FAUCET LABS PRIVATE LIMITED

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From scattered sheets to one workflow: FAUCET LABS PRIVATE LIMITED's ops reset

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

38%

Reduction in daily coordination time for packaging work

38%

Reduction in daily coordination time for packaging work

23%

Reduction in excess inventory across store and production

23%

Reduction in excess inventory across store and production

3→3 days

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

3→3 days

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

How FAUCET LABS PRIVATE LIMITED operates

FAUCET LABS PRIVATE LIMITED is a small packaging manufacturing unit based in North 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.

Packaging

Industry

Packaging

Industry

Small

Company Size

Small

Company Size

North Delhi, India

Location

North Delhi, India

Location

Material planning for films, inks & adhesives

Use Cases

Material planning for films, inks & adhesives

Use Cases

Challenges

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

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

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

Vendor coordination with structured PO follow-ups

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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Planning moved to a simple daily schedule linked to orders, capacity and material, reducing last-minute reshuffles. 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, 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. For packaging operations in North 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.

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 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 smoother handovers between departments and more predictable daily execution.

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