JackInTheBox Toys Pvt. Ltd

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From scattered sheets to one workflow: JackInTheBox Toys Pvt. Ltd's ops reset

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

28%

Reduction in daily coordination time for fabrication work

28%

Reduction in daily coordination time for fabrication work

20%

Reduction in excess inventory across store and production

20%

Reduction in excess inventory across store and production

4→2 days

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

4→2 days

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

How JackInTheBox Toys Pvt. Ltd operates

JackInTheBox Toys Pvt. Ltd is a small fabrication manufacturing unit based in Mumbai. 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.

Fabrication

Industry

Fabrication

Industry

Small

Company Size

Small

Company Size

Mumbai, India

Location

Mumbai, India

Location

Job card based production + subcontracting traceability

Use Cases

Job card based production + subcontracting traceability

Use Cases

Challenges

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

Teams worked off screenshots and old sheets; daily numbers drifted from what the shop floor saw.

WIP quantity was unknown across stages, so dispatch dates moved every evening.

After: Predictable execution, fewer escalations

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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Dispatch checklists were run a day ahead so invoicing, packing and transporter booking stayed aligned. It also made owner reviews easier because key exceptions were visible without chasing the team. The practical outcome was smoother handovers between departments and more predictable daily execution.

Before: Too many moving parts, no single view

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. For fabrication operations in Mumbai, 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.

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

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