On October 10, 2025, we received an order for 1,680 children's tricycles today.

The morning sunlight streamed through the office’s glass幕墙, spilling onto the desk as I leaned over, sorting last week’s production report. Suddenly, my phone buzzed—Lin Wei, the Sales Department Director, was calling. Her voice carried a hint of excitement: “We just landed a major order: 1,680 units of children’s tricycles, with delivery expected within three months.” My grip on the phone tightened ever so slightly; this figure was nearly double our monthly production capacity. After hanging up, I stepped to the window, watching the endless flow of cars below, while my mind quickly began mapping out how we could tackle this unexpected challenge.

This order comes from "Baby Star," a well-known domestic chain brand specializing in mother-and-baby products. They plan to launch a new line of children’s tricycles before next year’s Spring Festival, featuring a design that perfectly blends safety with fun. The person in charge on their side emphasized that this is a “hit product” specifically tailored for the spring sales season and expressed their hope that we can guarantee both quality and timely delivery. With an order quantity of 1,680 units—far exceeding our usual order volumes—this project demands a complete reorganization of every step, from raw material procurement to production scheduling. I immediately gathered the heads of our Production, Procurement, and Quality Control departments and wrote the number "1,680" prominently on the whiteboard in the conference room. Instantly, everyone’s expressions turned serious.

Production Manager Lao Chen spoke up first: "Our two existing assembly lines are already running at full capacity, capable of producing a maximum of 800 units per month. If we want to complete 1,680 units within three months, we’ll either need to add night shifts or activate the backup production line." His words cast a slightly tense atmosphere. The backup line has been idle for half a year, and both equipment debugging and worker training will take time. Next, Xiao Wang from the Purchasing Department chimed in: "Currently, our suppliers of steel frames and plastic components have limited stock. If we place a single order for 1,680 sets, they may have to deliver the goods in batches—otherwise, the price could be affected." Meanwhile, Li Jie from the Quality Control Department frowned and added, "Ramping up production so quickly will significantly increase the challenge of maintaining quality control, especially when it comes to children’s products. Safety standards leave no room for even the slightest compromise."

After a morning of discussions, we’ve preliminarily formulated our plan: First, we’ll sign phased supply agreements with the supplier to ensure a steady flow of raw materials. Second, we’ll activate the backup production line and recruit skilled workers from other departments for intensive training. At the same time, we’ll ramp up the frequency of random inspections in the quality control process, adopting a triple-check system—“production-self-inspection-specialized inspection.” In the afternoon, I led the team to “Baby Star” headquarters for a face-to-face meeting with their procurement team. In the conference room, we presented the production schedule and the comprehensive quality control plan. After listening carefully, the representative from their side nodded and said, “What we value most is your responsiveness and professional attitude. However, the delivery deadline cannot be delayed—otherwise, it will disrupt our market launch plans.” I firmly assured them, “We’ll mobilize every available resource to guarantee timely delivery.”

After returning to the company, adjustments to the production line immediately began. Lao Chen led the technical team to work through the night, fine-tuning the backup equipment, while Xiao Wang negotiated with suppliers, successfully securing more favorable procurement prices. What touched me most was the workers' attitude—when they learned overtime would be required, not a single person complained. Instead, they proactively proposed a "two-shift system." As one veteran worker put it: "Since it's for our kids, we'll make sure to do an extra careful job, so parents can rest easy." His words left everyone in the room momentarily silent, followed by a wave of even more determined nods.

Over the next two weeks, the factory was brightly lit around the clock. The backup production line gradually got back on track, and the newly trained workers were now able to operate independently. Every day, I would personally inspect the assembly line, watching as vibrant, colorful tricycles rolled off one after another—filling me with both peace of mind and excitement. Meanwhile, the quality control department’s report revealed that the first batch of 500 products achieved a flawless 99.8% pass rate, far exceeding our initial expectations. On a related note, the sales team shared some fantastic news: “Baby Star” was extremely pleased with our swift response time and has already added us to their “Core Supplier” list, opening the door for even more potential collaboration opportunities in the future.

On October 30, the first batch of 300 tricycles was loaded and set off on its journey. Watching the truck slowly roll out through the factory gates, I suddenly recalled the scene from ten years ago when I first entered this industry. Back then, we were just a small workshop, struggling daily to meet orders for only a few dozen units. Today, not only can we handle large orders of over a thousand units, but we’ve also managed to rapidly expand our production capacity while maintaining uncompromising quality standards. This remarkable growth isn’t just about scaling up—it’s about deeply embracing the meaning of "responsibility," as each children’s tricycle carries the trust of an entire family.

At night, I stood by the office window, gazing at the cityscape under the glow of the evening lights. Suddenly, my phone buzzed— it was Lin Wei, sending a message: "‘Baby Star’ just placed another 2,000-unit intent-order and asked if we can take on the order in the first quarter of next year." I smiled and replied, "Tell them we’re ready to go anytime." Outside the window, moonlight spilled softly onto the desk, illuminating the thick stack of production schedules with a gentle radiance—as if whispering a story of growth and responsibility.

Add: NO.4 Haiyu one road FuYu Industrial Zone Leliu Town Shunde District, Foshan City, Guangdong Province.
Tel: +86-0757-26368660 / +8613413291786
E-mail: sales.01@xiaorenlei.com