Flow Ink and Coatings Private Limited

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Flow Ink and Coatings Private Limited tightened shop-floor control with a centralised workflow

Standardising approvals and handovers so teams work off the same numbers.

28%

Reduction in daily coordination time for packaging work

28%

Reduction in daily coordination time for packaging work

13%

Reduction in excess inventory across store and production

13%

Reduction in excess inventory across store and production

3→1 days

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

3→1 days

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

How Flow Ink and Coatings Private Limited operates

Flow Ink and Coatings Private Limited is a micro packaging manufacturing unit based in Ahmedabad. 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

Micro

Company Size

Micro

Company Size

Ahmedabad, India

Location

Ahmedabad, India

Location

WIP tracking across printing–lamination–slitting–dispatch

Use Cases

WIP tracking across printing–lamination–slitting–dispatch

Use Cases

Challenges

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

Short/excess at dispatch led to urgent rework and multiple trips between store and floor.

PO approvals got stuck with managers, leading to last-minute buying and frequent expedite.

Cleaning masters to make reports match reality

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. 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.

Vendor coordination with structured PO follow-ups

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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Dispatch checklists were run a day ahead so invoicing, packing and transporter booking stayed aligned. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

After: Predictable execution, fewer escalations

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. 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.

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