Samruddhi Knitline Pvt Ltd UDYAM-GJ-01-0025692

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Samruddhi Knitline Pvt Ltd UDYAM-GJ-01-0025692 tightened shop-floor control with a centralised workflow

Standardising approvals and handovers so teams work off the same numbers.

45%

Reduction in daily coordination time for plastics work

45%

Reduction in daily coordination time for plastics work

27%

Reduction in excess inventory across store and production

27%

Reduction in excess inventory across store and production

5→3 days

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

5→3 days

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

How Samruddhi Knitline Pvt Ltd UDYAM-GJ-01-0025692 operates

Samruddhi Knitline Pvt Ltd UDYAM-GJ-01-0025692 is a medium plastics manufacturing unit based in Surat. 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.

Plastics

Industry

Plastics

Industry

Medium

Company Size

Medium

Company Size

Surat, India

Location

Surat, India

Location

Customer-wise variants + dispatch readiness

Use Cases

Customer-wise variants + dispatch readiness

Use Cases

Challenges

Month-end reporting became a rework exercise because data lived in multiple files and chats.

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

Batch/lot traceability gaps made it hard to isolate which raw material caused a quality issue.

Dispatch readiness built into the daily routine

Earlier, masters and transactions were split across Excel, accounting exports and WhatsApp updates. This broke down at month-end; teams rebuilt the same report multiple times and still debated the numbers. We implemented structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Masters were cleaned once, and daily reporting pulled from the same transactions instead of manual consolidation. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

Before: Too many moving parts, no single view

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. 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.

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 that teams stopped re-entering the same data and acted on exceptions early.

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