BIMAL AUTO AGENCY INDIA PRIVATE LIMITED

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Improving planning discipline at BIMAL AUTO AGENCY INDIA PRIVATE LIMITED

Planning became steadier once orders, materials, and dispatch checks were linked. (case 503)

19%

Reduction in rework/rejection loops

19%

Reduction in rework/rejection loops

13%

Improvement in on-time dispatch

13%

Improvement in on-time dispatch

13 days

Order lead time improvement

13 days

Order lead time improvement

About BIMAL AUTO AGENCY INDIA PRIVATE LIMITED

BIMAL AUTO AGENCY INDIA PRIVATE LIMITED operates from Bangalore and builds machined components for distributors. As a micro-scale auto ancillary unit running single shift, they work with a mix of make-to-stock and make-to-order model and separate RM and FG stores. They needed a centralised workflow to reduce daily follow-ups and keep commitments predictable.

Auto Ancillary

Industry

Auto Ancillary

Industry

Micro

Company Size

Micro

Company Size

Bangalore

Location

Bangalore

Location

Order-wise traceability from PO to dispatch for repeat parts

Use Cases

Order-wise traceability from PO to dispatch for repeat parts

Use Cases

Challenges

Milling status was reconciled via Excel-based plan, so WIP clarity broke during single shift.

Forgings shortages showed up late, causing emergency buys and delays on machined components.

Dispatch dates were cleared before checks for vendor delays, causing reshuffles (vendor billing cut-off rush).

Stage-wise ownership and handovers

Earlier, BIMAL AUTO AGENCY INDIA PRIVATE LIMITED relied on Excel-based plan and calls to confirm grinding 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 extended shifts during peak weeks.

Requirement-driven buying rhythm

Earlier, buying for cutting 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 assemblies, 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 separate RM and FG stores.

Dispatch readiness checks

Earlier, dispatch dates were committed before checks on rejection/rework loops. 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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