DIAMANT TRIUMPH METALLPLASTIC PVT LTD

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How DIAMANT TRIUMPH METALLPLASTIC PVT LTD reduced firefighting using a single system of record

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

3→3 days

Improvement in order-to-dispatch lead time for plastics work

3→3 days

Improvement in order-to-dispatch lead time for plastics work

13%

Reduction in excess inventory across store and production

13%

Reduction in excess inventory across store and production

41 mins→10 mins

Faster daily MIS and stock reporting with fewer last-minute follow-ups

41 mins→10 mins

Faster daily MIS and stock reporting with fewer last-minute follow-ups

Inside DIAMANT TRIUMPH METALLPLASTIC PVT LTD

DIAMANT TRIUMPH METALLPLASTIC PVT LTD is a micro plastics manufacturing unit based in Bangalore. 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

Micro

Company Size

Micro

Company Size

Bangalore, India

Location

Bangalore, India

Location

Customer-wise variants + dispatch readiness

Use Cases

Customer-wise variants + dispatch readiness

Use Cases

Challenges

No single schedule linked orders, material availability and machine loading.

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

Same item had different names in Excel and accounting exports, so reports never matched store reality.

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 plastics operations in Bangalore, this reduced dependence on a single person for updates. The practical outcome was smoother handovers between departments and more predictable daily execution.

Controlling rework through traceability and holds

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. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

Cleaning masters to make reports match reality

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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Masters were cleaned once, and daily reporting pulled from the same transactions instead of manual consolidation. For plastics operations in Bangalore, this reduced dependence on a single person for updates. The practical outcome was smoother handovers between departments and more predictable daily execution.

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