Kanbe Flow Tech Private Limited

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Kanbe Flow Tech Private Limited tightened shop-floor control with a centralised workflow

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

48%

Reduction in daily coordination time for chemicals work

48%

Reduction in daily coordination time for chemicals work

33%

Reduction in excess inventory across store and production

33%

Reduction in excess inventory across store and production

3→3 days

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

3→3 days

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

Kanbe Flow Tech Private Limited at a glance

Kanbe Flow Tech Private Limited is a small chemicals manufacturing unit based in West Delhi. 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

Small

Company Size

Small

Company Size

West Delhi, India

Location

West Delhi, India

Location

Batch production + lot traceability + QC holds

Use Cases

Batch production + lot traceability + QC holds

Use Cases

Challenges

Month-end reporting became a rework exercise because data lived in multiple files and chats.

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

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

After: Predictable execution, fewer escalations

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. Over time, the team built confidence because the numbers matched what they saw on the floor. The practical outcome was smoother handovers between departments and more predictable daily execution.

Stabilising planning with live WIP and material signals

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 centralised workflow where each order, material requirement and update had a clear owner and timestamp. Planning moved to a simple daily schedule linked to orders, capacity and material, reducing last-minute reshuffles. 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, 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. For chemicals operations in West Delhi, this reduced dependence on a single person for updates. The practical outcome was smoother handovers between departments and more predictable daily execution.

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