Odoo Implementation Case Studies | One-heart Technology

50+ Projects Delivered

8 Industries Covered

4-8 wks Avg. Implementation

98% Client Renewal Rate

Trade

Huizhou Shentongyue Industrial Co., Ltd.

📍 Longmen County, Huizhou 👥 435 Employees / ¥80M Annual Revenue ⏱ Implementation: 4 weeks 🚀 2024-03-01

Background

Specializing in cosmetics import/export for European and American markets with multi-currency settlements. Two finance staff spent two weeks monthly on reconciliation. Sales reps tracked credit in Excel, and the owner hesitated to accept large orders.

Core Challenges

Manual multi-currency exchange rate calculation with ~3% error rate per transaction, annual loss exceeds ¥200K
Customer credit limits managed in Excel; sales reps cannot see outstanding balances when placing orders
Over 30% accounts receivable overdue with no auto-alerts; finance team chases payments manually every week
Import/export documents (invoices, packing lists) created manually; each order takes 2 hours

Odoo Implementation Process

Week 1-2

Multi-Currency Finance Setup

Configure USD/EUR/HKD exchange rate rules, link bank accounts, set up foreign exchange gain/loss accounts, import historical data by currency

Week 2

Customer Credit Management

Set credit limit caps in customer profiles; system auto-validates available credit when sales reps place orders; over-limit orders auto-route to approval

Week 3

Automated Payment Collection

Configure payment term rules (Net30/Net60); auto-send in-app notifications to sales reps 7 days before due date and on due date; finance can view all overdue items

Week 4

Document Template Customization

Customize English commercial invoice and Packing List templates per European/American client requirements; one-click generate, print, and send via PDF email

Odoo Modules Used

Multi-Currency Finance Accounts Receivable Customer Credit Management Sales Orders Import/Export Document Templates Automated Payment Collection

Business Process Overview

Trade Management Platform

Customer Management

Credit Rating

Real-time Credit Query

Over-limit Auto-block

Cooperation History

Sales Orders

Multi-currency Auto-conversion

Order Profit Preview

Inventory Availability

Delivery Date Auto-scheduling

Import/Export Documents

Commercial Invoice Template

Auto Packing List

Multi-language Support

PDF Email Delivery

Accounts Receivable

Payment Term Configuration

Overdue Auto-alert

Payment Reminder Push

Receipt & Write-off

Financial Reports

Multi-currency Consolidated Report

Exchange Gain/Loss Calculation

Collection Cycle Analysis

Operating Profit Dashboard

Requirements Document

Huizhou Shentongyue Industrial Co., Ltd. — Import/Export Trade Management Process Compiled on: 2024-01-19

Category	Content
Requirements Source	Finance dept pain point analysis Sales order operation observation Import/export document template collection
Core Requirements	Auto multi-currency exchange rate Customer credit limit control AR overdue alert One-click import/export documents
Go-live Targets	Currency calc errors reduced to 0 Overdue rate below 10% Document creation < 10 min Month-end closing < 5 days

Odoo ERP System Screens

Monthly Orders 47 orders

Order Amount $128.5K equivalent

Pending 8 orders

Profit Rate 18.3% avg

Order No.	Customer	Product	Amount	Status
SO-20240301	ABC Corp	Lipstick Set	$32,400	Confirmed
SO-20240302	XYZ GmbH	Thai Mocha Lip Glaze	€85,200	In Production
SO-20240303	HK Trading	Bear Silicone Lip Gloss	HK$156,000	Pending Shipment
SO-20240304	ABC Corp	Bow Lip Balm Set	$18,900	Shipped
SO-20240305	Smith Ltd	Bow Liquid Soap	€12,600	Pending Confirmation

Multi-Currency Order Confirmation

USD/EUR/HKD auto-conversion with real-time exchange rates; profit margins visible at a glance

