GLASSTECH COMPONENTS - TranZact AI

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GLASSTECH COMPONENTS

How GLASSTECH COMPONENTS reduced firefighting using a single system of record

Bringing purchase, production and dispatch on one timeline—without adding complexity.

30%

Reduction in daily coordination time for engineering work

30%

Reduction in daily coordination time for engineering work

29%

Reduction in excess inventory across store and production

29%

Reduction in excess inventory across store and production

8→1 days

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

8→1 days

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

Inside GLASSTECH COMPONENTS

GLASSTECH COMPONENTS is a micro engineering manufacturing unit based in Vadodara. 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

Vadodara, India

Location

Vadodara, India

Location

Multi-stage production planning + WIP control

Use Cases

Multi-stage production planning + WIP control

Use Cases

Challenges

Store stock looked fine on paper but production bins were empty when job cards started.

Customer statements took hours to reconcile due to scattered notes and missing debit/credit references.

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

Before: Too many moving parts, no single view

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 a centralised workflow where each order, material requirement and update had a clear owner and timestamp. Supervisors started reviewing shortages at shift start and raised purchase/transfer requests before the line was blocked. The practical outcome was smoother handovers between departments and more predictable daily execution.

Controlling rework through traceability and holds

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 a centralised workflow where each order, material requirement and update had a clear owner and timestamp. Collections follow-ups moved to a single list with dispute tagging so teams stopped chasing the wrong invoices. 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.

Vendor coordination with structured PO follow-ups

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. 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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