Indo Green Enviro Pvt Ltd

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From scattered sheets to one workflow: Indo Green Enviro Pvt Ltd's ops reset

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

39%

Reduction in daily coordination time for auto ancillary work

39%

Reduction in daily coordination time for auto ancillary work

33%

Reduction in excess inventory across store and production

33%

Reduction in excess inventory across store and production

5→3 days

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

5→3 days

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

Inside Indo Green Enviro Pvt Ltd

Indo Green Enviro Pvt Ltd is a micro auto ancillary manufacturing unit based in Pune. 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

Micro

Company Size

Micro

Company Size

Pune, India

Location

Pune, India

Location

Consumable/tooling control with daily WIP view

Use Cases

Consumable/tooling control with daily WIP view

Use Cases

Challenges

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

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

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

Reducing month-end surprises with traceable transactions

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 centralised workflow where each order, material requirement and update had a clear owner and timestamp. QC marked holds against lots, and planners saw only cleared stock as available for production. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

Dispatch readiness built into the daily routine

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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Supervisors started reviewing shortages at shift start and raised purchase/transfer requests before the line was blocked. The practical outcome was smoother handovers between departments and more predictable daily execution.

Controlling rework through traceability and holds

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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