三一集团是我国工程机械行业的龙头企业，信息化建设起步较早，也是在行业内率先进行数字化转型。有人说数字化转型就像大象转身一样难，三一重工就是在数字化时代奔跑的大象。数字化转型给三一带来的巨大的效益，不仅在规模上追赶国际工程机械巨头，在毛利率、净利率等效益指标上也追上甚至超过了国际竞争对手。2021年5月13日，三一重工入围福布斯全球企业2000强榜单，排名第468位，首次跻身全球企业500强，是榜单中排名中国第一、全球第二的工程机械企业。2022年，三一集团 营业收入1545.60亿元 ，列中国企业500强的第170位。

一、三一集团发展回顾及转型缘起

1. 三一集团发展历程

1989年，三一集团在湖南娄底涟源成立，初期产品是焊接材料。三一集团秉承“创建一流企业，造就一流人才，做出一流贡献”的企业愿景，所以称之为“三一”。1994年，三一集团采取“双进”战略，进入工程机械行业，并将总部迁往长沙，开始生产混凝土机械产品。2003年，三一重工在上海证券交易所挂牌上市，成为中国工程机械行业第一家民营上市公司。经过33年的发展，三一已成为国内第一、全球第四的工程机械制造商，产品涵盖混凝土机械、挖掘机械、起重机械、桩工机械、路面机械、港口机械、煤炭机械、石油装备等。

2. 三一集团早期信息化工作

三一很早即开始信息化建设，早期触网是内部网络、邮箱系统和财务软件。2004年开始实施OA（办公自动化）、MRP（物资需求计划）系统。2006-2007年上线ERP（企业资源计划）、PDM（产品数据管理）系统，基本实现了财务业务一体化、产供销计划体系一体化，公司80%的采购、仓储，70%的制造、销售、配件、质量管理、财务业务通过ERP进行管理，提升了库存周转率，缩短了生产周期；研发数据实现集中管控、安全共享。

在生产制造方面，三一也开始了探索。2008年，发布《三一集团制造技术方案大纲》，开启数字化工厂建设。2009年，M2M在集团内规模化商用，人机交互与信息收集处理方式进一步升级。2012年，日后大名鼎鼎的18号工厂投产。

3. 三一集团的痛点：行业周期影响大

三一下定决心全面推进数字化转型是源于工程机械行业和其产品的痛点。我国工程机械行业是一个受基建投资和宏观经济环境影响较大的周期性行业，也是一个充分竞争的行业。在2011-2016年的5年时间，我国工程机械行业经历了“入世”以来最艰难的低谷期，三一也在面临宏观环境变化与自身发展受阻的双重难题，各项业绩跌入谷底，销售收入最低时比2011年高点缩水52%，财务指标也相应恶化，直接导致了多年未见的亏损。

三一认为，在行业增长期，生产繁忙供不应求，招聘工人、购入设备，但当增长放缓或者停滞时，员工不能随意解聘，设备停工也要照常折旧，这部分“固定成本”将无法根据市场情况进行有效调整；当行业进入下行期，竞争环境会迅速恶化，卖方市场向买方市场转化，价格战将首先打响，不能有效提高效率、控制成本的企业会迅速被拖垮，传统的生产驱动、企业降本方式不再奏效。

痛定思痛之后，三一认识到要在行业周期性变化中保持竞争优势，必须摆脱企业传统发展的困境，依靠数字化破局，全面提升企业的现代化水平，成为自身发展的重要议题。未来完成智能制造改造以后，三一就可摆脱周期束缚。面对工程机械行业低迷市场，工厂不需要裁员，只需围绕物流成本和效率做优化提升，修炼自身内功；等行业旺季来临时，也不需要招人，只要开动机器，产能就上来了。

为了解决这个问题，从2013年开始，三一开始了数字化转型之路，可以分为三个阶段：第一阶段从2013-2015年，是信息化深入推进的阶段；第三阶段从2016年-2017年，数字化平台搭建阶段；2018年至今，是全面数字化转型的阶段。

二、三一数字化转型三个阶段

1. 流程信息化阶段（2013年至2015年）

三一重工实施信息化改造，深化信息化变革，开始建设数字化工厂平台，实现生产全流程数字化管理，提升生产效率和降低生产成本。

2013年4月，三一组建流程信息化总部，启动了流程信息化变革。建立流程体系，全面启动核心业务流程的梳理，推动流程文化普及；明确流程架构，完成流程信息化整体规划，找出与标杆的差距，完成流程框架设计，提出变革项目的发展路径，设计流程信息化的管控体系；打造流程平台，建立流程信息化专业管理平台（ARIS），发布流程方法论和流程规范，奠定“流程文件化、平台信息化”的基础。

2014年，三一携手SAP和IBM合作推进流程信息化变革，联手打造端到端业务管理平台；启动CRM系统一期项目；全面推广产品生命周期管理（PLM1.0）。

2015年，三一加大变革力度，全力推进基于互联网思维的经营变革，初步搭建了具备各类数据接入能力及数据质量可视化分析能力的大数据软、硬技术平台；升级ECC系统，优化数据管理体系，构建大数据应用平台和团队，形成市场预测、故障诊断、客户征信、研发验证、效率提升等方面的大数据应用能力；推动客户管理系统CRM的实施，优化营销服务流程。

除了上述运营管理方面的信息化，这一时期三一也在探索与尝试生产制造的信息化。依托工信部支持的“国家两化融合智能制造专项”科技项目，2014年三一启动打造首个全数字化智能制造工厂——长沙18号厂房，建设和实施了智能加工中心与生产线、智能化仓储与运输配送、计划与执行管控等6个子系统。将传统制造业从人工作业、机械作业、单点的自动化向集成自动化、数控化、智能化设备作业转变。

2. 转型路径探索阶段（2016-2017年）

在2016-2017年间，三一一方面继续推进CRM（营销信息化项目）、PLM（研发信息化项目）、SCM（产销存一体化项目）、GSP（供应商管理信息化项目）等信息化项目的上线或升级，一方面在探索企业数字化路径。