Total Customers 86 companies

Total Credit ¥24M approved

Credit Used ¥16.8M 70%

Over-limit 3 companies

Customer	Credit Limit	Credit Used	Usage Rate	Status
ABC Corp	$500K	$423K	84.6%	Normal
XYZ GmbH	€300K	€281K	93.7%	⚠ Warning
HK Trading	HK$1M	HK$620K	62%	Normal
Smith Ltd	€150K	€148K	98.7%	🔴 Over-limit
DEF Inc	$200K	$112K	56%	Normal

Customer Credit Dashboard

Real-time visibility into each customer's credit usage, AR balance, and over-limit order status

Total Receivables ¥8.6M total

Not Due ¥5.2M 60.5%

Overdue ≤30 days ¥1.8M 20.9%

Overdue >30 days ¥1.6M 18.6%

Customer	Amount	Days Overdue	Status	Action
ABC Corp	$185K	12 days	Not Due	Normal
XYZ GmbH	€228K	35 days	Overdue	⚠ Reminded
HK Trading	HK$450K	8 days	Not Due	Normal
Smith Ltd	€82K	62 days	Severe Overdue	🔴 2nd Reminder
DEF Inc	$120K	3 days	Not Due	Normal

AR Aging Analysis

Overdue days graded display with auto-color alerts; one-click payment reminder

This Month 52 invoices

Sent 48 invoices

Pending Review 4 invoices

Templates 6 sets

Invoice No.	Customer	Amount	Date	Status
INV-240301	ABC Corp	$32,400	2024-03-01	✅ Sent
INV-240302	XYZ GmbH	€85,200	2024-03-02	✅ Sent
INV-240303	HK Trading	HK$156,000	2024-03-03	⏳ Pending Review
INV-240304	Smith Ltd	€12,600	2024-03-04	✅ Sent
INV-240305	DEF Inc	$18,900	2024-03-05	⏳ Pending Review

English Invoice Template

One-click generation of standard commercial invoices per European/American client requirements, supports PDF export and email delivery

Results

Reconciliation Time

Before 2 wks/month

→

After 3 days/month

AR Overdue Rate

Before 32%

→

After 8%

Currency Calc Errors

Before 3-5 per month

→

After 0

Document Creation

Before 2 hrs/order

→

After 8 min/order

In the past, the finance department complained every month-end—two people working overtime for 10 consecutive days still couldn't finish reconciliation. Now our payment terms are crystal clear. The system automatically reminds us which clients owe how much and when payment is due. Last quarter we collected an additional ¥1.8M in receivables.

—— Ms. Chen, CFO

Manufacturing

Huizhou Boluo Jinggong Hardware Products Co., Ltd.

📍 Boluo County, Huizhou 👥 120 Employees / ¥30M Annual Revenue ⏱ Implementation: 6 weeks 🚀 2023-09-01

Background

Produces metal stamping parts for major clients in Dongguan and Shenzhen. Production planning was in Excel, supervisors used whiteboards to track progress, with up to 5 parallel BOM versions. Client factory audits were embarrassing because complete records could not be found.

Core Challenges

10 production lines managed via whiteboard, data delayed 8+ hours, owner couldn't see real-time capacity utilization
Same product had 3 Excel BOM versions, wrong version picks caused rework
Finished goods warehousing and shipping recorded by hand; clients asking "where is my order" required 3 phone calls each time
Month-end finance reconciliation took 5 days, most time spent comparing production cost vs purchase cost

Odoo Implementation Process

Week 1

Requirements Analysis + Data Prep

Sort through existing BOM versions, confirm standard version with engineering dept, clean up 1200+ supplier and customer master records

Week 2-3

System Config + Process Design

Configure purchase approval flows (3-level), production work order auto-release rules, warehouse locations (3 warehouses/8 zones) in , design operation reporting interface

Week 4

Pilot Run + Parallel Reconciliation

Production dept runs dual mode (system + whiteboard), daily deviation comparison, real-time system adjustments, finance configures account mappings

Week 5

Full Team Training

4-session training, factory workers use tablets for scan-based operation reporting, sales staff use sales module for order entry, finance learns voucher verification

Week 6

Full Cutover Go-Live

Historical data migration completed before cutover, whiteboard completely retired, team on-site for 2 weeks

