HAFI ELEKTRA PRIVATE LIMITED

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HAFI ELEKTRA PRIVATE LIMITED improved delivery predictability with structured execution

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

43%

Reduction in daily coordination time for auto ancillary work

43%

Reduction in daily coordination time for auto ancillary work

25%

Reduction in excess inventory across store and production

25%

Reduction in excess inventory across store and production

7→2 days

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

7→2 days

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

HAFI ELEKTRA PRIVATE LIMITED at a glance

HAFI ELEKTRA PRIVATE LIMITED 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

PO-linked production planning + vendor scheduling

Use Cases

PO-linked production planning + vendor scheduling

Use Cases

Challenges

Job-work material sent out was tracked in registers; return quantity and shortages were unclear.

Month-end reporting became a rework exercise because data lived in multiple files and chats.

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

Implementation: Centralised workflow with clear owners

Earlier, job-work material movement was tracked in registers and return status was unclear. This broke down on returns; shortages and rate differences led to repeated reconciliations. We implemented a centralised workflow where each order, material requirement and update had a clear owner and timestamp. Material sent out and received back was logged against job-work orders, making shortages visible immediately. 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.

Stabilising planning with live WIP and material signals

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 a centralised workflow where each order, material requirement and update had a clear owner and timestamp. Masters were cleaned once, and daily reporting pulled from the same transactions instead of manual consolidation. It also made owner reviews easier because key exceptions were visible without chasing the team. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

Controlling rework through traceability and holds

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 single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Supervisors started reviewing shortages at shift start and raised purchase/transfer requests before the line was blocked. 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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