当时没有成功转型方案可借鉴，三一领导层也比较迷茫，听取了专家的建议后，就先从数据采集开始。 一是采集生产现场数据，通过工厂全方位无死角的摄像头覆盖，还原现场真实情况。通过大屏幕统一控制，降低了管理成本、提升生产效率、降低事故发生风险。二是采集能耗数据，暴露能耗问题，实现最经济的能源采购。三是采集生产设备数据，设备互联暴露设备运行情况，反映制造问题。

此外，2016年，开始实行工业互联网战略，在物联网事业部基础上，单独成立了树根互联股份有限公司。树根互联打造工业互联网平台，实现从研发到后市场服务的全价值链数字化转型。

依托树根互联“数字化转型新基座”，三一集团完成了5.5万个“三现四表互联”。其中，“三现”指现场、现实、现物，“四表”是水、电、气、油表，而“互联”则是围绕以上三个现场，将“四表”的交流管理搬到树根互联的根云平台，以及将例如“厂内设备”的加工设备、加工中心等，和销售出的71万台挖掘机、装载机等“厂内”“厂外”设备搬上了云平台进行管理。

3. 全面数字化转型阶段（2018至今）

2018年，三一正式确立了数字化、国际化发展战略。2018年3月13日，三一重工董事长梁稳根在十三届全国人大会上表示，“三一的数字化转型，要么翻身，要么翻船！”而彼时三一重工作为重型装备的生产者，各零部件加工过程相互独立，生产线之间难以衔接。叠加工厂生产设备繁多，网络连接复杂，改造成本高企，数字化转型如同大象转身般笨重。

2018年，三一实现经营全流程（采购、研发、生产、销售、设备数据收集、反馈服务）数字化，从机器替代、机器决策、产品智能化三个层面开启全面数字化升级，向实现“一切流程在线化”、“一切业务数据化”和“一切数据业务化”迈进。重点是推行“流程四化”、“八大软件”。

“流程四化”聚焦从概念到产品、线索到回款、订单到交付、问题到解决四大主线，核心将业务流程分析重构，实现标准化、在线化、自动化和智能化。同时，通过工业软件将标准流程固化，实现流程活动和节点的在线化管控，大幅提升公司的核心业务流程标准化率和在线化率。

“八大软件”是将供应链、采购、营销、研发、制造、物流等八个方向的应用软件深入整合，形成了含有智慧供应链、数字化营销、数字化研发、智能制造四大业务板块的系统能力，并不断深化自身软件能力建设。

2020年，三一搭建了数据中台和技术中台。在数据中台搭建时，需将研发、计划排产、生产、质量监控等12个业务领域和环节的数据集中在一起，正常搭建至少需要三、四年的时间，然而在树根互联以及阿里云厂商的合作下，不到半年时间，三一集团的数据中台正式上线，创造了业内奇迹，高效推动了三一集团的数字化转型进程。在技术中台构建层面，目前由三部分组成：一是基于云原生的容器云；二是微服务的治理平台；三是在此之上做了基于devops的开源平台。

2020年，三一集团实现智能制造八项技术突破，包括无人下料、自动分拣、中小件自动开坡口、大件自动折弯、自动组对焊接、全自动机加、机器人喷涂、自动化物流。通过技术创新，三一集团打造了行业首创的钢板原材料立体库、基于5G的两辆重载无人搬运车（AGV）联动实现27米超长超重物料的同步搬运和自动上下料、狭小空间内的全自动组对焊接、多台机器人搭载激光传感器实现大坡口的协调焊接等。

2020年，三一还开启了“灯塔工厂”集中升级改造阶段，将传统MES制造执行系统升级为MOM管理系统，旨在为智能化工厂建立统一的管理平台。2020年在建8家灯塔工厂，截至2021年末，推进22家灯塔工厂建设，累计实现14家灯塔工厂建成达产；截至2022年6月末，推进28家灯塔工厂建设，累计实现18家灯塔工厂建成达产。

2021年，公司确立了“两新三化”战略，坚持长期主义，加大新产品、新技术的研发投入，全面推进智能化、电动化、国际化。三化战略在原先基础上增加了电动化，三一开始了电动挖掘机、无人驾驶挖掘机等新产品、新技术的研发。

2023年，三一重工提出“全球化、数智化、低碳化”战略，对三化战略进行升级。国际化升级为全球化，数字化升级为数智化，电动化升级为低碳化。新三化战略的内涵更加深刻，代表了三一面向新阶段的企业经营竞争形势不断调整战略。

放眼未来，三一集团的十四五规划可以概括为“三个三”战略规划：到2025年要实现“3000亿销售收入，3000名产业工人，30000名工程师”，即三一集团3万名研发人员保持产品的持续改进、升级、迭代、创新，3千名工人满足所有生产需求，实现一年3000亿的销售收入。当前三一有30000名产业工人，10000名研发人员，要实现上述三个三的战略，就需要将30000名产业工人缩减到3000名，并增加20000名研发人员。在这一过程中，要实现20000多名产业工人转型为工程技术人员。目标不可谓不宏大，难度也非常大。但相信以三一决策层的决心，一定可以做到。

三、三一的数字化应用场景

三一重工的数字化应用场景可以分为六类：

1. 营销环节

三一重工加强了数字化营销的建设。通过搭建全网营销平台和客户关系管理系统（CRM），实现了客户信息的整合和精准营销。此外，还利用大数据分析技术，深度挖掘市场需求，精准定位目标用户，并推出个性化定制服务，为客户提供更好的购买体验。大力开发AI技术，开发了一系列智能化系统，比如智能投放、智能管理等，以提升营销的精准度和效果。随着直播电商的火爆，三一还设立了公司特有的电商营销小分队，通过线上营销，达到1小时便可卖出31台压路机的惊人业绩。

2. 产品环节

面对新能源、低碳化发展趋势，三一重工重视推动产品的电动化与智能化，核心是智能产品与技术开发。比如，无人压路机、5G遥控挖掘机、纯电动无人搅拌车与矿车、5G电动智能重卡、无人港口设备。

