Hybridrickhsaw Electric Pvt. Ltd.

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Hybridrickhsaw Electric Pvt. Ltd. tightened shop-floor control with a centralised workflow

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

56%

Reduction in daily coordination time for electrical work

56%

Reduction in daily coordination time for electrical work

34%

Reduction in excess inventory across store and production

34%

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 Hybridrickhsaw Electric Pvt. Ltd.

Hybridrickhsaw Electric Pvt. Ltd. is a medium electrical manufacturing unit based in Raigarh(MH). 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.

Electrical

Industry

Electrical

Industry

Medium

Company Size

Medium

Company Size

Raigarh(MH), India

Location

Raigarh(MH), India

Location

BOM-based production for panels/wiring kits

Use Cases

BOM-based production for panels/wiring kits

Use Cases

Challenges

No single schedule linked orders, material availability and machine loading.

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

No simple view of vendor-wise delays, so the same issues repeated every month.

Implementation: Centralised workflow with clear owners

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. Over time, the team built confidence because the numbers matched what they saw on the floor. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

Controlling rework through traceability and holds

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 single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Dispatch checklists were run a day ahead so invoicing, packing and transporter booking stayed aligned. The practical outcome was smoother handovers between departments and more predictable daily execution.

Reducing month-end surprises with traceable transactions

Earlier, vendor follow-ups were call-driven and depended on whoever remembered to push. This broke down during peak load—approvals got delayed and committed dates slipped without a simple exception view. We implemented structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. The purchase team used one follow-up queue, logged committed dates, and escalated exceptions early. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

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