Seven Turns Pvt Ltd - TranZact AI

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Seven Turns Pvt Ltd

From scattered sheets to one workflow: Seven Turns Pvt Ltd's ops reset

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

44%

Reduction in daily coordination time for engineering work

44%

Reduction in daily coordination time for engineering work

29%

Reduction in excess inventory across store and production

29%

Reduction in excess inventory across store and production

6→1 days

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

6→1 days

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

How Seven Turns Pvt Ltd operates

Seven Turns Pvt Ltd is a medium engineering manufacturing unit based in Mumbai. 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

Medium

Company Size

Medium

Company Size

Mumbai, India

Location

Mumbai, India

Location

Quotation-to-order conversion + dispatch coordination

Use Cases

Quotation-to-order conversion + dispatch coordination

Use Cases

Challenges

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

Transporter availability was confirmed late, so finished goods piled up near the gate.

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

Vendor coordination with structured PO follow-ups

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 single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Material sent out and received back was logged against job-work orders, making shortages visible immediately. For engineering operations in Mumbai, 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, dispatch readiness depended on people coordinating invoice, packing and transporter on calls. This broke down when transporter slots moved; finished goods were ready but paperwork and packing lagged behind. We implemented a single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Dispatch checklists were run a day ahead so invoicing, packing and transporter booking stayed aligned. 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.

Dispatch readiness built into the daily routine

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 single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Planning moved to a simple daily schedule linked to orders, capacity and material, reducing last-minute reshuffles. The practical outcome was smoother handovers between departments and more predictable daily execution.

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