In 2018, in a simple office of Nantong Shipping College, eight engineers were repeatedly deliberating around the BIM design of the steel structure for Shanghai Peace Kindergarten. 

At that time, they started from civilian projects to accumulate experience in 3D modeling. 

When discussing how to use a set of drawings to coordinate the entire process of design and construction to reduce repeated adjustments, the design idea of "ONE MAP · ONE TRIP" initially emerged, and the seed of "building the sea as a warehouse and striving for strength by the sea" was quietly sown - at that time, they were a small team focusing on steel structure design. 

It not only refined its technology with the principle of "There is no end to learning, and one must delve deeper", but also explored the path of efficient design with the original intention of "getting it right the first time", lighting the beacon of progress.

In the blink of an eye (by 2025), this team has grown to over 200 people. From delving into the steel structure models of kindergartens to participating in the design of the first domestic marine engineering project of its kind; from manual modeling to self-developed lightweight industrial auxiliary tools; from a single structural design to venturing into equipment manufacturing support - the transformation is underpinned by the stepwise growth of talent strength.

In 2019, in the face of the international standards for the LNGC electrical room project in Canada, the team debated until late at night over the compliance of the weld symbol.

This meticulousness forged the first batch of key personnel who master the detailed design standards of international offshore engineering, and also opened the door to the international market for the company.

Nowadays, with doctors leading teams to tackle detailed technical issues, and designers familiar with norms from various countries each in their positions, the team has grown from a "single-professional group" to a "supporting force for complex system engineering design".

From setting sail alone to the rudimentary form of a fleet, OCB has always been guided by the rudder of "change, innovation and evolution", leaving solid growth coordinates in the deep blue territory.

The LNGC electrical room project in Canada was the first "tempering" of OCB. The design object rose from civil buildings to industrial-grade core auxiliary facilities, and it had to simultaneously meet the requirements of over 300 international authoritative documents such as SHELL, DNV, and ASME - each clause is a differentiated technical language, and no red line can be crossed.

More than thirty design experts were stationed on-site continuously to tackle challenges.

They delved into hundreds of pages of norms in the unfamiliar international detailed design system and clarified the design paths where standards interweave.

They raced against time, overcame complex fatigue calculations and key node design challenges, and ultimately completed the task on time and to a high standard.

This tough battle enabled OCB to possess comprehensive professional detailed design capabilities for international projects and a mature project management system.

It also forged a group of core backbone personnel who are capable of winning battles, achieving a leap from "domestic design" to "international compliance".

The evolution of OCB has touched upon the core, gradually building a collaborative industrial chain prototype of four major sections: "design leadership, support from new maritime materials, skid-mounted manufacturing implementation, and digital intelligence empowerment" from a single marine engineering design.

Only through the establishment of such a chain can design drawings be more efficiently transformed into physical products, realizing the extension from "blueprint on paper" to "creation in hand".

The crucial step to turning a blueprint into a reality is a breakthrough in the manufacturing capacity of the skid. OCB is no longer content with merely delivering drawings.

Instead, it has built its own modern workshops, using welding torches and precision equipment as tools to transform modular units (skids) from design drawings into deliverable industrial entities. This step enabled OCB to initially integrate the service chain from solutions to products.

The efficient operation of the chain is supported by the precise empowerment of digital intelligence.

OCB continuously refines its self-developed toolchain: upgrading from the first-generation EDM system to the more lightweight Mini-PLM (Lightweight Product Data Management Tool), and accumulating project processes and knowledge; collaborating with the United Digital Intelligence Institute to develop the "NC1 Shrinkage Allowance File Processing System" - not only replacing the complex manual labor of engineers in shrinkage allowance calculation, but also intelligently associating design parameters with manufacturing processes, automatically generating weld reserve size guidance files, and improving the collaborative efficiency of design and manufacturing.

Meanwhile, the new materials team focuses on scene demands and delves deeply into technology.

They optimized the production process of special floating materials for scientific research vessels and wind power platforms, and promoted the standardization of mass production.

They provide customized floating material solutions and technical support for submarine pipelines and deep-sea aquaculture. By optimizing the molecular structure and protection mechanism, the stability of floating materials in high-pressure and highly corrosive environments is enhanced - with solid technological accumulation, the deep-sea adaptation capability of the equipment is supported.

The four major sectors empower each other, initially forming a collaborative model of "design - manufacturing - service": providing integrated supporting services from solution output to physical delivery.

Looking back over the seven-year journey—from a modest office at Nantong Shipping College to an industrial footprint in deep-blue frontiers—OCB has inscribed clear coordinates in the field of marine engineering with every step grounded in tangible results.

From an eight-person team studying kindergarten steel structures to a workforce of over 200 conquering China’s first‑of‑its‑kind offshore project; from manual modeling to self-developed industrial software, and from single-discipline design to integrated collaboration across “design, manufacturing, digital solutions, and new materials,” the belief in “POWER THE OCEAN · POWER YOUR DREAM” has remained the core driving our progress.

Today, the realization of projects such as the ALNG2 power generation module, nuclear power barges, deep-sea wind-power aquaculture platforms, and more, not only testifies to technological breakthroughs but also underscores OCB’s unwavering resolve.

Moving forward, OCB will continue to harness transformation as its sail and innovation as its oar.

We will answer the call of the ocean with technical prowess, allowing the conviction of “striving seaward” to shine even brighter on the global stage of marine engineering.