Odoo Modules Used

MRP Manufacturing Module BOM Management Work Orders + Operation Reporting Inventory Batch Tracking Procurement Management Financial Vouchers

Business Process Overview

Production Management Platform

Procurement Management

Supplier Profile Management

Purchase Order Approval

Incoming QC & Warehousing

AP Write-off

BOM Management

Product BOM Structure Tree

Standard Process Route

BOM Version Control

Material Substitution Rules

Production Work Orders

MRP Auto-calculation

Work Order Auto-release

Operation Scheduling

Scan-based Completion Reporting

Inventory Management

Batch/Serial Number Tracking

Multi-warehouse Transfer

Inventory Alert Reminders

Real-time Inventory Reports

Financial Management

Production Cost Accumulation

WIP Physical Count

Month-end Auto-close

Financial Report Output

Requirements Document

Huizhou Boluo Jinggong Hardware Products Co., Ltd. — Hardware Stamping Production Management Process Compiled on: 2023-07-21

Category	Content
Requirements Source	Business dept interviews Production line on-site observation Historical issue list review
Core Requirements	Real-time capacity visualization Single BOM version control Full-process batch traceability Auto financial cost accounting
Go-live Targets	Capacity utilization +20% BOM error rate to 0 Batch traceability 100% Reconciliation cycle to 1 day

Odoo ERP System Screens

Capacity Utilization 87.6% +12.3%

Today's Output 2,458 pcs

WO Completion 92% today

Equipment OEE 85.2% overall

Production Line	Status	Progress	PIC	Last Update
Line A - Stamping	In Progress	78%	Li	10:30
Line B - Stamping	Completed	100%	Zhang	09:15
Line C - Welding	In Progress	65%	Wang	11:20
Line D - Welding	Waiting Material	0%	Chen	- -
Line E - Assembly	In Progress	88%	Zhao	10:45

Production Dashboard

10 production lines with real-time status; capacity utilization, output, completion rate at a glance

Total BOMs 156 files

Active Versions 142 files

Pending Approval 5 files

This Month Changes 12 times

BOM No.	Version	Status	Update Date	PIC
HX-2024-001	V3.2	Active	2024-01-15	Zhang
HX-2024-002	V2.8	Active	2024-01-10	Li
HX-2024-003	V1.5	Changing	2024-01-18	Wang
HX-2024-004	V4.0	Active	2024-01-08	Chen
HX-2024-005	V2.1	Archived	2023-12-20	Zhao

BOM Version Management

Standard BOM structure tree with complete version change history and approval workflow support

Today's Reports 86 times

Total Output 3,240 pcs

Scrap Rate 2.1% today

Yield Rate 98.6% today

WO No.	Operation	Output	Scrap	Operator	Time
WO-0115	Stamping→Welding	300	5	Wang	10:32
WO-0116	Welding→Polishing	250	2	Li	10:45
WO-0117	Polishing→Plating	180	1	Zhang	11:08
WO-0118	Plating→Assembly	420	8	Chen	11:20
WO-0119	Assembly→Packing	360	3	Zhao	11:35

Operation Reporting Interface

Tablet scan-based operation reporting; input/output/scrap recorded to work order in real time

Batches in Stock 1,247 batches

This Month In 386 batches

This Month Out 298 batches

Expiry Alerts 12 batches

Batch No.	Product	Status	Location	Date
PC-240115	HX-001	Inbound	Warehouse A-01	2024-01-15
PC-240114	HX-003	Material Issued	Line A Stamping	2024-01-14
PC-240113	HX-002	In Process	Line B Welding	2024-01-13
PC-240112	HX-004	Warehoused	Warehouse C-05	2024-01-12
PC-240111	HX-001	Shipped	Customer ShenXX	2024-01-11

Inventory Batch Tracking

Full-chain tracking from batch inbound to outbound; inbound time, processing station, and destination all traceable

Results

Production Data Delay

Before 8+ hours

→

After Real-time

BOM Version Errors

Before 8-12 per month

→

After Near 0

Month-end Reconciliation

Before 5 days

→

After 1 day

Production Efficiency

Before Baseline

→

After +28%

Before, when major clients came for factory audits, we couldn't even explain our own production capacity. Now when they visit, I just open the dashboard—10 production lines with real-time status, crystal clear. The client immediately decided to increase annual orders by 30%.

