Designest Private Limited

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Designest Private Limited tightened shop-floor control with a centralised workflow

A practical shift from WhatsApp/Excel coordination to trackable daily execution.

12%

Reduction in excess inventory for plastics work

12%

Reduction in excess inventory for plastics work

22%

Reduction in scrap/rework across store and production

22%

Reduction in scrap/rework across store and production

49%

Reduction in daily coordination time with fewer last-minute follow-ups

49%

Reduction in daily coordination time with fewer last-minute follow-ups

About Designest Private Limited

Designest Private Limited is a small plastics manufacturing unit based in Satna. 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.

Plastics

Industry

Plastics

Industry

Small

Company Size

Small

Company Size

Satna, India

Location

Satna, India

Location

Customer-wise variants + dispatch readiness

Use Cases

Customer-wise variants + dispatch readiness

Use Cases

Challenges

Rejections were logged on paper; rework cost showed up only after dispatch was missed.

Teams worked off screenshots and old sheets; daily numbers drifted from what the shop floor saw.

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

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 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 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 centralised workflow where each order, material requirement and update had a clear owner and timestamp. Masters were cleaned once, and daily reporting pulled from the same transactions instead of manual consolidation. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

Controlling rework through traceability and holds

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. For plastics operations in Satna, this reduced dependence on a single person for updates. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

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