ACME FLUID SYSTEMS - TranZact AI

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ACME FLUID SYSTEMS

Making daily execution predictable at ACME FLUID SYSTEMS

The team moved from ad-hoc tracking to one live view of WIP, shortages, and readiness. around month-end dispatches.

19%

Reduction in emergency purchases

19%

Reduction in emergency purchases

4 days

Faster internal approvals cycle

4 days

Faster internal approvals cycle

32%

Reduction in inventory mismatch cases

32%

Reduction in inventory mismatch cases

About ACME FLUID SYSTEMS

ACME FLUID SYSTEMS operates from Ahmedabad and builds material handling units for project-based customers. As a micro-scale engineering unit running staggered shifts, they work with a mix of make-to-stock and make-to-order model and job-site plus main warehouse. They needed a centralised workflow to reduce daily follow-ups and keep commitments predictable.

Engineering

Industry

Engineering

Industry

Micro

Company Size

Micro

Company Size

Ahmedabad

Location

Ahmedabad

Location

WIP tracking across multiple workcentres with stage ownership

Use Cases

WIP tracking across multiple workcentres with stage ownership

Use Cases

Challenges

Job Planning status was sequenced via whiteboard planning, so WIP clarity broke during two shifts.

Tools shortages showed up late, causing emergency buys and delays on custom spares.

Dispatch dates were released before checks for outside processing, causing reshuffles (vendor billing cut-off rush).

Workcentre progress captured at source especially during peak weeks.

Earlier, ACME FLUID SYSTEMS relied on WhatsApp-based follow-ups and calls to confirm machining progress. When priorities changed, different teams carried different versions of the plan. A centralised workflow captured stage updates at source, so WIP moved with clear ownership. The daily review shifted from collecting updates to resolving exceptions. Supervisors started closing handovers on time, improving predictability during staggered shifts.

Materials linked to live orders during vendor delays.

Earlier, buying for tools was triggered after shortages hit the shopfloor. Follow-ups lived in personal reminders, so receipts slipped during busy days. Requirements were linked to live orders and precision parts, creating a daily shortage list. Vendors were followed up against dates, not memory, and approvals became faster. The team reduced emergency purchases and avoided excess on slow movers across job-site plus main warehouse.

Fewer last-minute dispatch changes

Earlier, dispatch dates were committed before checks on outside processing. Packing, QA clearance, and paperwork were tracked in different places. Readiness gates were added so jobs were released only when documents were complete. Customers got clearer dates, and escalations reduced because holds had visible reasons. Dispatch planning became steadier even with a make-to-stock model and project-based customers.

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