FarmCare Machinery Pvt Ltd

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How FarmCare Machinery Pvt Ltd reduced firefighting using a single system of record

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

39%

Reduction in daily coordination time for engineering work

39%

Reduction in daily coordination time for engineering work

13%

Reduction in excess inventory across store and production

13%

Reduction in excess inventory across store and production

6→1 days

Improvement in order-to-dispatch lead time with fewer last-minute follow-ups

6→1 days

Improvement in order-to-dispatch lead time with fewer last-minute follow-ups

Inside FarmCare Machinery Pvt Ltd

FarmCare Machinery Pvt Ltd is a micro engineering manufacturing unit based in Aurangabad. 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.

Engineering

Industry

Engineering

Industry

Micro

Company Size

Micro

Company Size

Aurangabad, India

Location

Aurangabad, India

Location

Multi-stage production planning + WIP control

Use Cases

Multi-stage production planning + WIP control

Use Cases

Challenges

WIP at job worker was invisible, so internal planning was always a guess.

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

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

Dispatch readiness built into the daily routine

Earlier, job-work material movement was tracked in registers and return status was unclear. This broke down on returns; shortages and rate differences led to repeated reconciliations. We implemented structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Material sent out and received back was logged against job-work orders, making shortages visible immediately. For engineering operations in Aurangabad, this reduced dependence on a single person for updates. The practical outcome was smoother handovers between departments and more predictable daily execution.

Stabilising planning with live WIP and material signals

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. 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 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. For engineering operations in Aurangabad, 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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