JB Advanced Engineering Limited

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JB Advanced Engineering Limited improved delivery predictability with structured execution

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

26%

Reduction in daily coordination time for engineering work

26%

Reduction in daily coordination time for engineering work

23%

Reduction in excess inventory across store and production

23%

Reduction in excess inventory across store and production

3→1 days

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

3→1 days

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

JB Advanced Engineering Limited at a glance

JB Advanced Engineering Limited is a micro engineering 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.

Engineering

Industry

Engineering

Industry

Micro

Company Size

Micro

Company Size

Mumbai, India

Location

Mumbai, India

Location

Multi-stage production planning + WIP control

Use Cases

Multi-stage production planning + WIP control

Use Cases

Challenges

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

QC holds were not reflected in available stock, leading to accidental usage.

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

Vendor coordination with structured PO follow-ups

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 single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Supervisors started reviewing shortages at shift start and raised purchase/transfer requests before the line was blocked. For engineering 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, 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 single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. QC marked holds against lots, and planners saw only cleared stock as available for production. The practical outcome was smoother handovers between departments and more predictable daily execution.

Reducing month-end surprises with traceable transactions

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 centralised workflow where each order, material requirement and update had a clear owner and timestamp. Dispatch checklists were run a day ahead so invoicing, packing and transporter booking stayed aligned. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

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