SHRIPRASAD AUTOMOBILE (OPC) PRIVATE LIMITED

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From scattered sheets to one workflow: SHRIPRASAD AUTOMOBILE (OPC) PRIVATE LIMITED's ops reset

Bringing purchase, production and dispatch on one timeline—without adding complexity.

41%

Reduction in daily coordination time for auto ancillary work

41%

Reduction in daily coordination time for auto ancillary work

16%

Reduction in excess inventory across store and production

16%

Reduction in excess inventory across store and production

5→1 days

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

5→1 days

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

About SHRIPRASAD AUTOMOBILE (OPC) PRIVATE LIMITED

SHRIPRASAD AUTOMOBILE (OPC) PRIVATE LIMITED is a micro auto ancillary manufacturing unit based in Mysore. 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.

Auto Ancillary

Industry

Auto Ancillary

Industry

Micro

Company Size

Micro

Company Size

Mysore, India

Location

Mysore, India

Location

PO-linked production planning + vendor scheduling

Use Cases

PO-linked production planning + vendor scheduling

Use Cases

Challenges

WIP at job worker was invisible, so internal planning was always a guess.

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

Production plan changed multiple times a day due to capacity conflicts and material gaps.

Controlling rework through traceability and holds

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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Material sent out and received back was logged against job-work orders, making shortages visible immediately. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

Stabilising planning with live WIP and material signals

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. It also made owner reviews easier because key exceptions were visible without chasing the team. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

Reducing month-end surprises with traceable transactions

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

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