—— Mr. Li, Factory Director

Food Retail

Huizhou Meiweixuan Food Co., Ltd.

📍 Huizhou City 👥 12 Stores / ¥15M Annual Revenue ⏱ Implementation: 5 weeks 🚀 2023-12-01

Background

A local bakery brand with 12 stores and a central kitchen. After expanding to the 8th store, raw material waste exceeded budget by 40%, but no one could pinpoint where the loss occurred. Multi-store inventory was disconnected—popular items frequently out of stock while slow movers expired in the warehouse.

Core Challenges

Raw material waste rate as high as 18%, impossible to trace to specific store or production batch
12 stores reported inventory via WeChat, HQ couldn't see real-time stock levels at each store
Central kitchen production planning was guesswork, often resulting in large quantities of expired finished goods
Member points system disconnected from store POS; customers complained about points discrepancies

Odoo Implementation Process

Week 1-2

Central Kitchen Digitization

Build raw material recipe BOMs (精确到克), configure batch tracking and shelf-life management, each production batch scan-records input/output/scrap

Week 3

Multi-Store Inventory Connection

Install POS at all 12 stores, shared product catalog and price system, store sales sync to HQ inventory in real time, HQ can view each store's inventory level

Week 3-4

Smart Replenishment System

Set safety stock levels per store per category based on historical sales data, auto-generate replenishment requests below threshold, central kitchen produces on demand to reduce expiry losses

Week 5

Member System Integration

Import existing member points data into CRM, unify points pool across 12 stores and online mini-program, member spending accrues and redeems in real time

Odoo Modules Used

POS System Multi-Store Inventory Central Kitchen BOM Batch Tracking Member CRM Smart Replenishment

Business Process Overview

Bakery Chain Management Platform

Central Kitchen

Recipe BOM to the gram

Batch scan-based input

Auto output/scrap calculation

Shelf-life batch tracking

Store Management

12 stores inventory real-time sync

HQ inventory dashboard

Store requisition requests

Smart replenishment suggestions

Production Planning

Historical sales analysis

Safety stock auto-calculation

Multi-store demand aggregation

Central kitchen production orders

Member Marketing

Unified member points pool

Real-time spending accrual

Real-time points redemption

Member profile analytics

Data Analytics

Store sales ranking

Waste analysis reports

Slow-mover alerts

Repurchase rate trends

Requirements Document

Huizhou Meiweixuan Food Co., Ltd. — Bakery Chain Operations Process Compiled on: 2023-10-20

Category	Content
Requirements Source	12 stores on-site visits Central kitchen production follow-up Historical waste data review Member system data export
Core Requirements	Batch-level waste tracking 12 stores real-time inventory visibility Smart production replenishment planning Brand-wide unified member points
Go-live Targets	Waste rate from 18% to 8% Stockout rate < 5% Expiry loss reduced 80% Member repurchase rate to 45%

Odoo ERP System Screens

Today's Batches 24 batches

Scrap Rate 4.2% today

Yield Rate 99.1% today

Pending Production 8 batches

Batch No.	Product	Planned Output	Scrap Rate	Status
B-20240115-01	Whole Wheat Bread	240 pcs	3.2%	Completed
B-20240115-02	Croissant	180 pcs	2.8%	Completed
B-20240115-03	Danish Roll	120 pcs	5.1%	In Progress
B-20240115-04	Chiffon Cake	96 pcs	-	Pending
B-20240115-05	Baguette	200 pcs	-	Pending

Central Kitchen Production Dashboard

Batch production input/output/scrap recorded in real time; each batch traceable to specific workstation and shift

