MasCasts - TranZact AI

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MasCasts

How MasCasts reduced firefighting using a single system of record

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

45%

Reduction in daily coordination time for auto ancillary work

45%

Reduction in daily coordination time for auto ancillary work

28%

Reduction in excess inventory across store and production

28%

Reduction in excess inventory across store and production

4→1 days

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

4→1 days

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

How MasCasts operates

MasCasts is a micro auto ancillary manufacturing unit based in Thane. 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.

Auto Ancillary

Industry

Auto Ancillary

Industry

Micro

Company Size

Micro

Company Size

Thane, India

Location

Thane, India

Location

PO-linked production planning + vendor scheduling

Use Cases

PO-linked production planning + vendor scheduling

Use Cases

Challenges

Receivable status changed daily because part-payments were not tagged to specific invoices.

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

Priority orders jumped the queue; other jobs got half-started and left in between.

Stabilising planning with live WIP and material signals

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. 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.

Cleaning masters to make reports match reality

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. It also made owner reviews easier because key exceptions were visible without chasing the team. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

Vendor coordination with structured PO follow-ups

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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Planning moved to a simple daily schedule linked to orders, capacity and material, reducing last-minute reshuffles. 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.

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