Levin Wong

Work Experience

Featured Projects

Metro CoPilot

Mar, 2024 - Aug, 2024

Technical Lead

The Metro Rail Transit Inquiry System is primarily aimed at providing passengers with travel-related information inquiries and advertising services. In response to the implementation of the central state-owned enterprise information technology application innovation development strategy, the core goal of this project is to replace Xi'an Metro's existing inquiry system with a fully domestic system capability.

→ Challenges

• Product and business level: Align with existing system capabilities and redevelop (the original system capabilities do not support domestic software and hardware facilities); provide domestic facilities (including software and hardware) selection solutions for business parties;
• Technical level: Mixed B/S and C/S architecture, where the management system is B/S architecture, and the inquiry machine client is C/S architecture, but the company currently has no client software engineers;
• Organizational level: The current technical team lacks complete experience in domestic application development and deployment.

→ Targets

• Achieve the domestic replacement of the existing 'Metro Rail Transit Inquiry System', deploy system capabilities on domestic servers and operating systems, and provide 7x24 hours of stable service.

→ Actions

• Organize first - Recruit key technical talents with experience in domestic application development and deployment;
• Dive deep into the business - Organize technical personnel to go to the subway station to deeply use the existing system capabilities;
• Hardware first, then software - Complete the selection of domestic facilities first, then proceed with software application design; determining hardware first can reduce the compatibility cost of software development;
• Pre-research technical difficulties - Familiarize with potential technical difficulties and bottlenecks in advance (such as interactive subway route maps, offline applications, etc.).

→ Results

• Organizational aspect: Established a stable and combat-ready project team;
• Product aspect: By June 2024, 75% of the management system's functionalities have been developed, and the client software has completed 90% of its functionalities;
• Technical accumulation: An SVG-based interactive subway network route map component (planned to be open-sourced).

Waima WeChat Mini Program

Jul, 2022 - Nov, 2023

R&D Manager

The WeChat Mini Program supports the online marketing and operation of Meituan's self-operated Waima business. Developed based on Meituan's self-developed multi-end framework for Mini Programs, the product features 6 core pages: 'Home', 'Product Details', 'Product Details Page', 'Shopping Cart', 'Personal Center', and 'Search Page', as well as 3 major permanent marketing pages: 'Limited Time Sale', 'Waima Selection', and 'Member Center'.

→ Challenges

• 90% of team members lack experience in consumer-facing (C-end) projects and have insufficient expertise in developing mini-programs, resulting in low development efficiency and poor code quality.
• There is a high-risk technical debt, such as the absence of a Single Source Of Truth (SSOT), leading to occasional user location discrepancies.
• Code organization is haphazard, lacking awareness of ‘DRY’ (Don’t Repeat Yourself) and componentization principles, resulting in high code redundancy and low maintainability. The code quality metric ‘defects per thousand lines of code’ stands at 0.22‰, falling short of the baseline requirement (0.2‰) set by Meituan Daojia R&D department.
• Most critical performance indicators, such as ‘time to first byte,’ for core pages do not meet the baseline requirements set by Meituan Daojia R&D department. Negative feedback from both business stakeholders and users is prevalent.

→ Targets

• Enhance team members’ awareness of consumer-facing (C-end) project development principles, emphasizing ‘high stability, high performance, and excellent user experience.’
• In the ‘preparation’ phase, align with unified operational requirements for terminal quality and effectiveness. Strengthen the implementation of standards, mechanisms, best practices, negative cases, and technical debt management. In the ‘execution’ phase, optimize alert monitoring capabilities for core iterative processes to enhance business availability. In the ‘post-execution’ phase, conduct categorized retrospective analyses.
• Achieve industry-leading performance experiences for critical pages, benchmarking against external competitors like ‘Jiu Xiao er’ and internally aligning with role model applications such as ‘Grocery Shopping Mini-Program.’

→ Actions

• Improving Thinking - Organizing professional sharing sessions for cross-company and cross-team mini-program development; Clearly defining performance experience requirements for the pages or modules responsible in OKRs; Deep diving into the business by organizing customer service listening, frontline operations, and competitor analysis;
• Improving Quality - By conducting online issue analysis and research process standardization analysis, a 'Waima Terminal Development Delivery Full Process Work Guide' has been established to ensure that each development process has clear guidelines; Responding to and implementing the 'Stability Panoramic Governance and Operations' from higher-level departments, including 'Waima Core Link Quality Assurance', 'Waima Empowerment Quality Assurance', and 'Technical Debt Summary Governance', as well as building the Waima mini-program component library and establishing a cross-functional technical solution review mechanism;
• Improving Performance - Enhancing the measurement capabilities and operational mechanisms for performance experience, adding 'Instant Opening Rate' to align with Meituan WeChat Mini-Program operational standards, and adding 'Real Device Page Opening Time' to benchmark performance against external competitors; Establishing the 'Instant Opening Rate Governance Special Project', 'Homepage Performance Governance Special Project', and 'Wine Product Page Performance Experience Optimization Special Project', and initiating instant opening rate governance for 9 core pages.

→ Results

• Organized 1 cross-company professional sharing session 'Meituan Waima X JD Shopping Mini Program Exchange Meeting' in collaboration with JD; Established communication groups with frontend teams from other business lines such as 'Mai cai', 'Waimai', and 'Tuan Hao Huo', and organized several sharing sessions;
• Reduced the defect rate of Waima Mini Program to below 0.18‰, surpassing the baseline requirement set by Meituan Daojia R&D department;
• Overall instant opening rate improved from 46% in 2022 to 71%: Except for the shopping cart page and order preview page, the instant opening rate of other pages has achieved alignment with the internal benchmark 'Mai Cai' Mini Program; For core transaction pages, except for the shopping cart page, the real device page opening time has surpassed the benchmark of competing 'Jiu Xiao Er' Mini Program.

