CFF FLUID CONTROL LIMITED

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Reducing coordination overhead at CFF FLUID CONTROL LIMITED

Exceptions started surfacing early, reducing daily firefighting and urgent purchases. (case 825)

12%

Reduction in inventory mismatch cases

12%

Reduction in inventory mismatch cases

20%

Reduction in rework/rejection loops

20%

Reduction in rework/rejection loops

7 days

Faster internal approvals cycle

7 days

Faster internal approvals cycle

About CFF FLUID CONTROL LIMITED

CFF FLUID CONTROL LIMITED operates from Raigarh(MH) and builds ducting for OEM customers. As a medium-scale fabrication unit running single shift, they work with a mix of make-to-stock and make-to-order model and two warehouses. They needed a centralised workflow to reduce daily follow-ups and keep commitments predictable.

Fabrication

Industry

Fabrication

Industry

Medium

Company Size

Medium

Company Size

Raigarh(MH)

Location

Raigarh(MH)

Location

WIP tracking across cutting–welding–finishing with job sequencing

Use Cases

WIP tracking across cutting–welding–finishing with job sequencing

Use Cases

Challenges

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

Gas shortages showed up late, causing emergency buys and delays on brackets. when multiple orders overlapped.

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

Workcentre progress captured at source

Earlier, CFF FLUID CONTROL LIMITED relied on planner’s notebook and calls to confirm inspection 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 two shifts.

Materials linked to live orders

Earlier, buying for angles 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 brackets, 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 two warehouses.

Promise dates with readiness gates

Earlier, dispatch dates were committed before checks on outside job-work. 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 mix of make-to-stock and make-to-order model and OEM customers.

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