ME Techno Solutions LLP

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ME Techno Solutions LLP tightened shop-floor control with a centralised workflow

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

43%

Reduction in daily coordination time for plastics work

43%

Reduction in daily coordination time for plastics work

26%

Reduction in excess inventory across store and production

26%

Reduction in excess inventory across store and production

7→1 days

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

7→1 days

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

ME Techno Solutions LLP at a glance

ME Techno Solutions LLP is a micro plastics manufacturing unit based in Lucknow. 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

Micro

Company Size

Micro

Company Size

Lucknow, India

Location

Lucknow, India

Location

Customer-wise variants + dispatch readiness

Use Cases

Customer-wise variants + dispatch readiness

Use Cases

Challenges

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

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

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

After: Predictable execution, fewer escalations

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, 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 a centralised workflow where each order, material requirement and update had a clear owner and timestamp. Planning moved to a simple daily schedule linked to orders, capacity and material, reducing last-minute reshuffles. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

Implementation: Centralised workflow with clear owners

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 single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Dispatch checklists were run a day ahead so invoicing, packing and transporter booking stayed aligned. It also made owner reviews easier because key exceptions were visible without chasing the team. The practical outcome was smoother handovers between departments and more predictable daily execution.

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