Flovol Technologies Private Limited

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From scattered sheets to one workflow: Flovol Technologies Private Limited's ops reset

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

41%

Reduction in daily coordination time for electrical work

41%

Reduction in daily coordination time for electrical work

29%

Reduction in excess inventory across store and production

29%

Reduction in excess inventory across store and production

5→2 days

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

5→2 days

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

Flovol Technologies Private Limited at a glance

Flovol Technologies Private Limited is a small electrical manufacturing unit based in East 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.

Electrical

Industry

Electrical

Industry

Small

Company Size

Small

Company Size

East Delhi, India

Location

East Delhi, India

Location

Sales enquiry to dispatch workflow with approvals

Use Cases

Sales enquiry to dispatch workflow with approvals

Use Cases

Challenges

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

Enquiries came on calls and WhatsApp; follow-ups were forgotten when key people were busy.

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

Implementation: Centralised workflow with clear owners

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 smoother handovers between departments and more predictable daily execution.

After: Predictable execution, fewer escalations

Earlier, enquiries and quotations were handled in different places, so reminders were inconsistent. This broke down when key people were busy; hot leads cooled because follow-ups were not standardised. We implemented a centralised workflow where each order, material requirement and update had a clear owner and timestamp. Sales worked a standard follow-up cadence with reminders and visibility of the latest quotation version. It also made owner reviews easier because key exceptions were visible without chasing the team. The practical outcome was smoother handovers between departments and more predictable daily execution.

Reducing month-end surprises with traceable transactions

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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Supervisors started reviewing shortages at shift start and raised purchase/transfer requests before the line was blocked. For electrical operations in East Delhi, 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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