HSV Aditya Glass Line Private Limited

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From scattered sheets to one workflow: HSV Aditya Glass Line Private Limited's ops reset

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

31%

Reduction in daily coordination time for plastics work

31%

Reduction in daily coordination time for plastics work

23%

Reduction in excess inventory across store and production

23%

Reduction in excess inventory across store and production

8→2 days

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

8→2 days

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

Inside HSV Aditya Glass Line Private Limited

HSV Aditya Glass Line Private Limited is a small plastics manufacturing unit based in Anand. 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.

Plastics

Industry

Plastics

Industry

Small

Company Size

Small

Company Size

Anand, India

Location

Anand, India

Location

Customer-wise variants + dispatch readiness

Use Cases

Customer-wise variants + dispatch readiness

Use Cases

Challenges

Rejections were logged on paper; rework cost showed up only after dispatch was missed.

Transporter availability was confirmed late, so finished goods piled up near the gate.

Shortage was detected only when the supervisor walked the floor, not when planning was done.

Implementation: Centralised workflow with clear owners

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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. QC marked holds against lots, and planners saw only cleared stock as available for production. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

Before: Too many moving parts, no single view

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 centralised workflow where each order, material requirement and update had a clear owner and timestamp. Dispatch checklists were run a day ahead so invoicing, packing and transporter booking stayed aligned. For plastics operations in Anand, this reduced dependence on a single person for updates. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

Vendor coordination with structured PO follow-ups

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. 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.

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