Total Stores 12 stores

Total SKUs 186 SKUs

Low Stock Alerts 23 SKUs

Out-of-Stock 4 SKUs

Store	Product	Current Stock	Safety Stock	Status
Jiangbei Store	Whole Wheat Bread	15 pcs	30 pcs	⚠ Below Safety
Xihu Store	Croissant	8 pcs	25 pcs	🔴 Out of Stock
Maidi Store	Baguette	32 pcs	20 pcs	✅ Normal
Shuikou Store	Chiffon Cake	12 pcs	15 pcs	⚠ Below Safety
Chenjiang Store	Danish Roll	28 pcs	18 pcs	✅ Normal

Multi-Store Inventory Monitoring

12 stores inventory real-time sync; below safety stock auto-alerts in color; one-click replenishment request

Pending 18 items

Confirmed 32 items

Today's Replenishment 286 pcs

Auto-generated 85% share

Store	Product	Suggested Replenish	Basis	Status
Jiangbei Store	Whole Wheat Bread	Suggest 30	Est. tomorrow demand 28	Pending
Xihu Store	Croissant	Suggest 25	Est. tomorrow demand 23	Pending
Shuikou Store	Chiffon Cake	Suggest 15	Est. tomorrow demand 14	Pending
Jiangbei Store	Danish Roll	Suggest 20	Est. tomorrow demand 18	✅ Confirmed
Xihu Store	Baguette	Suggest 15	Est. tomorrow demand 12	✅ Confirmed

Smart Replenishment Suggestions

System auto-generates replenishment quantities based on historical sales and safety stock; central kitchen one-click confirm scheduling

Total Members 8,642 members

New This Month 342 members

Today's Points +12,800 pts

Points Redeemed This Month 86,400 pts

Member Phone	Store	Points Change	Type	Time
138****6789	Jiangbei Store	+120 pts	Spending Accrual	10:32
159****2345	Online Mini-program	+85 pts	Spending Accrual	10:45
186****9012	Xihu Store	-500 pts	Points Redemption	11:08
135****4567	Maidi Store	+95 pts	Spending Accrual	11:20
158****7890	Shuikou Store	+150 pts	Spending Accrual	11:35

Unified Member Points Management

12 stores + online mini-program unified points pool; spending accrues in real time; all points changes fully logged

Results

Raw Material Waste

Before 18%

→

After 7%

Store Stockout Rate

Before 22%

→

After 4%

Finished Goods Expiry Loss

Before ¥8K/month avg

→

After ¥1.2K/month avg

Member Repurchase Rate

Before 31%

→

After 48%

Before implementation, we lost tens of thousands of yuan every month in raw material waste alone, but we just couldn't find the cause. Two months after going live with , we traced the waste to a specific workstation and found it was a procedural issue—after training, it dropped immediately.

—— Mr. Zhang, Operations Director

Construction

Longmen Yilin Building Decoration Engineering Co.

📍 Longmen County, Huizhou 👥 80 Employees / 15 Concurrent Projects ⏱ Implementation: 7 weeks 🚀 2024-06-01

Background

Specializing in interior and exterior decoration with 10-20 concurrent projects. Every project exceeded budget. After 5 years, the owner did not know which projects were profitable until year-end reports showed losses of hundreds of thousands.

Core Challenges

15 sites under construction simultaneously; material transfers coordinated by project manager phone calls, full of loopholes
Subcontractor settlements lacked data support; disputes over payment, each project paid an extra 3-5% in "dispute fees"
Project pricing based on intuition; actual costs frequently 15-20% higher than quoted
Project progress only known by project managers; HQ couldn't see real-time status

Odoo Implementation Process

Week 1-2

Project Cost System Setup

Establish independent cost center for each project, configure cost categories (labor/material/equipment/subcontract), set budget baseline

Week 2-4

Material Transfer Process Go-Live

All site material requests, transfers, warehousing, and usage recorded in system; project managers submit via mobile app in real time; warehouse staff scan to confirm

Week 4-5

Subcontract Management Module

Enter subcontract contracts into system; each progress measurement based on system-recorded completion quantities; both parties confirm and sign within the system—no verbal agreements

Week 6

Project Dashboard + Alert Config

Owner can view all project progress and cost burn rate on mobile in real time; system auto-alerts when cost reaches 80% of budget

Week 7

Historical Project Data Analysis

Import 3 years of historical project data, run cost analysis reports, identify historical pricing deviation patterns, build new quoting model

