HUMANITY CHEMI-PHARMA

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From scattered sheets to one workflow: HUMANITY CHEMI-PHARMA's ops reset

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

41%

Reduction in daily coordination time for plastics work

41%

Reduction in daily coordination time for plastics work

22%

Reduction in excess inventory across store and production

22%

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 HUMANITY CHEMI-PHARMA

HUMANITY CHEMI-PHARMA is a small plastics manufacturing unit based in Aurangabad. 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

Aurangabad, India

Location

Aurangabad, India

Location

Stock accuracy across stores and production bins

Use Cases

Stock accuracy across stores and production bins

Use Cases

Challenges

Batch/lot traceability gaps made it hard to isolate which raw material caused a quality issue.

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

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

Stabilising planning with live WIP and material signals

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 a single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. QC marked holds against lots, and planners saw only cleared stock as available for production. For plastics operations in Aurangabad, 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, 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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. 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 fewer escalations, faster decisions, and dates that changed less often.

Implementation: Centralised workflow with clear owners

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. 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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