M/S INTEG ELECTRONICS

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How M/S INTEG ELECTRONICS reduced firefighting using a single system of record

Standardising approvals and handovers so teams work off the same numbers.

41%

Reduction in daily coordination time for electrical work

41%

Reduction in daily coordination time for electrical work

23%

Reduction in excess inventory across store and production

23%

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

Inside M/S INTEG ELECTRONICS

M/S INTEG ELECTRONICS is a micro electrical manufacturing unit based in New Delhi. 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.

Electrical

Industry

Electrical

Industry

Micro

Company Size

Micro

Company Size

New Delhi, India

Location

New Delhi, India

Location

BOM-based production for panels/wiring kits

Use Cases

BOM-based production for panels/wiring kits

Use Cases

Challenges

Transporter availability was confirmed late, so finished goods piled up near the gate.

Customer statements took hours to reconcile due to scattered notes and missing debit/credit references.

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

After: Predictable execution, fewer escalations

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 centralised workflow where each order, material requirement and update had a clear owner and timestamp. 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 that teams stopped re-entering the same data and acted on exceptions early.

Cleaning masters to make reports match reality

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 centralised workflow where each order, material requirement and update had a clear owner and timestamp. Collections follow-ups moved to a single list with dispute tagging so teams stopped chasing the wrong invoices. 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, 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. The practical outcome was smoother handovers between departments and more predictable daily execution.

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