Odoo Modules Used

Project Management Project Cost Accounting Material Transfer Tracking Subcontractor Management Budget vs. Actual Comparison Mobile Approval

Business Process Overview

Construction Project Management Platform

Project Initiation

Cost center establishment

Budget baseline setting

Cost category configuration

PIC permission assignment

Material Management

Central warehouse management

Site requisition & transfer

Mobile app submission

Warehouse scan confirmation

Subcontract Management

Subcontract contract entry

Progress measurement recording

Both parties sign in system

Settlement auto-generation

Cost Control

Budget vs. actual comparison

Cost burn rate dashboard

80% budget alert

Real-time profit calculation

Decision Analytics

Project progress overview

PM ranking

Historical quote reference

New project quoting model

Requirements Document

Longmen Yilin Building Decoration Engineering Co. — Construction Project Full-Process Control Compiled on: 2024-04-20

Category	Content
Requirements Source	5 years project historical data analysis PM interviews 15 sites on-site research Finance cost accounting review
Core Requirements	15 sites material full tracking Subcontract settlement with evidence Real-time cost overrun alerts Owner mobile view all projects
Go-live Targets	Project overrun rate < 5% Subcontract disputes to 0 Quoting accuracy > 90% Owner real-time project control

Odoo ERP System Screens

Ongoing Projects 15 projects

Total Budget ¥42.8M total

Cost Incurred ¥31.56M 73.7%

Over-budget Alerts 2 projects

Project Name	Total Budget	Cost Incurred	Burn Rate	Status
Vanke Emerald Bay	¥5.8M	¥4.25M	73.3%	✅ Normal
Country Garden Tianyu	¥3.2M	¥2.88M	90%	⚠ Alert
Evergrande Yujing	¥4.5M	¥3.96M	88%	⚠ Alert
Poly Central	¥2.8M	¥1.68M	60%	✅ Normal
CIMC Jincheng	¥3.6M	¥1.94M	53.9%	✅ Normal

Project Cost Dashboard

15 ongoing projects cost burn rate real-time display; over-budget auto-alert; owner viewable on mobile anytime

Pending Approval 6 items

Today's Transfers 12 items

This Month Transfer Value ¥1.86M total

Materials In Transit 8 batches

Transfer No.	Project Site	Material	Amount	Status
TL-20240601	Vanke Emerald Bay	Cement 50 tons	¥25K	✅ Signed
TL-20240602	Country Garden Tianyu	Steel 20 tons	¥98K	📦 In Transit
TL-20240603	Evergrande Yujing	Tiles 800m²	¥42K	⏳ Pending Approval
TL-20240604	Poly Central	Latex paint 200 drums	¥36K	✅ Signed
TL-20240605	CIMC Jincheng	Wire 5000m	¥28K	⏳ Pending Approval

Material Transfer Records

Site request → HQ approval → outbound scan → site sign-off full-chain records; material destinations crystal clear

Subcontractors 28 companies

This Month Measurements 42 times

Pending Confirmation 5 times

This Month Settlement ¥3.28M total

Billing No.	Subcontractor	Work Description	Amount	Status
YG-20240601	Zhang's Plumbing	Vanke Emerald Bay plumbing	¥185K	✅ Signed
YG-20240602	Li's Masonry	Country Garden Tianyu brickwork	¥320K	⏳ Pending
YG-20240603	Wang's Painting	Evergrande Yujing painting	¥128K	⏳ Pending
YG-20240604	Chen's Carpentry	Poly Central ceiling	¥220K	✅ Signed
YG-20240605	Zhao's Installation	CIMC Jincheng doors/windows	¥156K	✅ Signed

Subcontract Progress Measurement & Billing

Each progress measurement photo-documented; quantities recorded in system; subcontractors confirm and sign in system; settlements traceable

