FLODYNE CORPORATION - TranZact AI

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FLODYNE CORPORATION

FLODYNE CORPORATION tightened shop-floor control with a centralised workflow

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

46%

Reduction in daily coordination time for chemicals work

46%

Reduction in daily coordination time for chemicals work

24%

Reduction in excess inventory across store and production

24%

Reduction in excess inventory across store and production

5→3 days

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

5→3 days

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

FLODYNE CORPORATION at a glance

FLODYNE CORPORATION is a medium chemicals manufacturing unit based in Bilaspur(CGH). 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

Medium

Company Size

Medium

Company Size

Bilaspur(CGH), India

Location

Bilaspur(CGH), India

Location

Batch production + lot traceability + QC holds

Use Cases

Batch production + lot traceability + QC holds

Use Cases

Challenges

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

No simple view of vendor-wise delays, so the same issues repeated every month.

Production plan changed multiple times a day due to capacity conflicts and material gaps.

Before: Too many moving parts, no single view

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

Reducing month-end surprises with traceable transactions

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 a single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. The purchase team used one follow-up queue, logged committed dates, and escalated exceptions early. For chemicals operations in Bilaspur(CGH), this reduced dependence on a single person for updates. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

Dispatch readiness built into the daily routine

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. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

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