IONICS Power Solutions Pvt Ltd

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IONICS Power Solutions Pvt Ltd tightened shop-floor control with a centralised workflow

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

32%

Reduction in daily coordination time for electrical work

32%

Reduction in daily coordination time for electrical work

24%

Reduction in excess inventory across store and production

24%

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

How IONICS Power Solutions Pvt Ltd operates

IONICS Power Solutions Pvt Ltd is a small electrical manufacturing unit based in Hyderabad. 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

Small

Company Size

Small

Company Size

Hyderabad, India

Location

Hyderabad, India

Location

BOM-based production for panels/wiring kits

Use Cases

BOM-based production for panels/wiring kits

Use Cases

Challenges

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

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

PO approvals got stuck with managers, leading to last-minute buying and frequent expedite.

Controlling rework through traceability and holds

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. For electrical operations in Hyderabad, this reduced dependence on a single person for updates. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

Before: Too many moving parts, no single view

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.

Vendor coordination with structured PO follow-ups

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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