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new naini industries

How new naini industries reduced firefighting using a single system of record

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

56%

Reduction in daily coordination time for engineering work

56%

Reduction in daily coordination time for engineering work

20%

Reduction in excess inventory across store and production

20%

Reduction in excess inventory across store and production

6→3 days

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

6→3 days

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

About new naini industries

new naini industries is a micro engineering manufacturing unit based in Udham Singh 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

Udham Singh Nagar, India

Location

Udham Singh Nagar, India

Location

Centralised purchase & vendor performance tracking

Use Cases

Centralised purchase & vendor performance tracking

Use Cases

Challenges

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

WIP quantity was unknown across stages, so dispatch dates moved every evening.

QC holds were not reflected in available stock, leading to accidental usage.

Reducing month-end surprises with traceable transactions

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. Over time, the team built confidence because the numbers matched what they saw on the floor. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

Vendor coordination with structured PO follow-ups

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 centralised workflow where each order, material requirement and update had a clear owner and timestamp. Supervisors started reviewing shortages at shift start and raised purchase/transfer requests before the line was blocked. For engineering operations in Udham Singh Nagar, 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, 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. 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.

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