JSN Technologies - TranZact AI

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JSN Technologies

JSN Technologies tightened shop-floor control with a centralised workflow

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

45%

Reduction in daily coordination time for auto ancillary work

45%

Reduction in daily coordination time for auto ancillary work

23%

Reduction in excess inventory across store and production

23%

Reduction in excess inventory across store and production

8→2 days

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

8→2 days

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

JSN Technologies at a glance

JSN Technologies is a medium 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

Medium

Company Size

Medium

Company Size

Pune, India

Location

Pune, India

Location

Batch-wise traceability for parts and rejections

Use Cases

Batch-wise traceability for parts and rejections

Use Cases

Challenges

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

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

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

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 a single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. The purchase team used one follow-up queue, logged committed dates, and escalated exceptions early. 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.

Stabilising planning with live WIP and material signals

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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Material sent out and received back was logged against job-work orders, making shortages visible immediately. It also made owner reviews easier because key exceptions were visible without chasing the team. 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, 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 a single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Planning moved to a simple daily schedule linked to orders, capacity and material, reducing last-minute reshuffles. It also made owner reviews easier because key exceptions were visible without chasing the team. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

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