3. 研发环节

在研发环节，三一大力推进“自力更生”的模式，坚持自主研发。一是建设PLM平台，将研发过程管理起来，实现了产品设计制造、管理等多重数据的数据共享。二是建设研发数字化平台，建立研发云与仿真云，将研发过程的设计知识线上化，包括每个研发人员的设计工作均在云端进行，逐渐完成从产品研发到管理过程的数字化环境。三是基于根云平台搭建了试验数据管理平台，使试验核心业务流程在线化率大大提升，设计与测试协同效率相应提升，试验数据在线化水平提升至90%，产品研发周期平均缩短8天。

4. 制造环节

制造环节，主要是建设灯塔工厂，推进智能制造。

三一灯塔工厂广泛采用视觉识别、工艺仿真、重载机器人等前沿的工业技术和数字技术，极大地提高了人机协同效率，提高生产效率，降低制造成本、改善生产工艺。三一以灯塔工厂建设为核心，以数据采集与应用、工业软件建设与应用、流程四化为抓手，实现管控精细化，决策数据化，应用场景化。

“高、美、快”是灯塔工厂三大特点。一是生产效率高：生产周期压缩40%，产能提升50%，自动化率提升80%；二是工作环境美：18号厂房成功在现代制造业中融入园林景观；三是生产节拍快：下线一台泵车的时间已经缩短至45分钟，从订单到交付只需20天。

从投入产出角度看，智能化改造低投入高回报。18号灯塔工厂的智能化改造，投入约2-3亿元，在已经基本实现规模化效应的基础上，单位投入较低，约3000元/平，而智能化改造却可以带来降本增效，效果立竿见影。

三一重工通过深度融合制造运营系统（MOM）、物联网管理平台（IOT）、车间物流管理系统（WMS）、远程控制系统（RCS）、智能搬运机器人（AGV）等系统，构建三一智能制造管理平台FCC（工厂控制中心），形成生产制造的“工业大脑”。FCC是整个工厂智能制造的核心。它打通了与ERP、PLM等信息系统和设备自动化系统之间的鸿沟，形成企业统一的数字化生产管理平台。通过FCC，每台产品设备从原材料开始就有了一张专属“身份证”，同时订单可快速分解到每条柔性生产线、每台设备、每个工人，实现从订单到交付的全流程数据驱动，实现“一张钢板进，一台设备出”的智能制造全要素落地。

5. 服务环节

为打造企业竞争优势，三一的工程机械产品运用物联网、3G/4G/5G、GPS、GIS、RFID、SMS 等技术，配合嵌入式智能终端、车载终端、智能手机等硬件设施，将分布全球的几十万台客户设备全部连接、实时在线获得相关数据，然后通过网络协同和数据智能，为客户提供设备健康管理、操作模式评估优化、工程施工信息服务等很多增值服务，进而实现工程机械从卖产品到卖服务的转型。

目前三一出售的机械设备通过控制器、传感器和无线通讯模块，采集设备使用中的地理位置、运行轨迹、油压、转速等运行数据，再通过无线通讯模块传输到ECC控制中心，对数据进行实时分析、设备工况实时监控、故障诊断和远程排故。依托物联网平台“云端+终端”，三一构建起了覆盖全球的智能服务平台和网络，在全球拥有1700多个服务中心，7000 余名技术人员，可以实现365*24全时服务，工程师响应时间从原来的300分钟缩短到15分钟，主要服务区域2 小时到现场，24小时完工。渠道的备件库存从10亿降低到7亿，一次性修复率从75%提升到92%。与海外品牌收费式服务模式相比，三一的快速服务响应能力，改善客户体验、提升公司品牌、促进销售目标，提升市场客户洞察和数字化营销能力，进一步提升了客户黏性。

6. 运营环节

除了前述业务环节之外，三一在人力、财务、客服等后台环节也进行了数字化改造。比如，通过智能客服来提升客服工作的效率，通过RPA等技术来替代人力、财务工作中的简单重复劳动。

四、三一重工数字化转型为什么能成功？

三一的数字化转型能够成功，有着多方面的因素。以下从九个方面来进行分析。

1. 一把手高度重视

数字化转型是企业脱胎换骨的变化，挑战巨大、阻力巨大，只有企业第一负责人认可与重视才能推进下去，才不至于半途而废。梁稳根每天上午9点到9点45分与高管们召开日例会，探讨企业最关心的问题。为了提高开会效率，准时开始，到点结束。每周日，他还会亲自主持一场规模在100—200人的集团会议，会议的唯一主题就是数字化。会上，12个事业部的高管逐一汇报部门数字化方面的一周进展情况及遇到的难题，然后进行讨论解决。

2. 大手笔投入

2019年，三一重工投入近百亿元进行智能制造转型，可谓力度空前。三一重工还非常重视产品研发工作，每年投入营业收入的5%左右用于研发工作。并且推行“销售一代、储备一代、研发一代”的三代研发政策。

3. 顶层规划

三一重视数字化转型的顶层设计，专门成立了流程信息化部门进行统筹规划，完成流程信息化整体规划，并明确变革项目的实施路径。完善自上而下的流程管理体系，明确权责，推动全公司对流程信息化的理解与参与。

4. 组织转型

除了设置流程信息化部门负责顶层设计之外，三一还成立了一系列组织推动集团转型。

2016年，树根互联作为原三一重工的物联网事业部正式宣告独立，与内部数字化团队共同承担三一集团数字化转型战略的执行工作。树根互联凭借对工业以及三一业务的了解，高效推动了三一集团包括云计算、数据中台等IT技术的升级搭建，并帮助其在研发设计、生产制造等各环节业务流程的重构，推进集团数字化转型落地。

三一还成立了两个研究院研究智能制造。智能制造研究总院专注于数字化基础研究与技术攻关，利用软件技术提升生产力，同时研究如何自动化升级、机器替代人。数字孪生研究院负责对新技术的探索，重点研究数字孪生、镜像世界在生产过程中的应用。

