DAN HYDRAULICS - TranZact AI

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DAN HYDRAULICS

How DAN HYDRAULICS reduced firefighting using a single system of record

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

3 hrs→33 mins

Faster PO approval to release cycle for auto ancillary work

3 hrs→33 mins

Faster PO approval to release cycle for auto ancillary work

52 mins→13 mins

Faster daily MIS and stock reporting across store and production

52 mins→13 mins

Faster daily MIS and stock reporting across store and production

20%

Reduction in scrap/rework with fewer last-minute follow-ups

20%

Reduction in scrap/rework with fewer last-minute follow-ups

Inside DAN HYDRAULICS

DAN HYDRAULICS is a micro auto ancillary manufacturing unit based in Pune. 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.

Auto Ancillary

Industry

Auto Ancillary

Industry

Micro

Company Size

Micro

Company Size

Pune, India

Location

Pune, India

Location

Batch-wise traceability for parts and rejections

Use Cases

Batch-wise traceability for parts and rejections

Use Cases

Challenges

Store stock looked fine on paper but production bins were empty when job cards started.

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

QC holds were not reflected in available stock, leading to accidental usage.

Dispatch readiness built into the daily routine

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 a single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Supervisors started reviewing shortages at shift start and raised purchase/transfer requests before the line was blocked. The practical outcome was smoother handovers between departments and more predictable daily execution.

Implementation: Centralised workflow with clear owners

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 centralised workflow where each order, material requirement and update had a clear owner and timestamp. Planning moved to a simple daily schedule linked to orders, capacity and material, reducing last-minute reshuffles. For auto ancillary operations in Pune, this reduced dependence on a single person for updates. The practical outcome was smoother handovers between departments and more predictable daily execution.

Vendor coordination with structured PO follow-ups

Earlier, QC holds and rework notes were kept on paper and were not visible to planning. This broke down during rejections; without traceability, isolating root cause took days and blocked dispatch. We implemented structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. QC marked holds against lots, and planners saw only cleared stock as available for production. Over time, the team built confidence because the numbers matched what they saw on the floor. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

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