Delivering Light Planning

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From scattered sheets to one workflow: Delivering Light Planning's ops reset

Turning daily follow-ups into a repeatable workflow across departments.

4 hrs→44 mins

Faster PO approval to release cycle for chemicals work

4 hrs→44 mins

Faster PO approval to release cycle for chemicals work

Reduction in scrap/rework across store and production

₹10L/yr

Avoided expedite, rework and unplanned purchase costs with fewer last-minute follow-ups

₹10L/yr

Avoided expedite, rework and unplanned purchase costs with fewer last-minute follow-ups

How Delivering Light Planning operates

Delivering Light Planning is a small chemicals manufacturing unit based in South West Delhi. 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.

Chemicals

Industry

Chemicals

Industry

Small

Company Size

Small

Company Size

South West Delhi, India

Location

South West Delhi, India

Location

RM consumption visibility and reorder discipline

Use Cases

RM consumption visibility and reorder discipline

Use Cases

Challenges

Shortage was detected only when the supervisor walked the floor, not when planning was done.

Batch/lot traceability gaps made it hard to isolate which raw material caused a quality issue.

Priority orders jumped the queue; other jobs got half-started and left in between.

Reducing month-end surprises with traceable transactions

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 centralised workflow where each order, material requirement and update had a clear owner and timestamp. 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 that teams stopped re-entering the same data and acted on exceptions early.

Cleaning masters to make reports match reality

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 a centralised workflow where each order, material requirement and update had a clear owner and timestamp. QC marked holds against lots, and planners saw only cleared stock as available for production. The practical outcome was smoother handovers between departments and more predictable daily execution.

Before: Too many moving parts, no single view

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 chemicals operations in South West Delhi, 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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