Esters and Solvents LLP

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Esters and Solvents LLP improved delivery predictability with structured execution

Standardising approvals and handovers so teams work off the same numbers.

25%

Reduction in daily coordination time for chemicals work

25%

Reduction in daily coordination time for chemicals work

2 hrs→70 mins

Faster PO approval to release cycle across store and production

2 hrs→70 mins

Faster PO approval to release cycle across store and production

37 mins→11 mins

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

37 mins→11 mins

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

Esters and Solvents LLP at a glance

Esters and Solvents LLP is a micro chemicals manufacturing unit based in Thane. 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

Micro

Company Size

Micro

Company Size

Thane, India

Location

Thane, India

Location

Batch production + lot traceability + QC holds

Use Cases

Batch production + lot traceability + QC holds

Use Cases

Challenges

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

Customer statements took hours to reconcile due to scattered notes and missing debit/credit references.

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

Reducing month-end surprises with traceable transactions

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. Over time, the team built confidence because the numbers matched what they saw on the floor. The practical outcome was smoother handovers between departments and more predictable daily execution.

Before: Too many moving parts, no single view

Earlier, collections follow-ups were scattered and disputes reopened older invoices. This broke down on part-payments; the receivable view changed daily and escalations increased. We implemented a centralised workflow where each order, material requirement and update had a clear owner and timestamp. Collections follow-ups moved to a single list with dispute tagging so teams stopped chasing the wrong invoices. For chemicals operations in Thane, this reduced dependence on a single person for updates. The practical outcome was smoother handovers between departments and more predictable daily execution.

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 fewer escalations, faster decisions, and dates that changed less often.

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