Shreeji Electro Power Pvt Ltd

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Shreeji Electro Power Pvt Ltd tightened shop-floor control with a centralised workflow

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

31%

Reduction in daily coordination time for chemicals work

31%

Reduction in daily coordination time for chemicals work

21%

Reduction in excess inventory across store and production

21%

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

Shreeji Electro Power Pvt Ltd at a glance

Shreeji Electro Power Pvt Ltd is a micro chemicals manufacturing unit based in Vadodara. 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.

Chemicals

Industry

Chemicals

Industry

Micro

Company Size

Micro

Company Size

Vadodara, India

Location

Vadodara, India

Location

Recipe/BOM control with expiry-aware inventory

Use Cases

Recipe/BOM control with expiry-aware inventory

Use Cases

Challenges

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

QC holds were not reflected in available stock, leading to accidental usage.

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

Controlling rework through traceability and holds

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. For chemicals operations in Vadodara, this reduced dependence on a single person for updates. 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 centralised workflow where each order, material requirement and update had a clear owner and timestamp. QC marked holds against lots, and planners saw only cleared stock as available for production. 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.

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

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