Novorbis ITUS Pvt Ltd.

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From scattered sheets to one workflow: Novorbis ITUS Pvt Ltd.'s ops reset

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

57%

Reduction in daily coordination time for auto ancillary work

57%

Reduction in daily coordination time for auto ancillary work

13%

Reduction in excess inventory across store and production

13%

Reduction in excess inventory across store and production

4→3 days

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

4→3 days

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

Inside Novorbis ITUS Pvt Ltd.

Novorbis ITUS Pvt Ltd. is a micro auto ancillary manufacturing unit based in Pune. 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

Pune, India

Location

Pune, India

Location

Consumable/tooling control with daily WIP view

Use Cases

Consumable/tooling control with daily WIP view

Use Cases

Challenges

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

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

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

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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Supervisors started reviewing shortages at shift start and raised purchase/transfer requests before the line was blocked. 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.

Cleaning masters to make reports match reality

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 centralised workflow where each order, material requirement and update had a clear owner and timestamp. QC marked holds against lots, and planners saw only cleared stock as available for production. For auto ancillary operations in Pune, 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.

Stabilising planning with live WIP and material signals

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 that teams stopped re-entering the same data and acted on exceptions early.

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