Merlin Automation Solutions Private Limited

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From scattered sheets to one workflow: Merlin Automation Solutions Private Limited's ops reset

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

58%

Reduction in daily coordination time for auto ancillary work

58%

Reduction in daily coordination time for auto ancillary work

15%

Reduction in excess inventory across store and production

15%

Reduction in excess inventory across store and production

8→3 days

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

8→3 days

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

How Merlin Automation Solutions Private Limited operates

Merlin Automation Solutions Private Limited is a micro auto ancillary manufacturing unit based in Kanchipuram. 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

Kanchipuram, India

Location

Kanchipuram, India

Location

Batch-wise traceability for parts and rejections

Use Cases

Batch-wise traceability for parts and rejections

Use Cases

Challenges

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

Job-work material sent out was tracked in registers; return quantity and shortages were unclear.

No single schedule linked orders, material availability and machine loading.

Before: Too many moving parts, no single view

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. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

Controlling rework through traceability and holds

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 a single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Material sent out and received back was logged against job-work orders, making shortages visible immediately. For auto ancillary operations in Kanchipuram, this reduced dependence on a single person for updates. The practical outcome was smoother handovers between departments and more predictable daily execution.

Dispatch readiness built into the daily routine

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.

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