R K Engineering Works

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R K Engineering Works improved delivery predictability with structured execution

A practical shift from WhatsApp/Excel coordination to trackable daily execution.

24%

Reduction in daily coordination time for engineering work

24%

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

3→1 days

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

3→1 days

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

Inside R K Engineering Works

R K Engineering Works is a micro 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

Micro

Company Size

Micro

Company Size

Thane, India

Location

Thane, India

Location

Centralised purchase & vendor performance tracking

Use Cases

Centralised purchase & vendor performance tracking

Use Cases

Challenges

PO approvals got stuck with managers, leading to last-minute buying and frequent expedite.

Payment follow-ups depended on WhatsApp threads; disputes re-opened invoices at month-end.

Rejections were logged on paper; rework cost showed up only after dispatch was missed.

Controlling rework through traceability and holds

Earlier, vendor follow-ups were call-driven and depended on whoever remembered to push. This broke down during peak load—approvals got delayed and committed dates slipped without a simple exception view. We implemented a single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. The purchase team used one follow-up queue, logged committed dates, and escalated exceptions early. 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.

Before: Too many moving parts, no single view

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 single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Collections follow-ups moved to a single list with dispute tagging so teams stopped chasing the wrong invoices. For engineering operations in Thane, 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, 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 that teams stopped re-entering the same data and acted on exceptions early.

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