INDIA CIRCUITS PRIVATE LIMITED

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How INDIA CIRCUITS PRIVATE LIMITED reduced firefighting using a single system of record

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

53%

Reduction in daily coordination time for auto ancillary work

53%

Reduction in daily coordination time for auto ancillary work

20%

Reduction in excess inventory across store and production

20%

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

About INDIA CIRCUITS PRIVATE LIMITED

INDIA CIRCUITS PRIVATE LIMITED is a small auto ancillary manufacturing unit based in Panchkula. 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

Panchkula, India

Location

Panchkula, India

Location

PO-linked production planning + vendor scheduling

Use Cases

PO-linked production planning + vendor scheduling

Use Cases

Challenges

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

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

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

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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Masters were cleaned once, and daily reporting pulled from the same transactions instead of manual consolidation. The practical outcome was smoother handovers between departments and more predictable daily execution.

Controlling rework through traceability and holds

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. The practical outcome was smoother handovers between departments and more predictable daily execution.

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 Panchkula, 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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