此外，三一要求12个事业部、各个工厂都要建立数字化转型团队，团队要下沉到一线员工中，推进数字化转型。

5.  数字化人才建设

三一加强培养和引进数字化人才。用工业数字化转型的事业吸引人，用互联网创新企业的机制留住人，用高于互联网企业的薪酬待遇对待人。

在人才引进上，三一重工深知企业的数字化转型和国际化战略需要大量高层次人才，于是逐渐提高了硕博人才所占的比例。同时，从国内外招聘业内的优秀拔尖人才，比如在搭建数据中台项目时，就有针对性地招募20多名数据工程师，在项目的进展过程中边培训边使用，力求交付一个项目，打造出一支队伍。这些高质量人才的引进，能够带来新技术、新思想，也更容易接受和适应数字化转型的需求和趋势。

在人才的培养上，强调对员工理论学习能力的持续培训，定期与对口高校合作，举办培训活动，提升员工基本素养；为使员工能随时随地学习，三一重工建立了OLM（在线学习）平台，运用机器人AI技术把成熟的技能通过程序化传授给新员工；为开拓员工国际视野，选送优秀员工赴海外深造，掌握行业最前沿的动态。

在人才的激励上，强调以奋斗者为本，开发建立了多种激励体系激发调动员工的积极性。每年出台员工持股计划，建立长效激励，强化员工与企业建立命运共同体理念。重视对研发人员和高绩效员工的激励，设置年终绩效资金、利润分享计划、超目标业绩奖励、项目专项资金及年中加薪等。对于项目核心团队成员则实施事业部核心团队的利润分享计划。在晋升上，为每位业绩和能力突出的员工提供升职空间。在管理上，设立“云之家”移动平台，作为员工投诉申诉的平台，形成畅通的沟通渠道。

6. 数字化文化建设

董事长带头掀起学习运动风，通过“反复的唠叨、洗脑式的宣贯”， 激发了公司上下对数字化的学习热情，推动全员思想认知的转变。

三一制订了《数字化知识认证标准》，推动全员学习数字化知识与技能，并进行测试和认证，以保证全体员工认知在“同一水平线上”。

为了推进学习数字化，三一集团从CIO统一讲解、个人自学、小组讨论、提问答疑、闭卷考试等环节促进内部人员向数字化人才转型。比如三一近期刮起一股“DAMA”风，即《DAMA数据管理知识体系指南》，属于数据治理的标准工具书。甚至车间的工人都在学习DAMA，已经达到了疯魔的程度。

公司所有的关键岗位人员每周都会有脱产不脱薪的时间，去学习软件、大数据、编程语言等。这也是产业工人转为工程技术人员的一个关键措施。

7. 构建统一的数字化基座

三一在统筹各级组织建设数字化应用时，业务层面自下而上、分头建设各种创新应用，耗费巨大成本，造成很多资源浪费，到了2020年才意识到基于统一平台的重要性。于是搭建了全公司统一的数据中台和技术中台。

8. 以重大项目带动转型

为了快速推进数字化转型，要通过重大、关键项目实施突破和带动。比如ERP项目、CRM项目、数据中台项目等。

9. 树立典型，打造样板

比如，北京桩机工厂和长沙18号工厂两家灯塔工厂就是三一的数字化样板。北京桩机工厂是三一重工数字化转型的里程碑，这是全球重工行业首座“灯塔工厂”（被称为智能制造界的“奥斯卡”），代表着中国重工的实力。这座“灯塔工厂”融合了互联网、大数据和人工智能，实现了生产制造要素全连接，通过“智能大脑”，订单被迅速分析并匹配到相应的生产线、工作岛、设备、工人，实现全流程数据驱动。

五、结语

三一重工作为一家从湖南起家的工程机械企业，从2013年就痛定思痛，探索数字化转型之路，积十年之功，咬定青山不放松，终于吃到了数字化的甜头。2022年，在工业和信息化部公示的新一代信息技术与制造业融合发展试点示范名单中，三一集团凭借数智化转型的创新实践和领先实力，入选首批“数字领航”企业。未来，三一重工将继续为实现三个三战略、一万亿营收的目标不断努力，在数字化的道路上向着未来奔跑！

翻译：

Sany Heavy Industry’s digital transformation road

Sany Group is a leading enterprise in China’s construction machinery industry, with an early start in information construction and a lead in digital transformation in the industry. Some people say that digital transformation is as difficult as an elephant to turn around, and Sany Heavy Industry is an elephant running in the digital era. The huge benefits brought by digital transformation to Sany not only catch up with international construction machinery giants in scale, but also catch up with or even exceed international competitors in gross profit margin, net profit margin and other benefit indicators. On May 13, 2021, Sany Heavy Industry was listed in the Forbes Global 2000 list, ranking 468, ranking among the top 500 global enterprises for the first time, and ranking first in China and second in the world. In 2022, Sany Group’s operating income is 154.56 billion yuan, ranking 170th among China’s top 500 enterprises.

The development review of Sany Group and the origin of its transformation

1. Development history of Sany Group

In 1989, Sany Group was established in Lianyuan, Loudi, Hunan. The initial products were welding materials. Sany Group adheres to the corporate vision of “creating first-class enterprises, cultivating first-class talents and making first-class contributions”, so it is called “Sany”. In 1994, Sany Group adopted the “double advance” strategy to enter the construction machinery industry, and moved its headquarters to Changsha, and began to produce concrete machinery products. In 2003, Sany Heavy Industry was listed on the Shanghai Stock Exchange, becoming the first private listed company in China’s construction machinery industry. After 33 years of development, Sany has become the first construction machinery manufacturer in China and the fourth in the world, with products covering concrete machinery, digging machinery, lifting machinery, piling machinery, road machinery, port machinery, coal machinery, oil equipment and so on.