Waima Backstage System

Jul, 2022 - Nov, 2023

R&D Manager

This is a back-end system that supports the marketing and operation of the C-end (Waima WeChat Mini Program) of Meituan Waima business. It includes sub-systems such as 'Supplier Management (SRM), Product Management, Procurement Management (PMS), Warehouse Management (WMS), Transportation Management (TMS), Order Management (OMS), Delivery Fulfillment Management, Store Management, and Financial Settlement'. Currently, except for 'Transportation Management' which is outsourced, and 'Financial Settlement' which uses Meituan's infrastructure capabilities, all other system capabilities are self-built by Waima.

→ Challenges

• Is the system capability built by Waima applicable to future self-operated retail businesses of Meituan?
• Can the supply chain system capability currently being built be integrated and unified with other Meituan businesses (such as pharmaceuticals)?
• The generalization and integration of supply chain system capabilities involve cross-business, cross-business line, and cross-team complexities, with high ambiguity.

→ Targets

• Exploring a unified solution for integrating and consolidating the capabilities of the retail supply chain system, with WMS generalization as a pilot;
• Completing the generalization of WMS basic management capabilities, including warehouse management and inbound/outbound operations, to meet the WMS management needs of new businesses in small warehouses through low-cost reuse.

→ Actions

• Organize in advance: Establish a virtual organization for the unified construction of the retail supply chain, clarify goals, execution plans, and responsible persons for each segment;
• Benchmarking research: Conduct 'external industry research' and 'internal business system survey' together with the team, sort out and learn from industry solutions, and design the overall plan for the unified construction of the retail supply chain;
• Pilot implementation: Combine business requirements, coordinate the front-end and back-end teams to promote the construction of WMS infrastructure, and promote the generalization of PC-side WMS basic management capabilities. By the end of 2023, achieve a 100% generalization rate of WMS basic management capabilities.

→ Results

• Completed research on the leading WMS system of Flex Company, the supply chain system of Hema Fresh, and the capabilities of the internal pharmaceutical supply chain system. Consensus was reached on the goals, implementation path, and key milestones of the unified construction of the retail supply chain. The front-end team has completed the architectural design of the WMS module's generalization goals and overall plan, as well as the design of key milestones;
• The collaborative design team has completed the construction of the retail supply chain design system and front-end materials, improving the design standards and user experience of the system platform (style standardization rate reached 85%, calculation formula: usage of design variables / (usage of design variables + hard-coded style quantity));
• Improved the efficiency of PC-side requirement development to 23%+ (17.79% in 2022), and improved the efficiency of App-side requirement development to 15%+ (Numerator: number of components used in the code * development duration of a single component; Denominator: requirement development duration + numerator);
• Completed the construction and deployment of 3 configurable and extensible business process templates: 'Task Process Template', 'Document Process Template', and 'Master Data Process Template', laying a solid technical foundation for the generalization of WMS basic management capabilities.

Management Skills

• Mar 6, 2024

  Leadership Principles of Amazon and Meituan

  The Amazon Leadership Principles define how Amazon conducts business, leads, and makes decisions. It is a cultural system that ensures the healthy operation and success of the entire company, and is worth learning and emulating for every company and individual.

• Nov 2, 2023

  Summary of Meituan's Goal Management Practices

  Meituan takes Amazon as a learning benchmark in terms of management culture and has been advocating for `Learning from Amazon` since 2022. Therefore, many management concepts are learned and adapted from Amazon, combined with Meituan's own optimization and adjustments. For example, `Leadership Principles`, `Growth Flywheel`, `Operation Plans (OP)`, `Team Goals (TG)`, etc.

• May 6, 2022

  Summary of Process Management Practices at JD.com

  Agile Development (Scrum), Minimum Viable Product (MVP), and Plan-Do-Check-Act (PDCA) cycle, these three are the key ideas and process management methodologies and tools used by a team of less than 10 people at JD.com to incubate the Linglong Intelligent Design Platform in 2016.

Technology Influence

• In 2023, Organize and review the "Shining Technology Training" course in the supply chain field for Meituan Shangou Technology Department.
• In 2018, Explored the monetization of Aotu Lab's technology, planned Aotu Book (books.aotu.io), and published the first paid book on Juejin, "Practical Handbook for H5 Development in Big Companies" by JD.
• In 2017, Open source AT-UI Vue.js UI framework (github.com/AT-UI/at-ui), 2.2K Stars, now integrated into Taro-UI project.
• In 2017, Open source ELF HTML5 build tool (elf.aotu.io), 466 Stars.
• In 2017, Open source Gitalk comment component based on Github Issue (gitalk.github.io), 6K+ Stars.
• In 2016 Organized Aotu Geek Salon (geeks.aotu.io) to spread technical influence in the industry.
• In 2015, Created JD `Aotu Lab` technology brand (aotu.io), built brand operation ecosystem, including: official website, WeChat official account, Github organization, Juejin account, Aotu Open Class, Taro project.
• In 2014, Organized the first TGIdeas Mobile Frontend Summit at Tencent, and open-sourced MOTION.JS mobile application group at tgideas.github.io/motion.