Crimpwell Services - TranZact AI

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Crimpwell Services

Crimpwell Services tightened shop-floor control with a centralised workflow

Bringing purchase, production and dispatch on one timeline—without adding complexity.

18%

Reduction in excess inventory for fabrication work

18%

Reduction in excess inventory for fabrication work

+22 pts

Increase in on-time dispatch performance across store and production

+22 pts

Increase in on-time dispatch performance across store and production

5 hrs→61 mins

Faster PO approval to release cycle with fewer last-minute follow-ups

5 hrs→61 mins

Faster PO approval to release cycle with fewer last-minute follow-ups

How Crimpwell Services operates

Crimpwell Services is a small fabrication manufacturing unit based in Kolkata. Their day-to-day work involves coordinating orders, material availability, production execution and dispatch commitments. Earlier, updates were shared through a mix of Excel sheets, calls and WhatsApp, which made it hard to keep everyone aligned. By moving to a centralised workflow, the team standardised handovers, reduced rework in reporting, and improved execution predictability.

Fabrication

Industry

Fabrication

Industry

Small

Company Size

Small

Company Size

Kolkata, India

Location

Kolkata, India

Location

Dispatch readiness tracking for assemblies

Use Cases

Dispatch readiness tracking for assemblies

Use Cases

Challenges

Production plan changed multiple times a day due to capacity conflicts and material gaps.

WIP quantity was unknown across stages, so dispatch dates moved every evening.

Month-end reporting became a rework exercise because data lived in multiple files and chats.

Vendor coordination with structured PO follow-ups

Earlier, the daily plan was decided in fragments—by urgency, not by capacity and material signals. This broke down as soon as urgent orders came in; jobs were half-started and WIP piled up across stages. We implemented a single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Planning moved to a simple daily schedule linked to orders, capacity and material, reducing last-minute reshuffles. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

Stabilising planning with live WIP and material signals

Earlier, store stock, WIP and finished goods were tracked in separate sheets and message threads. This broke down whenever priorities changed—material looked available, but the line stalled due to bin-level shortages. We implemented structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Supervisors started reviewing shortages at shift start and raised purchase/transfer requests before the line was blocked. Over time, the team built confidence because the numbers matched what they saw on the floor. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

Implementation: Centralised workflow with clear owners

Earlier, masters and transactions were split across Excel, accounting exports and WhatsApp updates. This broke down at month-end; teams rebuilt the same report multiple times and still debated the numbers. We implemented a single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Masters were cleaned once, and daily reporting pulled from the same transactions instead of manual consolidation. For fabrication operations in Kolkata, this reduced dependence on a single person for updates. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

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