2. Early information work of Sany Group

Sany started information construction very early, and the early Internet was the internal network, mailbox system and financial software. In 2004, it began to implement OA (Office automation) and MRP (Material demand planning) systems. From 2006 to 2007, the company launched ERP (Enterprise Resource planning) and PDM (Product data management) systems, which basically realized the integration of financial business and production, supply and marketing planning system. 80% of the company’s procurement and warehousing, 70% of manufacturing, sales, accessories, quality management and financial business were managed through ERP, which improved the inventory turnover rate. Shorten the production cycle; R&d data can be centrally controlled and securely shared.

In terms of manufacturing, Sany has also begun to explore. In 2008, the “Sany Group Manufacturing Technology Program Outline” was released to start the construction of digital factories. In 2009, M2M was commercialized on a large scale within the Group, and the man-machine interaction and information collection and processing methods were further upgraded. In 2012, the future famous plant 18 was put into operation.

3. Pain points of Sany Group: the industry cycle has a great impact

Sany’s determination to comprehensively promote digital transformation stems from the pain points of the construction machinery industry and its products. China’s construction machinery industry is a cyclical industry affected by infrastructure investment and macroeconomic environment, but also a fully competitive industry. In the five years from 2011 to 2016, China’s construction machinery industry experienced the most difficult trough period since the accession to the WTO, Sany is also facing the dual problems of macro environment change and its own development obstruction, the performance fell to the bottom, the lowest sales revenue than the 2011 high shrank 52%, financial indicators also deteriorated accordingly, directly led to the loss not seen for many years.

Sany believes that in the growth period of the industry, the production is busy and short of supply, recruiting workers and purchasing equipment, but when the growth slows down or stagnates, employees can not be dismissed at will, equipment shutdown must also be depreciated as usual, this part of the “fixed cost” will not be effectively adjusted according to the market situation; When the industry enters the downtrend period, the competitive environment will deteriorate rapidly, the seller’s market will be transformed into the buyer’s market, the price war will be the first to start, and the enterprises that cannot effectively improve efficiency and control costs will be quickly dragged down, and the traditional production drive and cost reduction methods of enterprises will no longer work.

After rethinking the pain

After rethinking the pain, Sany realized that in order to maintain a competitive advantage in the cyclical changes of the industry, it must get rid of the predicament of traditional development of enterprises, rely on digitalization to break the situation, and comprehensively improve the modernization level of enterprises, which has become an important issue in its own development. After the intelligent manufacturing transformation is completed in the future, Sany can get rid of the cycle constraint. In the face of the depressed market of the construction machinery industry, the factory does not need to lay off employees, but only needs to optimize and improve logistics costs and efficiency, and cultivate its own internal skills; When the peak season of the industry comes, there is no need to recruit people, as long as the machine is started, the capacity will come up.

In order to solve this problem, since 2013, SANY has started the road of digital transformation, which can be divided into three stages: the first stage from 2013 to 2015, is the stage of in-depth promotion of informatization; The third stage from 2016 to 2017, the digital platform construction stage; From 2018 to now, it is the stage of comprehensive digital transformation.

Sany digital transformation in three stages

1. Process informatization stage (2013-2015)

Sany Heavy Industry implemented information transformation, deepened information transformation, began to build a digital factory platform, realized the digital management of the entire production process, improved production efficiency and reduced production costs.

In April 2013, Sany established the Process informatization Headquarters and initiated the process informatization reform. Establish a process system, comprehensively start the combing of core business processes, and promote the popularization of process culture; Define the process structure, complete the overall planning of process informatization, find out the gap with the benchmark, complete the process framework design, propose the development path of the change project, and design the control system of process informatization; Build the process platform, establish the process information professional management platform (ARIS), publish the process methodology and process specifications, and lay the foundation of “process documentation and platform information”.

In 2014, Sany cooperated with SAP and IBM to promote the process informatization reform, and jointly built an end-to-end business management platform; Start the CRM system phase I project; Fully promote product lifecycle management (PLM1.0).

In 2015, SANY intensified its reform efforts, fully promoted the operation reform based on Internet thinking

In 2015, SANY intensified its reform efforts, fully promoted the operation reform based on Internet thinking, and initially built a big data soft and hard technology platform with various data access capabilities and data quality visual analysis capabilities. Upgrade the ECC system, optimize the data management system, build a big data application platform and team, and form big data application capabilities in market prediction, fault diagnosis, customer credit information, research and development verification, and efficiency improvement; Promote the implementation of customer management system CRM, optimize the marketing service process.

In addition to the above-mentioned informatization in operation management, SANY also explored and tried the informatization of production and manufacturing during this period. Relying on the “National two integration of intelligent manufacturing Special” science and technology project supported by the Ministry of Industry and Information Technology, in 2014, SANY started to build the first fully digital intelligent manufacturing factory – Changsha No. 18 workshop, construction and implementation of intelligent processing center and production line, intelligent warehousing and transportation distribution, planning and execution control and other six subsystems. The traditional manufacturing industry from manual work, mechanical work, single point of automation to integrated automation, CNC, intelligent equipment operation transformation.

2. Transition Path Exploration stage (2016-2017)

In 2016-2017, Sany on the one hand continued to promote the CRM (marketing information project), PLM (research and development information project), SCM (production, marketing and inventory integration project), GSP (supplier management information project) and other information projects on the line or upgrade, on the other hand, to explore the path of enterprise digitization.

At that time, there was no successful transformation plan to learn from, and the leadership of Sany was relatively confused. After listening to the advice of experts, they began with data collection. First, collect production site data, and restore the real situation of the site through the camera coverage of the factory without dead corners. Through the unified control of the large screen, management costs are reduced, production efficiency is improved, and accident risks are reduced. The second is to collect energy consumption data, expose energy consumption problems, and achieve the most economical energy procurement. The third is to collect production equipment data, and the interconnection of equipment exposes the operation of equipment to reflect manufacturing problems.

In addition, in 2016, the industrial Internet strategy began to be implemented, and on the basis of the Internet of Things division, the Root Internet Co., Ltd. was established separately.

Root Connect builds an industrial Internet platform to realize the digital transformation of the whole value chain from research and development to after-market services.