Historical Projects 87 projects

Reference Avg Price ¥1,280/m² renovation

Quote Deviation 7.2% avg

Win Rate 62% past year

Project Type	Historical Avg	Current Quote	Deviation	Assessment
Residential Premium	¥1,180/m²	¥1,320/m²	+11.9%	Large deviation
Villa Renovation	¥2,450/m²	¥2,380/m²	-2.9%	Accurate
Shop Basic Fit-out	¥680/m²	¥720/m²	+5.9%	Mostly accurate
Office Renovation	¥950/m²	¥890/m²	-6.3%	Accurate
Hotel Premium	¥1,850/m²	¥2,100/m²	+13.5%	Large deviation

Historical Quoting Analysis

3-year project cost breakdown reference; new project quoting auto-populates historical reference prices; reduces intuition-based deviation

Results

Project Cost Overrun

Before Avg 18% over

→

After Within 3%

Subcontract Settlement Disputes

Before 3-4 per project avg

→

After Near 0

Quoting Accuracy

Before 72%

→

After 93%

Owner Decision Speed

Before Monthly reports

→

After Mobile anytime

Before, construction was based on gut feeling—I only knew if we made or lost money at year-end. Now I can see the cost burn rate of every project on my phone at any time. When a project exceeds 10%, the system immediately alerts me, and I still have time to fix it. Last year profit grew 40% year-over-year.

—— Mr. Wang, General Manager

Services

Huizhou Zhitong Door Control Technology Co., Ltd.

📍 Dayawan District, Huizhou 👥 55 Employees / 3,000+ Devices Under Maintenance ⏱ Implementation: 5 weeks 🚀 2024-01-01

Background

Provides equipment maintenance services with 200+ contracted clients and 3,000+ devices. Work orders were assigned verbally at morning meetings, technicians used paper forms, and the front desk could not answer client inquiries about technician arrival times. Complaint rates kept rising.

Core Challenges

Work orders distributed on paper; after technicians left HQ, no way to know work order progress
Equipment maintenance history scattered across technicians' personal notebooks; knowledge lost when employees left
3,000+ devices' preventive maintenance schedules managed manually; frequent missed maintenance causing equipment failures
Contract hourly billing lacked system support; some clients refused to pay; disputes ongoing

Odoo Implementation Process

Week 1-2

Equipment Asset Registry Setup

All 3,000+ devices entered into system (brand, model, installation location, warranty period, maintenance contract), generate QR codes for each equipment

Week 2-3

Work Order System Go-Live

Clients report issues via WeChat mini-program or phone; system auto-assigns work orders by technician skill and location; technicians accept via mobile app and update progress in real time

Week 3-4

Preventive Maintenance Planning

Configure maintenance cycles per equipment type (monthly/quarterly/annual); system auto-generates maintenance work orders 7 days in advance to ensure no missed maintenance

Week 4-5

Hourly Contract Billing Integration

Hours auto-match against maintenance contracts; overtime beyond contract hours auto-generates billing; clients can view service records and confirm/sign within the mini-program

Odoo Modules Used

Work Order Management (Helpdesk) Equipment Asset Registry Preventive Maintenance Hourly Billing Mobile Dispatch SLA Timeout Alerts

Business Process Overview

Equipment Maintenance Service Platform

Equipment Asset Registry

Equipment QR code

Brand/model/parameters

Installation location record

Maintenance contract binding

Work Order Management

Multi-channel repair intake

Smart auto-dispatch

Tech app acceptance

Progress real-time sync

Maintenance Execution

Scan to start job

Fault description recording

Replacement parts registration

Completion photo documentation

Preventive Maintenance

Equipment category cycles

Auto-generate maintenance orders

7-day advance alert

Maintenance completion confirmation

Contract Billing

Hours auto-statistics

Contract quota matching

Overtime auto-billing

Client sign-off confirmation

Requirements Document

Huizhou Zhitong Door Control Technology Co., Ltd. — Equipment Maintenance Service Full Process Compiled on: 2023-11-20

Category	Content
Requirements Source	Technician workflow observation 200 client contract sorting 3,000 device asset registry setup Historical work order data statistics
Core Requirements	Equipment maintenance history permanently retained Work orders real-time visible and controllable Scheduled maintenance never missed Hourly billing with evidence
Go-live Targets	Response time < 1 hour Missed maintenance < 1% Billing disputes to 0 Customer satisfaction > 4.5

