M/S. CHEMI PLANT ENGINEERING COMPANY

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From scattered sheets to one workflow: M/S. CHEMI PLANT ENGINEERING COMPANY's ops reset

A practical shift from WhatsApp/Excel coordination to trackable daily execution.

50%

Reduction in daily coordination time for engineering work

50%

Reduction in daily coordination time for engineering work

31%

Reduction in excess inventory across store and production

31%

Reduction in excess inventory across store and production

6→2 days

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

6→2 days

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

Inside M/S. CHEMI PLANT ENGINEERING COMPANY

M/S. CHEMI PLANT ENGINEERING COMPANY is a small engineering manufacturing unit based in Vadodara. 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

Small

Company Size

Small

Company Size

Vadodara, India

Location

Vadodara, India

Location

Multi-stage production planning + WIP control

Use Cases

Multi-stage production planning + WIP control

Use Cases

Challenges

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

WIP at job worker was invisible, so internal planning was always a guess.

Teams worked off screenshots and old sheets; daily numbers drifted from what the shop floor saw.

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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Collections follow-ups moved to a single list with dispute tagging so teams stopped chasing the wrong invoices. For engineering operations in Vadodara, this reduced dependence on a single person for updates. The practical outcome was smoother handovers between departments and more predictable daily execution.

Implementation: Centralised workflow with clear owners

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. 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.

Reducing month-end surprises with traceable transactions

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. Over time, the team built confidence because the numbers matched what they saw on the floor. The practical outcome was smoother handovers between departments and more predictable daily execution.

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