FERRO OILTEK PVT LTD - TranZact AI

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FERRO OILTEK PVT LTD

FERRO OILTEK PVT LTD improved delivery predictability with structured execution

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

26%

Reduction in daily coordination time for engineering work

26%

Reduction in daily coordination time for engineering work

24%

Reduction in excess inventory across store and production

24%

Reduction in excess inventory across store and production

9→2 days

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

9→2 days

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

Inside FERRO OILTEK PVT LTD

FERRO OILTEK PVT LTD is a micro engineering 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.

Engineering

Industry

Engineering

Industry

Micro

Company Size

Micro

Company Size

Thane, India

Location

Thane, India

Location

Centralised purchase & vendor performance tracking

Use Cases

Centralised purchase & vendor performance tracking

Use Cases

Challenges

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

Dispatch dates slipped because packing list, invoice and transporter booking were not in sync.

Vendor committed dates were verbal; delays were discovered only after repeated calls.

Before: Too many moving parts, no single view

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 smoother handovers between departments and more predictable daily execution.

Dispatch readiness built into the daily routine

Earlier, dispatch readiness depended on people coordinating invoice, packing and transporter on calls. This broke down when transporter slots moved; finished goods were ready but paperwork and packing lagged behind. We implemented a centralised workflow where each order, material requirement and update had a clear owner and timestamp. Dispatch checklists were run a day ahead so invoicing, packing and transporter booking stayed aligned. It also made owner reviews easier because key exceptions were visible without chasing the team. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

Vendor coordination with structured PO follow-ups

Earlier, vendor follow-ups were call-driven and depended on whoever remembered to push. This broke down during peak load—approvals got delayed and committed dates slipped without a simple exception view. We implemented structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. The purchase team used one follow-up queue, logged committed dates, and escalated exceptions early. Over time, the team built confidence because the numbers matched what they saw on the floor. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

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