We look forward to joining hands with you all to co-establish a new paradigm of creation for this era.
On September 10, at the Feishu Project 2025 New Product Launch Event, Wang Chen, Product Lead for Feishu Project Solutions, officially introduced the Feishu Project Automotive R&D Solution. He presented Feishu Project’s product capabilities through four key scenarios: architectural integration, project collaboration, quality control, and holistic visibility.
"We are honored to share the practical experience we've accumulated in complex automotive R&D environments with more partners across the hardware manufacturing industry," Wang Chen said on stage. "We firmly believe that the methodologies and capabilities validated by Feishu Project in automotive R&D can also provide more efficient collaborative support for your smart hardware, consumer electronics, and other manufacturing operations."
The main launch-event account follows. Feature, capacity, efficiency and roadmap statements are vendor claims rather than independently verified results; buyers should confirm them through current-version documentation, written commitments and a pilot using their own data.
Breaking Down System Silos
Making the Entire Vehicle Manufacturing Process Complete and Controllable
The first core question we want to explore today is: When leveraging systems to empower vehicle development, what should be our critical first step?
Just as building a high-quality car doesn’t start with installing parts, but rather begins with drawing up the complete blueprint and clarifying its architecture—this top-level logic determines how the vehicle will be designed and manufactured.
From market demand to product line definition, R&D processes, and ultimately risk and quality control, an integrated architectural blueprint is essential. Feishu Project has built up substantial experience in software R&D collaboration and feedback management over successive product iterations. Today, we turn our focus to the foundation of vehicle development—project architecture.
Automotive R&D System Architecture
Vehicle R&D is a process of decomposition followed by integration. We must first break down a complete vehicle into atomic components according to business modules, much like a skilled butcher dissecting an ox.
Then, these modules are re-integrated. Common capabilities are consolidated into "platforms," while customized features become "modules." This highly cohesive, loosely coupled approach is designed to support product differentiation, and may help shorten development cycles and contain component procurement costs—outcomes buyers can test against their own programme baselines.
Drilling down further into individual collaborative projects, we support defining and standardizing Level 1 processes linked by key vehicle development milestones, along with Level 2–n plans built from dozens of subsystem domains. Standard actions within each vertical business domain are solidified via templates, eliminating inefficient, repetitive breakdown work by project managers across multiple projects.
Thus, project managers can focus their core efforts on actual project management—flexibly decomposing tasks based on project characteristics, either by incorporating existing standard sub-processes or breaking down multi-level sub-tasks. While ensuring stability of the main workflow, this approach maintains comprehensive coverage and flexibility at the execution level.
In this way, from project leads to frontline engineers, every team member's work can be systematically broken down and recorded. Imagine a massive collaborative database—we have chosen to directly confront this immense challenge.
This year, Feishu Project plans to raise the capacity limit of its schedule tables significantly. Buyers running large vehicle programmes should confirm the exact item limit for their own master plans during a trial, using their own baseline project breakdown as the test case.
Feishu Project Automotive R&D Solution: breaking down system silos to make vehicle manufacturing complete and controllable.
Dismantling Collaboration Barriers
Speeding Up Collaborative Innovation
Having clear process designs and the capacity to manage tens of thousands of plan items is like holding a precise and detailed engineering blueprint—it marks only the beginning of a great endeavor.
The next, even greater challenge lies in enabling hundreds or even thousands of engineers to collaborate like a precision assembly line: each focused on their own role, yet perfectly synchronized so that every “door” fits seamlessly onto the “body.”
Within Feishu Project’s master schedule, participants from each module can collaboratively decompose and schedule project plans under a shared context, achieving real-time awareness and online synchronization. Meanwhile, each module automatically generates its own sub-schedule, synced with the master plan, avoiding information overload and decision paralysis.
Global Schedule
This enables both “breaking down complexity into manageable pieces,” allowing teams to operate efficiently, and “dynamic alignment,” ensuring everyone remains in sync at all times.
Vehicle R&D cycles are long—typically one to two years, sometimes three to five. Planning is often an iterative, progressively refined process. Feishu Project supports phased release of plans: near-term plans are defined first, then gradually elaborated as the project advances. This approach breaks down abstract goals into actionable paths, though teams should test in a pilot whether phased release suits their review cadence.
Once a detailed plan is established, how do we ensure stable delivery in a fast-changing environment?
Feishu Project schedules support constraining the latest completion time of subordinate tasks based on key milestones, while allowing flexible adjustments to individual task timelines under special circumstances—an approach intended to support delivery outcomes; buyers should verify milestone behaviour in a pilot.
We use systems to safeguard delivery baselines, and human ingenuity to push the limits of innovation.
Meanwhile, all repetitive and tedious scheduling calculations are handled automatically by the system—supporting dependency-based auto-calculation, forward scheduling, backward planning, and quick switching between working days and calendar days. With a smooth spreadsheet-like interface and a powerful formula engine, Feishu Project liberates project managers from the manual “Excel spreadsheet” role.
