Riding the wind of rebirth

There is no doubt that this is a great trust in the technical capabilities of Clover Group, but Zhou Zhi feels a little bitter. The computing power matrix was originally designed to adapt to Mai Xiaomiao's neural network system. Using it as an ordinary medium-sized machine is not only a dimensionality reduction, but also a bit incompatible.

It’s like you originally wanted to cut meat, but it told you to use a pistol. Anyway, both a knife and a gun are weapons, and a gun is far more advanced than a knife, so there must be no problem, right?

Fortunately, Mai Xiaomiao is also very capable. Her forward-looking "computing power black box" idea perfectly solves this problem. By simulating one or more servers through the computing power matrix, customers do not need to consider the underlying architecture when using it. They only need to deploy applications on the constructed virtual architecture. This is a problem that was solved during the joint research and development with the Ship Power Research Institute.

With this architectural design, Zhouzhi was not caught off guard and could complete the design requirements of the base in combination with smart terminals.

Even though Hu Tianyu and his team had already developed a terminal emulation software called FTERM, they were now just "hardwareizing" it, but there were too many details involved.

For example, FTERM's drivers for peripherals were not as comprehensive as the current requirements;

For example, FTERM uses a software simulation interface, which appears to be able to drive various interface devices. In fact, it is implemented using a built-in interface conversion program, and it actually still uses conventional communication protocols when communicating with the server.

When it comes to hardware devices, this implementation method is of course not feasible, so it is necessary to manufacture peripheral boards to serve as conversion devices to drive these devices.

Fortunately, none of them were core technical issues, and by absorbing the intellectual property rights of Juli Group's original laptops and handwriting computers, we were able to produce a suitable prototype within two months.

Samsung and Sony came to the rescue. The two companies had reaped the benefits of their previous cooperation with the Clover Group and had long been involved in the market for information office equipment. Now with the birth of the world's first graphical smart terminal, how could they not be salivating?

Zhou Zhi had no choice but to cooperate with them. After all, these two companies had strong design and production capabilities. Clover could not even meet the domestic market needs with its own production lines, let alone make money all over the world.

However, Clover is not at a disadvantage either. With such a flagship product, it can naturally ask the two companies to hand over some technology for sharing.

For example, Samsung is currently developing 30-inch TFT-LCD liquid crystal display technology.

and Sony's digital image processing technology.

Among the current new generation of display technologies, digital display has become the mainstream, but there are many schools of thought, the most famous of which is the dispute between plasma and LCD technology.

LCD technology is actually more backward than plasma technology, but it has a foundation in the black-and-white era. The technology line is relatively easy for latecomer technology groups like Clover to collect. In addition, Samsung has not completely solved the problems of light leakage, vignetting, and halo in its own technology, and it does not have full confidence in whether it can challenge plasma display technology. Bringing in a partner to share the R&D costs is a perfect match for the two parties.

Sony and Clover have long cooperated in digital image processing technology, with the three most prominent products being MP3, VCD and DVD. Now they are just taking this opportunity to further deepen their cooperation. Sony wants to take advantage of Clover's audio and video processing capabilities in computer systems, while Clover wants to take advantage of Sony's audio and video processing capabilities in equipment. The two parties hit it off.

The final result was that the three parties cooperated to invest in the construction of two large factories and two laboratories in Shanghai, one to produce Samsung smart terminals and the other to produce Sony smart terminals, a Samsung-Clover LCD display technology laboratory, and a Sony-Clover digital audio and video technology laboratory.

Another condition is that the two companies take the lead in opening up their own equipment and providing adapter interfaces for the smart terminal system that deploys the COSTS operating system architecture. In other words, the devices of both companies can be perfectly driven by smart terminals.

There is no way around this either. Many domestic office equipment, such as receipt printers, high-speed printers, high-definition scanners, etc., are unable to catch up with the international advanced level in terms of performance for the time being. Therefore, Zhouzhi must bring in several international partners to provide supporting peripheral products.

The two manufacturers are of course happy to see this happen. After all, the transformation is not complicated for them, but it has greatly facilitated the entry of their office equipment into the Chinese market. Even if they cannot make money from smart terminals, office equipment and equipment consumables can allow them to make a fortune in the Chinese market.

Zhouzhi has no solution in this regard. At most, Clover can share some of the benefits of the TYPE-C interface protocol, and can only hope that domestic equipment suppliers can catch up as soon as possible.

In May, the computing matrix deployed with the COSTS operating system was finally deployed at the satellite launch base. This system uses the computing matrix as the hardware core, the smart terminal as the front-end operating device, the COSTS operating system based on the TS system architecture, and QPM, the quality process management system, is deployed at the application layer.

This QPM is a combination of the ISO quality management system absorbed and transformed by Clover and the satellite launch base's own military quality management system. It sorts out, improves, eliminates and optimizes the current institutional processes and process systems in use, covering all the important links in quality management, including system construction, organizational construction, process management, production processes, testing scenarios, acceptance scenarios, re-inspection and re-examination, file management, responsibility pursuit, etc., to achieve national intellectual property rights and full information management.

The birth of this system marks that quality management has entered a new dimension, realizing functions that can only be achieved by a modern process quality management system, such as standardized processes, perfect systems, efficient operations, complete information, clear work, fulfilled responsibilities, and controllable risks.

For the base, the commissioning of this system has greatly relieved the pressure on the process quality management system, which had long been on the verge of collapse due to relying solely on manpower. It has greatly reduced the workload of managers and staff and released nearly one-third of human resources.

The base took this opportunity to eliminate a large number of unreasonable, outdated and contradictory rules and regulations, reorganized the entire set of work processes and corresponding rules and regulations, and through the system's workflow management function, linked the output of each work link with the responsible person, and prepared various analysis reports to allow managers to have a full and intuitive control over the efficiency and yield rate of each work link.

The system was well received as soon as it was put into production. It has now received attention from many departments, and Clover has also profited greatly from it. After all, the management requirements for military quality are far more stringent than the ISO system, the responsibility implementation must be clearer, and the traceability must be stronger and more complete. It can be regarded as a severe lesson for Zhou Zhi, who has been engaged in engineering management for two lifetimes.

It’s just that the conflicts in the past were caused by the increasing complexity of projects and the increasing number of management details. The mismatch between human resources and actual workload resulted in increased employee pressure, decreased management quality, increased management costs, and difficulty in balancing production tasks and quality control.

The solution is actually to introduce new technology to improve labor productivity, which is still an old method like the invention of the steam engine, but it is really effective. (End of this chapter)