ONS HOLKAR (India) - TranZact AI

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ONS HOLKAR (India)

ONS HOLKAR (India) improved delivery predictability with structured execution

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

28%

Reduction in daily coordination time for auto ancillary work

28%

Reduction in daily coordination time for auto ancillary work

27%

Reduction in excess inventory across store and production

27%

Reduction in excess inventory across store and production

9→3 days

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

9→3 days

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

ONS HOLKAR (India) at a glance

ONS HOLKAR (India) is a medium auto ancillary manufacturing unit based in Gautam Buddha 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.

Auto Ancillary

Industry

Auto Ancillary

Industry

Medium

Company Size

Medium

Company Size

Gautam Buddha Nagar, India

Location

Gautam Buddha Nagar, India

Location

Consumable/tooling control with daily WIP view

Use Cases

Consumable/tooling control with daily WIP view

Use Cases

Challenges

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

Store stock looked fine on paper but production bins were empty when job cards started.

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

Reducing month-end surprises with traceable transactions

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. 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.

Implementation: Centralised workflow with clear owners

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 single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Supervisors started reviewing shortages at shift start and raised purchase/transfer requests before the line was blocked. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

Vendor coordination with structured PO follow-ups

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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. 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 smoother handovers between departments and more predictable daily execution.

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