RAJ INTERIORS ASSOCIATES PRIVATE LIMITED

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From scattered sheets to one workflow: RAJ INTERIORS ASSOCIATES PRIVATE LIMITED's ops reset

Turning daily follow-ups into a repeatable workflow across departments.

52%

Reduction in daily coordination time for auto ancillary work

52%

Reduction in daily coordination time for auto ancillary work

25%

Reduction in excess inventory across store and production

25%

Reduction in excess inventory across store and production

9→1 days

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

9→1 days

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

Inside RAJ INTERIORS ASSOCIATES PRIVATE LIMITED

RAJ INTERIORS ASSOCIATES PRIVATE LIMITED is a micro auto ancillary 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.

Auto Ancillary

Industry

Auto Ancillary

Industry

Micro

Company Size

Micro

Company Size

Thane, India

Location

Thane, India

Location

Batch-wise traceability for parts and rejections

Use Cases

Batch-wise traceability for parts and rejections

Use Cases

Challenges

Shortage was detected only when the supervisor walked the floor, not when planning was done.

No single schedule linked orders, material availability and machine loading.

Vendor committed dates were verbal; delays were discovered only after repeated calls.

Cleaning masters to make reports match reality

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 centralised workflow where each order, material requirement and update had a clear owner and timestamp. 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.

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 a centralised workflow where each order, material requirement and update had a clear owner and timestamp. Planning moved to a simple daily schedule linked to orders, capacity and material, reducing last-minute reshuffles. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

After: Predictable execution, fewer escalations

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 centralised workflow where each order, material requirement and update had a clear owner and timestamp. The purchase team used one follow-up queue, logged committed dates, and escalated exceptions early. For auto ancillary operations in Thane, this reduced dependence on a single person for updates. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

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