Supports automatic scheduling calculation
Feishu Project Automotive R&D Solution: dismantling collaboration barriers to help accelerate collaborative innovation.
End-to-End Quality Control
Supporting Confident Delivery
As consumers, we expect not only feature-rich and rapidly iterating vehicles, but also ones guaranteed for quality. In the automotive industry, quality is not a final checkpoint—it is a lifeline woven throughout the entire process. A single oversight could lead to recall costs of hundreds of millions, or even loss of life.
To address this, we’ve embedded multiple critical “quality gates” within this high-speed process engine.
Each gate is designed to act as a safety lock, helping keep delivery on track as the programme advances.
Feishu Project’s review management capability allows setting of both project gates and quality gates, covering everything from top-level project investment return reviews, engineering milestone controls, to final production document sign-offs—managing phase gates and deliverable standards comprehensively.
For example, during thereview of a product trial production admission gate, the quality representative role within the project is automatically synchronized and authorized as the quality adjudicator for this round of review based on predefined rules.
Prior to this critical go/no-go meeting, the quality adjudicator carefully tailors the standard checklist according to project type and complexity. The system then automatically assigns each key quality element—such as dimensional measurement reports, process capability indices—to corresponding roles like production engineers or quality engineers, locking the scope of the review. This aims to ensure clarity of focus, consistency of standards, and fewer last-minute changes during the review, supporting the seriousness and fairness of the go-ahead decision.
Engineers receiving these tasks conduct rigorous evaluations based on assigned elements and provide professional judgment conclusions. This pre-review process helps relevant stakeholders gather background materials and conduct preliminary assessments in advance, improving the efficiency of the formal review meeting.
During the formal review session, all reviewers independently vote on each evaluation item. The system automatically aggregates the results and generates a comprehensive quality review conclusion according to predefined rules. Ultimately, the quality adjudicator confirms whether the gate is passed. More importantly, any outstanding issues or defects identified during the review are recorded by the system and linked to the next milestone quality gate, supporting closed-loop quality management so that identified issues are tracked through to the next gate.
In the end, this end-to-end quality control process is intended to help the “R&D train” stay on course, supporting confidence in delivery; buyers should validate gate and defect-tracking behaviour in a pilot.
Gaining Holistic Insight
Enabling Precise and Efficient Decision-Making
After addressing delivery efficiency and quality, let’s discuss the final challenge: in such an extremely complex R&D process, how can we ensure every team member sees the big picture?
In Feishu Project, whether you need to oversee the entire vehicle’s Level 1 plan or focus on a specific division’s progress, the stated capability is to pull up the required timeline quickly; performance should be confirmed with your own data volume in a trial. It’s like equipping a speeding car with a dashboard—allowing you to monitor the vehicle’s direction and assess the status of each core system, so that risks can be spotted early even in complex conditions.
Let’s begin with the daily work of a cockpit division project manager. The example calls for a Gantt chart from design to mass production with deviations highlighted; buyers should verify alert rules and latency in a demonstration.
Next, consider the perspective of the cockpit division head. He sees a horizontal comparison chart of all ongoing projects, making resource conflicts and project bottlenecks immediately visible.
But even this isn't enough. For model leaders or even the CEO, they need a broader “holistic battlefield map.”
In many past setups, the PMO team spent days extracting data from multiple disparate systems and manually assembling them into PowerPoint slides. By the time you saw it, the data was already outdated—and even if leadership spotted risks, they couldn’t drill down to trace root causes.
In Feishu Project’s Global View, the aim is a real-time, dynamic view assembled far more quickly.
Within this Global View, you first see a real-time panoramic view of the entire vehicle’s Level 1 plan—key milestones and health statuses clearly visible. Progress across secondary domains, such as intelligent cockpit and powertrain development, is aggregated cross-functionally, helping you quickly grasp key project developments. Upon spotting a risk or anomaly, you can directly drill down from the top level to the finest-grained task—reviewing specific design documents, test reports, or even code submission records—to rapidly pinpoint the source of the issue.
Data is intended to flow in real time from Feishu Project’s R&D activities, with options to merge or split data sources, customize tree structures and drill-down dimensions, and push the view to responsible parties, supporting a shared operational map. Buyers should confirm real-time sync and configuration limits in a trial.
This Global View system for visualising automotive R&D is slated for launch later this year, with the goal of helping managers achieve holistic insight for precise and efficient decision-making. Buyers should confirm the launch timeline and feature scope with the vendor before committing.
The launch presentation summarizes the solution as “layered and decoupled architecture management, end-to-end quality gates, and real-time synchronized global views,” with efficiency, stability and transparency as intended outcomes. Whether those outcomes are achieved depends on the buyer’s configuration, integrations and measured pilot results.
Today, we are honored to share this practical experience, honed in complex vehicle R&D environments, with more partners across the hardware manufacturing industry. We believe the methods and capabilities developed by Feishu Project in automotive R&D may also provide more efficient R&D collaboration support for your smart hardware, consumer electronics, and other manufacturing operations.
We look forward to joining hands with you all to co-establish a new paradigm of creation for this era. Thank you!