Relying on the root interconnection “digital transformation new base”, Sany Group has completed 55,000 “three present and four table interconnection”. Among them, the “three present” refers to the site, reality, and present things, the “four tables” are water, electricity, gas, and oil meters, and the “interconnection” is around the above three sites, the “four tables” communication management is moved to the root cloud platform of the root interconnection, and the processing equipment, processing center, etc., such as the “plant equipment”. And the 710,000 “inside” and “outside” equipment such as excavators and loaders sold were moved to the cloud platform for management.

3. Full Digital Transformation Phase (2018 to date)

In 2018, Sany officially established its digital and international development strategy. On March 13, 2018, Liang Wengen, chairman of Sany Heavy Industry, said at the 13th National People’s Congress that “Sany’s digital transformation will either turn over or overturn the ship!” At that time, Sany Heavy Industry as a producer of heavy equipment, the parts processing process is independent of each other, and it is difficult to connect the production line. The stack factory has many production equipment, complex network connections, high renovation costs, and digital transformation is as cumbersome as an elephant turning around.

In 2018, SANY realized the digitalization of the whole business process (procurement, research and development, production, sales, equipment data collection, feedback service), started a comprehensive digital upgrade from the three levels of machine replacement, machine decision-making, and product intelligence, and moved forward to realize “all processes online”, “all business data” and “all data business”. The focus is on the implementation of the “four processes” and “eight major software”.

The “Four Processes” focus on the four main lines from concept to product, leads to payment, orders to delivery, and problems to solution

The “Four Processes” focus on the four main lines from concept to product, leads to payment, orders to delivery, and problems to solution, and the core restructures business process analysis to achieve standardization, online, automation and intelligence. At the same time, the standard process is solidified through industrial software to achieve online management and control of process activities and nodes, which greatly improves the standardization rate and online rate of the company’s core business processes.

“Eight software” is the deep integration of application software in eight directions, such as supply chain, procurement, marketing, research and development, manufacturing, logistics, etc., forming a system capability containing four business segments of smart supply chain, digital marketing, digital research and development, and intelligent manufacturing, and constantly deepening its own software capability building.

In 2020, SANY built a data center and a technology center. When the data center is built, it is necessary to concentrate the data of 12 business areas and links such as research and development, planning and scheduling, production, quality control, etc., and it takes at least three or four years to build normally. However, under the cooperation of Root Internet and Ali Cloud manufacturers, in less than half a year, Sany Group’s data center is officially launched, creating a miracle in the industry. Effectively promoted the digital transformation process of Sany Group. At present, it is composed of three parts: first, container cloud based on cloud native; The second is the governance platform of microservices; The third is to do on top of this open-source platform based on devops.

In 2020, Sany Group will achieve eight technological breakthroughs in intelligent manufacturing

In 2020, Sany Group will achieve eight technological breakthroughs in intelligent manufacturing, including unmanned blanking, automatic sorting, automatic beveling of small and medium-sized parts, automatic bending of large parts, automatic group welding, automatic automaton addition, robot spraying, and automated logistics. Through technological innovation, Sany Group has created the industry’s first steel plate raw material three-dimensional warehouse, two heavy load unmanned carrier (AGV) linkage based on 5G to achieve synchronous handling and automatic loading and unloading of 27m super-long overweight materials, automatic group welding in small Spaces, and multiple robots equipped with laser sensors to achieve coordinated welding of large bevees.

In 2020, SANY also opened the centralized upgrade and transformation stage of the “Lighthouse Factory”, upgrading the traditional MES manufacturing execution system to the MOM management system, aiming to establish a unified management platform for intelligent factories. In 2020, 8 lighthouse factories will be built, and by the end of 2021, 22 lighthouse factories will be built, and a total of 14 lighthouse factories will reach production. By the end of June 2022, the construction of 28 lighthouse factories has been promoted, and a total of 18 lighthouse factories have been completed and reached production.

In 2021, the company established the “two new and three chemical” strategy, adhered to the long-term principle, increased investment in the research and development of new products and new technologies, and comprehensively promoted intelligence, electrification and internationalization. The three chemical strategy has increased electrification on the basis of the original, and Sany has begun the research and development of new products and new technologies such as electric excavators and unmanned excavators.

In 2023, Sany Heavy Industry proposed the strategy of “globalization, digital intelligence, and low carbonization” to upgrade the three chemical strategies.

Internationalization is upgraded to globalization, digitalization is upgraded to digital intelligence, and electrification is upgraded to low carbonization. The connotation of the new three chemical strategy is more profound, which represents SANY’s continuous adjustment strategy for the new stage of business competition.

Looking to the future, Sany Group’s 14th Five-Year Plan can be summarized as “three three” strategic planning:. To achieve “300 billion sales revenue, 3,000 industrial workers, 30,000 engineers” by 2025. That is, Sany Group 30,000 R & D personnel to maintain continuous product improvement, upgrading, iteration, innovation, 3,000 workers to meet all production needs, to achieve 300 billion a year of sales revenue. At present, Sany has 30,000 industrial workers and 10,000 research and development personnel, and to achieve the above-mentioned three-three strategy. It needs to reduce the 30,000 industrial workers to 3,000 and increase the 20,000 research and development personnel. In this process, more than 20,000 industrial workers will be transformed into engineering technicians. The goal is not only ambitious, but also very difficult. But I believe that with the determination of SANY’s decision-making level, it can be done.

Digital application scenarios of Sany

Sany’s digital application scenarios can be divided into six categories:

1. Marketing link

Sany Heavy Industry strengthened the construction of digital marketing. Through the establishment of the whole network marketing platform and customer relationship management system (CRM). The integration of customer information and precision marketing are realized. In addition, it also uses big data analysis technology to deeply explore market demand, accurately locate target users. And launch personalized customized services to provide customers with a better purchasing experience. Vigorously develop AI technology, and develop a series of intelligent systems. Such as intelligent delivery, intelligent management, etc., to improve the accuracy and effect of marketing. With the popularity of live e-commerce, Sany has also set up a company-specific e-commerce marketing team. And through online marketing, 31 road rollers can be sold in 1 hour.

