KIRAN RUBBER INDUSTRIES

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KIRAN RUBBER INDUSTRIES improved delivery predictability with structured execution

Bringing purchase, production and dispatch on one timeline—without adding complexity.

41%

Reduction in daily coordination time for engineering work

41%

Reduction in daily coordination time for engineering work

18%

Reduction in excess inventory across store and production

18%

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

KIRAN RUBBER INDUSTRIES at a glance

KIRAN RUBBER INDUSTRIES is a small 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

Small

Company Size

Small

Company Size

Mumbai, India

Location

Mumbai, India

Location

Centralised purchase & vendor performance tracking

Use Cases

Centralised purchase & vendor performance tracking

Use Cases

Challenges

WIP at job worker was invisible, so internal planning was always a guess.

Rejections were logged on paper; rework cost showed up only after dispatch was missed.

Dispatch dates slipped because packing list, invoice and transporter booking were not in sync.

Implementation: Centralised workflow with clear owners

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 a single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Material sent out and received back was logged against job-work orders, making shortages visible immediately. 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.

Dispatch readiness built into the daily routine

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 centralised workflow where each order, material requirement and update had a clear owner and timestamp. QC marked holds against lots, and planners saw only cleared stock as available for production. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

Cleaning masters to make reports match reality

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. Over time, the team built confidence because the numbers matched what they saw on the floor. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

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