid-based operations platform and a government data resource system. Work of this kind validates method and is not presented as manufacturing case work.

Discuss a similar situation Who we serve

NEXT STEP

Bring the operating problem
you most want to change.

Delivery, inventory, operating visibility or a workflow where AI could help. Share your situation and priorities so we can identify a practical next step together.

Discuss an operating problem Or start with the two checklists