2. Product link

In the face of the development trend of new energy and low-carbon. Sany Heavy Industry attaches great importance to promoting the electrification and intelligence of products. And the core is the development of intelligent products and technologies. For example, unmanned road rollers, 5G remote control excavators, pure electric unmanned stirring trucks and mining trucks, 5G electric intelligent heavy trucks, and unmanned port equipment.

3. Research and development

In the research and development link, Sany vigorously promotes the model of “self-reliance” and insists on independent research and development.

The first is to build a PLM platform to manage the research and development process and realize the data sharing of multiple data such as product design, manufacturing and management. The second is to build a R & D digital platform, establish R & D cloud and simulation cloud. And make the design knowledge of R & D process online. Including the design work of each R & D personnel in the cloud. And gradually complete the digital environment from product development to management process. Third, the test data management platform was built based on the root cloud platform. Which greatly improved the online rate of the core business process of the test. Correspondingly improved the collaborative efficiency of design and test, increased the online level of test data to 90%. And shortened the average product development cycle by 8 days.

4. Manufacturing process

Manufacturing links, mainly the construction of lighthouse factories, to promote intelligent manufacturing.

Sany Lighthouse factory widely adopts cutting-edge industrial and digital technologies such as visual identification, process simulation, heavy-duty robots, which greatly improves man-machine collaboration efficiency, improves production efficiency, reduces manufacturing costs, and improves production processes. Sany takes the construction of lighthouse factory as the core, data collection and application, industrial software construction and application. And process as the starting point, to achieve fine control, data decision-making, and application scenarios.

“High, beautiful and fast” are the three characteristics of the lighthouse factory. First, high production efficiency:. The production cycle is reduced by 40%, the production capacity is increased by 50%. And the automation rate is increased by 80%. The second is the beautiful working environment: No. 18 factory successfully integrated garden landscape in modern manufacturing industry. Third, the production beat is fast: the time to roll off a pump truck has been reduced to 45 minutes. And it takes only 20 days from order to delivery.

From the perspective of input and output, intelligent transformation has low input and high return.

The intelligent transformation of No. 18 lighthouse factory, investment of about 200-300 million yuan. On the basis of having basically achieved the scale effect, the unit investment is low, about 3,000 yuan/flat. And the intelligent transformation can bring cost reduction and efficiency, the effect is immediate.

Sany Heavy Industry through the deep integration of manufacturing operation system (MOM), Internet of Things management platform (IOT), workshop logistics management system (WMS), remote control system (RCS), intelligent handling robot (AGV) and other systems, the construction of Sany intelligent manufacturing management platform FCC (factory control center), forming the “industrial brain” of production and manufacturing. The FCC is at the heart of smart manufacturing throughout the plant.

It opens up the gap between ERP, PLM and other information systems and equipment automation systems. Forming a unified digital production management platform for enterprises. Through the FCC, each product equipment has an exclusive “ID card” from the beginning of raw materials. And the order can be quickly decomposed into each flexible production line, each equipment, and each worker, realizing the full process data drive from order to delivery. And realizing the full elements of intelligent manufacturing of “one steel plate in, one equipment out”.

5. Service link

In order to build a competitive advantage, SANY’s construction machinery products use the Internet of Things, 3G/4G/5G, GPS, GIS, RFID, SMS and other technologies, with embedded intelligent terminals, vehicle terminals, smart phones and other hardware facilities, all hundreds of thousands of customer equipment distributed around the world to connect, real-time online access to relevant data. Then through network collaboration and data intelligence, to provide customers with equipment health management, operation mode evaluation and optimization, engineering construction information services and many other value-added services. And then realize the transformation of construction machinery from selling products to selling services.

At present, the mechanical equipment sold by SANY collects the operating data such as geographical position, running track, oil pressure and speed during the use of the equipment through the controller, sensor and wireless communication module, and then transmits it to the ECC control center through the wireless communication module for real-time analysis of the data, real-time monitoring of equipment working conditions, fault diagnosis and remote troubleshooting.

Relying on the Internet of Things platform “cloud + terminal”, Sany has built an intelligent service platform and network covering the world, with more than 1,700 service centers around the world and more than 7,000 technical personnel, which can achieve 365*24 full-time service, engineer response time is shortened from the original 300 minutes to 15 minutes, and the main service area is 2 hours to the scene. Completed in 24 hours. The spare parts inventory in the channel was reduced from 1 billion to 700 million. And the one-time repair rate was increased from 75% to 92%. Compared with the paid service model of overseas brands. Sany’s rapid service response ability improves customer experience, enhances the company’s brand, promotes sales targets, enhances market customer insight and digital marketing capabilities, and further enhances customer loyalty.

6. Operation link

In addition to the aforementioned business links, SANY has also carried out digital transformation in the background links such as human resources, finance and customer service. For example, through intelligent customer service to improve the efficiency of customer service work. Through RPA and other technologies to replace the simple and repetitive labor in human and financial work.

Why can Sany Heavy Industry’s digital transformation succeed?

Sany’s digital transformation can be successful, there are many factors. The following are nine aspects to analyze.

1. The leader attaches great importance to it

Digital transformation is a transformation of the enterprise, the challenge is huge, the resistance is huge, only the first person in charge of the enterprise recognition and attention to move forward, not to give up halfway. Liang Wengen holds daily meetings with senior executives from 9 a.m. to 9:45 a.m. to discuss the issues of greatest concern to the company. In order to improve the efficiency of the meeting, start on time and end on time. Every Sunday, he also personally chairs a group meeting of 100-200 people where the sole topic is digital. At the meeting, executives from 12 business divisions reported on the week’s progress and problems encountered in digitization, and then discussed and solved them.

2. Invest big

In 2019, Sany Heavy Industry invested 10 billion yuan in intelligent manufacturing transformation, which can be described as unprecedented efforts. Sany Heavy Industry also attaches great importance to product research and development. And invests about 5% of its operating income for research and development every year. And the implementation of the “sales generation, reserve generation, research and development generation” of the three generations of research and development policy.

