SAKSHI ELECTRONICS ENTERPRISES

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SAKSHI ELECTRONICS ENTERPRISES improved delivery predictability with structured execution

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

49%

Reduction in daily coordination time for electrical work

49%

Reduction in daily coordination time for electrical work

20%

Reduction in excess inventory across store and production

20%

Reduction in excess inventory across store and production

4→2 days

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

4→2 days

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

How SAKSHI ELECTRONICS ENTERPRISES operates

SAKSHI ELECTRONICS ENTERPRISES is a micro electrical manufacturing unit based in Lucknow. 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.

Electrical

Industry

Electrical

Industry

Micro

Company Size

Micro

Company Size

Lucknow, India

Location

Lucknow, India

Location

Multi-warehouse inventory with serial/batch control

Use Cases

Multi-warehouse inventory with serial/batch control

Use Cases

Challenges

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

Quotation versions were scattered; the team was never sure which rate was final.

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

Stabilising planning with live WIP and material signals

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. For electrical operations in Lucknow, this reduced dependence on a single person for updates. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

Vendor coordination with structured PO follow-ups

Earlier, enquiries and quotations were handled in different places, so reminders were inconsistent. This broke down when key people were busy; hot leads cooled because follow-ups were not standardised. We implemented a single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Sales worked a standard follow-up cadence with reminders and visibility of the latest quotation version. 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.

After: Predictable execution, fewer escalations

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. 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.

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