Odoo ERP System Screens

Total Equipment 3,247 units

Online Running 2,891 units

Under Repair 56 units

Pending Maintenance 128 units

Equipment No.	Equipment Name	Location	Status	Maintenance Profile
EQ-0001	CNC Machining Center	Workshop A1-Position 01	Running	3 yrs/14 repairs
EQ-0002	CNC Lathe	Workshop A2-Position 03	Under Repair	5 yrs/22 repairs
EQ-0003	Injection Molding Machine	Workshop B1-Position 02	Running	2 yrs/8 repairs
EQ-0004	Stamping Press	Workshop B2-Position 01	Running	4 yrs/18 repairs
EQ-0005	Laser Cutting Machine	Workshop C1-Position 05	Pending Maintenance	3 yrs/12 repairs

Equipment QR Code Asset Registry

Each equipment has unique QR code; scan to view equipment "medical record"—3 years repair history, replacement parts, maintenance records all here

Today's Work Orders 38 orders

Pending Dispatch 6 orders

In Progress 18 orders

Completed 14 orders

Work Order No.	Equipment	Fault Description	Status	Technician
WO-0115	EQ-0002 CNC Lathe	Spindle noise	In Progress	Li
WO-0116	EQ-0015 Air Compressor	Air leak	In Progress	Wang
WO-0117	EQ-0042 Forklift	Hydraulic fault	Pending Dispatch	- -
WO-0118	EQ-0008 Welder	No arc	Completed	Zhang
WO-0119	EQ-0023 Chiller	Not cooling	🔴 SLA Timeout	Chen

Work Order Real-Time Monitoring Dashboard

All in-transit work orders status visible at a glance; pending/assigned/in-progress/completed graded display; SLA timeout auto-color alert

Total Equipment 3,247 units

Due This Month 486 units

Completed 412 units

Overdue Not Done 3 units

Equipment No.	Equipment Name	Maintenance Type	Next Maintenance	Status
EQ-0005	Laser Cutting Machine	Monthly	2024-01-22	⚠ Due Soon
EQ-0012	Hydraulic Press	Quarterly	2024-01-25	✅ Normal
EQ-0018	EDM Machine	Monthly	2024-01-20	🔴 Overdue
EQ-0026	Milling Machine	Annual	2024-02-01	✅ Normal
EQ-0031	Grinding Machine	Monthly	2024-01-28	✅ Normal

Preventive Maintenance Schedule Dashboard

3,000 devices displayed by monthly/quarterly/annual categories; next maintenance date auto-calculated; work orders auto-generated 7 days before due

This Month Hours 1,280 hours

Contract Coverage 94% share

Overtime Hours 32 hours

Pending Confirmation 8 invoices

Work Order No.	Client	Hours	Contract Type	Status
WO-0110	Huaxing Electronics	4.5 hrs	Monthly contract	✅ Confirmed
WO-0112	Desay Battery	6 hrs	Annual contract	✅ Confirmed
WO-0113	TCL Electronics	8 hrs	Annual contract	⚠ 2h overtime
WO-0114	EVE Energy	3 hrs	Monthly contract	⏳ Pending
WO-0115	Huaxing Electronics	5 hrs	Monthly contract	⏳ Pending

Hours & Contract Billing

Hours auto-recorded after each service completion; real-time comparison with maintenance contract quotas; overtime auto-flagged; invoices one-click generated and client-confirmed

Results

Work Order Response Time

Before Avg 4.2 hours

→

After Avg 42 minutes

Missed Maintenance Rate

Before 15%/month avg

→

After 0.2%

Hourly Billing Disputes

Before 8-12/month

→

After 0-1/month

Customer Satisfaction

Before 3.6/5

→

After 4.7/5

What frustrated me most was that when a technician quit, they took all the equipment's maintenance history with them. New hires started from scratch. Now each equipment has its own "medical record" in the system. Scan the QR code and you can see everything this machine has had done over three years—how many times it was repaired, what parts were replaced.

—— Mr. Liu, Service Director

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