LIVON PAINTS PRIVATE LIMITED

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LIVON PAINTS PRIVATE LIMITED tightened shop-floor control with a centralised workflow

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

35%

Reduction in daily coordination time for engineering work

35%

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

6→1 days

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

6→1 days

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

Inside LIVON PAINTS PRIVATE LIMITED

LIVON PAINTS PRIVATE LIMITED is a small engineering manufacturing unit based in K.V.Rangareddy. 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

K.V.Rangareddy, India

Location

K.V.Rangareddy, India

Location

Multi-stage production planning + WIP control

Use Cases

Multi-stage production planning + WIP control

Use Cases

Challenges

Customer statements took hours to reconcile due to scattered notes and missing debit/credit references.

Same item had different names in Excel and accounting exports, so reports never matched store reality.

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

Dispatch readiness built into the daily routine

Earlier, collections follow-ups were scattered and disputes reopened older invoices. This broke down on part-payments; the receivable view changed daily and escalations increased. We implemented structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Collections follow-ups moved to a single list with dispute tagging so teams stopped chasing the wrong invoices. Over time, the team built confidence because the numbers matched what they saw on the floor. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

Stabilising planning with live WIP and material signals

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 fewer escalations, faster decisions, and dates that changed less often.

Cleaning masters to make reports match reality

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. 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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