3. Top-level planning

Sany attaches great importance to the top-level design of digital transformation. And has set up a special process information department to carry out overall planning, complete the overall plan of process information. And clarify the implementation path of the change project. Improve the top-down process management system, clarify the rights and responsibilities. And promote the understanding and participation of the whole company in process informatization.

4. Organizational transformation

In addition to setting up the process information department responsible for the top-level design. Sany has also set up a series of organizations to promote the group’s transformation.

In 2016, Root Internet officially declared independence as the Internet of Things division of the former Sany Heavy Industry. And jointly undertook the implementation of the digital transformation strategy of Sany Group with the internal digital team. With its understanding of industry and Sany’s business. Root Internet has effectively promoted the upgrading and construction of SANY Group’s IT technologies. Including cloud computing and data center. And helped it restructure its business processes in R&D, design, manufacturing and other links to promote the group’s digital transformation.

Sany has also set up two research institutes to study intelligent manufacturing. The General Institute of Intelligent Manufacturing Research focuses on digital basic research and technology research, using software technology to improve productivity, and studying how to upgrade automation and replace people with machines. The Digital Twin Research Institute is responsible for the exploration of new technologies, focusing on the application of digital twins and mirror worlds in the production process.

In addition, Sany requires 12 business divisions and each factory to establish a digital transformation team. And the team should sink into the front-line employees to promote digital transformation.

5. Digital talent construction

Third, strengthen the training and introduction of digital talents. Use the cause of industrial digital transformation to attract people, use the mechanism of Internet innovative enterprises to retain people. And treat people with higher salary treatment than Internet enterprises.

In terms of talent introduction, SANY Heavy Industry knows that the digital transformation and internationalization strategy of the enterprise needs a large number of high-level talents. So it gradually increases the proportion of master and doctoral talents. At the same time, from home and abroad to recruit outstanding talents in the industry. Such as in the construction of the data center project, targeted recruitment of more than 20 data engineers. In the progress of the project while training and use, and strive to deliver a project, to create a team. The introduction of these high-quality talents can bring new technologies, new ideas. And it is easier to accept and adapt to the needs and trends of digital transformation.

In terms of talent cultivation, it emphasizes the continuous training of staff’s theoretical learning ability. And regularly cooperates with counterpart universities to organize training activities to improve staff’s basic literacy. In order to enable employees to learn anytime and anywhere, Sany Heavy Industry has established an OLM (online learning) platform. Which uses robot AI technology to teach mature skills to new employees through programming. In order to open up the international vision of employees. Excellent employees are selected to further their studies overseas and master the latest trends in the industry.

In the incentive of talents, emphasis on struggler-based, the development and establishment of a variety of incentive systems to stimulate the enthusiasm of employees.

Employee stock ownership plans are introduced every year to establish long-term incentives and strengthen the concept of establishing a community of destiny between employees and enterprises. Attach importance to the incentive of R & D personnel and high performance employees, set up year-end performance funds, profit sharing plans, performance rewards beyond the target, project special funds and mid-year salary increases. For the core team members of the project. The profit sharing plan of the core team of the business division is implemented. In terms of promotion, we provide promotion space for every employee with outstanding performance and ability. In terms of management, the “cloud home” mobile platform has been set up as a platform for employees to complain and appeal, forming a smooth communication channel.

6. Digital culture construction

The chairman took the lead in setting off the learning movement, and through “repeated nagging and brainwashing propaganda and implementation”, aroused the enthusiasm for digital learning in the company and promoted the change of thinking and cognition of all staff.

Sany has formulated the “Digital Knowledge Certification Standard” to promote all employees to learn digital knowledge and skills, and conduct testing and certification to ensure that all employees are on the “same level”.

In order to promote the digitalization of learning, SANY Group promotes the transformation of internal personnel to digital talents from CIO unified explanation, individual self-study, group discussion, Q&A, closed book examination and other aspects. For example, SANY recently blew a “DAMA” wind, that is, “DAMA Data Management Body of Knowledge Guide”. Which is a standard reference book for data governance. Even the workshop workers are learning DAMA to the point of insanity.

All the key positions of the company will have time every week without losing pay, to learn software, big data, programming languages, etc. This is also a key measure to transform industrial workers into engineering technicians.

7. Build a unified digital base

When coordinating the construction of digital applications at all levels of organizations, Sany built various innovative applications from the bottom up and separately at the business level. Which cost huge costs and caused a lot of waste of resources. And only in 2020 did it realize the importance of a unified platform. So set up a unified data center and technology center of the whole company.

8. Drive transformation with major projects

In order to rapidly advance digital transformation, it is necessary to implement breakthroughs and drive through major and key projects. Such as ERP project, CRM project, data center project and so on.

9. Set an example

For example, the two lighthouse factories of Beijing Pile Machine Factory and Changsha No. 18 factory are digital models of Sany. The Beijing pile Machine Factory is a milestone in the digital transformation of Sany Heavy Industry. Which is the first “lighthouse factory” in the global heavy industry (known as the “Oscar” in the intelligent manufacturing industry), representing the strength of China Heavy Industry. This “lighthouse factory” integrates the Internet, big data and artificial intelligence to realize the full connection of production and manufacturing factors, and through the “intelligent brain”, orders are quickly analyzed and matched to the corresponding production line, work island, equipment, and workers, realizing the data drive of the whole process.

Conclusion

Sany Heavy Industry, as a construction machinery enterprise started from Hunan, has been pained from 2013 to explore the road of digital transformation, accumulated ten years of achievements. And finally ate the sweetness of digital. In 2022, in the pilot demonstration list of integrated development of new generation information technology and manufacturing announced by the Ministry of Industry and Information Technology, Sany Group was selected as the first batch of “digital pilot” enterprises by virtue of its innovative practice and leading strength of digital intelligent transformation. In the future, Sany Heavy Industry will continue to strive to achieve the goal of three strategies and one trillion revenue. And run toward the future on the road of digitalization!

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