ProMake Elevator Components Pvt Ltd.

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How ProMake Elevator Components Pvt Ltd. reduced firefighting using a single system of record

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

53%

Reduction in daily coordination time for engineering work

53%

Reduction in daily coordination time for engineering work

33%

Reduction in excess inventory across store and production

33%

Reduction in excess inventory across store and production

5→2 days

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

5→2 days

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

How ProMake Elevator Components Pvt Ltd. operates

ProMake Elevator Components Pvt Ltd. is a small engineering manufacturing unit based in Thane. 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

Thane, India

Location

Thane, India

Location

Centralised purchase & vendor performance tracking

Use Cases

Centralised purchase & vendor performance tracking

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.

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

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 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 smoother handovers between departments and more predictable daily execution.

Reducing month-end surprises with traceable transactions

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. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

Cleaning masters to make reports match reality

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. For engineering operations in Thane, this reduced dependence on a single person for updates. The practical outcome was smoother handovers between departments and more predictable daily execution.

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