MAGNETIC AND CONTROLS

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How MAGNETIC AND CONTROLS reduced firefighting using a single system of record

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

55%

Reduction in daily coordination time for packaging work

55%

Reduction in daily coordination time for packaging work

29%

Reduction in excess inventory across store and production

29%

Reduction in excess inventory across store and production

3→2 days

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

3→2 days

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

About MAGNETIC AND CONTROLS

MAGNETIC AND CONTROLS is a small packaging manufacturing unit based in Coimbatore. 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.

Packaging

Industry

Packaging

Industry

Small

Company Size

Small

Company Size

Coimbatore, India

Location

Coimbatore, India

Location

WIP tracking across printing–lamination–slitting–dispatch

Use Cases

WIP tracking across printing–lamination–slitting–dispatch

Use Cases

Challenges

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

Teams worked off screenshots and old sheets; daily numbers drifted from what the shop floor saw.

Store stock looked fine on paper but production bins were empty when job cards started.

After: Predictable execution, fewer escalations

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 single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. 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.

Implementation: Centralised workflow with clear owners

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 a single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Masters were cleaned once, and daily reporting pulled from the same transactions instead of manual consolidation. The practical outcome was smoother handovers between departments and more predictable daily execution.

Controlling rework through traceability and holds

Earlier, store stock, WIP and finished goods were tracked in separate sheets and message threads. This broke down whenever priorities changed—material looked available, but the line stalled due to bin-level shortages. We implemented a single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Supervisors started reviewing shortages at shift start and raised purchase/transfer requests before the line was blocked. 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.

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