Sharda infrasolutions pvt ltd

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Sharda infrasolutions pvt ltd tightened shop-floor control with a centralised workflow

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

45%

Reduction in daily coordination time for plastics work

45%

Reduction in daily coordination time for plastics work

28%

Reduction in excess inventory across store and production

28%

Reduction in excess inventory across store and production

9→3 days

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

9→3 days

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

Inside Sharda infrasolutions pvt ltd

Sharda infrasolutions pvt ltd is a micro plastics manufacturing unit based in Ranchi. 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

Micro

Company Size

Micro

Company Size

Ranchi, India

Location

Ranchi, 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.

Rejections were logged on paper; rework cost showed up only after dispatch was missed.

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

After: Predictable execution, fewer escalations

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 a single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Masters were cleaned once, and daily reporting pulled from the same transactions instead of manual consolidation. 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 a single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. QC marked holds against lots, and planners saw only cleared stock as available for production. For plastics operations in Ranchi, this reduced dependence on a single person for updates. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

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 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 fewer escalations, faster decisions, and dates that changed less often.

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