K.R VAANI GROUP - TranZact AI

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K.R VAANI GROUP

From scattered sheets to one workflow: K.R VAANI GROUP's ops reset

A practical shift from WhatsApp/Excel coordination to trackable daily execution.

50%

Reduction in daily coordination time for chemicals work

50%

Reduction in daily coordination time for chemicals work

30%

Reduction in excess inventory across store and production

30%

Reduction in excess inventory across store and production

4→3 days

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

4→3 days

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

Inside K.R VAANI GROUP

K.R VAANI GROUP is a micro chemicals manufacturing unit based in Fatehpur. 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.

Chemicals

Industry

Chemicals

Industry

Micro

Company Size

Micro

Company Size

Fatehpur, India

Location

Fatehpur, India

Location

Batch production + lot traceability + QC holds

Use Cases

Batch production + lot traceability + QC holds

Use Cases

Challenges

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

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

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

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.

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 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. 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.

Cleaning masters to make reports match reality

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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. 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.

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