R S AUTOCARES PVT LTD

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From scattered sheets to one workflow: R S AUTOCARES PVT LTD's ops reset

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

31%

Reduction in daily coordination time for auto ancillary work

31%

Reduction in daily coordination time for auto ancillary work

12%

Reduction in excess inventory across store and production

12%

Reduction in excess inventory across store and production

9→2 days

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

9→2 days

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

Inside R S AUTOCARES PVT LTD

R S AUTOCARES PVT LTD is a small auto ancillary manufacturing unit based in Kannauj. 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

Small

Company Size

Small

Company Size

Kannauj, India

Location

Kannauj, India

Location

Batch-wise traceability for parts and rejections

Use Cases

Batch-wise traceability for parts and rejections

Use Cases

Challenges

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

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

Job-work material sent out was tracked in registers; return quantity and shortages were unclear.

Implementation: Centralised workflow with clear owners

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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. 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 that teams stopped re-entering the same data and acted on exceptions early.

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. It also made owner reviews easier because key exceptions were visible without chasing the team. The practical outcome was smoother handovers between departments and more predictable daily execution.

Stabilising planning with live WIP and material signals

Earlier, job-work material movement was tracked in registers and return status was unclear. This broke down on returns; shortages and rate differences led to repeated reconciliations. We implemented a centralised workflow where each order, material requirement and update had a clear owner and timestamp. Material sent out and received back was logged against job-work orders, making shortages visible immediately. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

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