HEGDE DYNAMICS PRIVATE LIMITED

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HEGDE DYNAMICS PRIVATE LIMITED tightened shop-floor control with a centralised workflow

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

27%

Reduction in daily coordination time for fabrication work

27%

Reduction in daily coordination time for fabrication work

24%

Reduction in excess inventory across store and production

24%

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

About HEGDE DYNAMICS PRIVATE LIMITED

HEGDE DYNAMICS PRIVATE LIMITED is a micro fabrication manufacturing unit based in Shimoga. 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.

Fabrication

Industry

Fabrication

Industry

Micro

Company Size

Micro

Company Size

Shimoga, India

Location

Shimoga, India

Location

Raw material cutting plan + WIP visibility

Use Cases

Raw material cutting plan + WIP visibility

Use Cases

Challenges

Receivable status changed daily because part-payments were not tagged to specific invoices.

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

Same item had different names in Excel and accounting exports, so reports never matched store reality.

After: Predictable execution, fewer escalations

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. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

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 single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. 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.

Reducing month-end surprises with traceable transactions

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 smoother handovers between departments and more predictable daily execution.

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