Magnum Wonderplast PVT LTD

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Magnum Wonderplast PVT LTD tightened shop-floor control with a centralised workflow

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

36%

Reduction in daily coordination time for plastics work

36%

Reduction in daily coordination time for plastics work

23%

Reduction in excess inventory across store and production

23%

Reduction in excess inventory across store and production

8→1 days

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

8→1 days

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

Magnum Wonderplast PVT LTD at a glance

Magnum Wonderplast PVT LTD is a medium plastics manufacturing unit based in Faridabad. 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.

Plastics

Industry

Plastics

Industry

Medium

Company Size

Medium

Company Size

Faridabad, India

Location

Faridabad, India

Location

Stock accuracy across stores and production bins

Use Cases

Stock accuracy across stores and production bins

Use Cases

Challenges

Vendor committed dates were verbal; delays were discovered only after repeated calls.

Payment follow-ups depended on WhatsApp threads; disputes re-opened invoices at month-end.

Short/excess at dispatch led to urgent rework and multiple trips between store and floor.

Implementation: Centralised workflow with clear owners

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 plastics operations in Faridabad, 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.

Before: Too many moving parts, no single view

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 a single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Collections follow-ups moved to a single list with dispute tagging so teams stopped chasing the wrong invoices. 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.

Controlling rework through traceability and holds

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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Dispatch checklists were run a day ahead so invoicing, packing and transporter booking stayed aligned. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

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