Freewill Infrastructures Pvt Ltd

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Freewill Infrastructures Pvt Ltd improved delivery predictability with structured execution

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

40%

Reduction in daily coordination time for auto ancillary work

40%

Reduction in daily coordination time for auto ancillary work

20%

Reduction in excess inventory across store and production

20%

Reduction in excess inventory across store and production

9→3 days

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

9→3 days

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

Inside Freewill Infrastructures Pvt Ltd

Freewill Infrastructures Pvt Ltd is a small auto ancillary manufacturing unit based in Pune. 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.

Auto Ancillary

Industry

Auto Ancillary

Industry

Small

Company Size

Small

Company Size

Pune, India

Location

Pune, India

Location

Consumable/tooling control with daily WIP view

Use Cases

Consumable/tooling control with daily WIP view

Use Cases

Challenges

WIP quantity was unknown across stages, so dispatch dates moved every evening.

Payment follow-ups depended on WhatsApp threads; disputes re-opened invoices at month-end.

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

After: Predictable execution, fewer escalations

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. It also made owner reviews easier because key exceptions were visible without chasing the team. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

Dispatch readiness built into the daily routine

Earlier, collections follow-ups were scattered and disputes reopened older invoices. This broke down on part-payments; the receivable view changed daily and escalations increased. We implemented structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Collections follow-ups moved to a single list with dispute tagging so teams stopped chasing the wrong invoices. For auto ancillary operations in Pune, this reduced dependence on a single person for updates. The practical outcome was smoother handovers between departments and more predictable daily execution.

Stabilising planning with live WIP and material signals

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 single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Dispatch checklists were run a day ahead so invoicing, packing and transporter booking stayed aligned. For auto ancillary operations in Pune, 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.

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