MOS Techno Engineers - TranZact AI

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MOS Techno Engineers

MOS Techno Engineers tightened shop-floor control with a centralised workflow

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

41%

Reduction in daily coordination time for engineering work

41%

Reduction in daily coordination time for engineering work

15%

Reduction in excess inventory across store and production

15%

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

MOS Techno Engineers at a glance

MOS Techno Engineers is a micro engineering manufacturing unit based in Kanpur Nagar. 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.

Engineering

Industry

Engineering

Industry

Micro

Company Size

Micro

Company Size

Kanpur Nagar, India

Location

Kanpur Nagar, India

Location

Centralised purchase & vendor performance tracking

Use Cases

Centralised purchase & vendor performance tracking

Use Cases

Challenges

Dispatch dates slipped because packing list, invoice and transporter booking were not in sync.

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

Batch/lot traceability gaps made it hard to isolate which raw material caused a quality issue.

Before: Too many moving parts, no single view

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. 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.

Implementation: Centralised workflow with clear owners

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 single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. 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 fewer escalations, faster decisions, and dates that changed less often.

Controlling rework through traceability and holds

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. For engineering operations in Kanpur Nagar, 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.

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