SIXTH SENSE RETAIL PRIVATE LIMITED

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How SIXTH SENSE RETAIL PRIVATE LIMITED reduced firefighting using a single system of record

Turning daily follow-ups into a repeatable workflow across departments.

56%

Reduction in daily coordination time for auto ancillary work

56%

Reduction in daily coordination time for auto ancillary work

17%

Reduction in excess inventory across store and production

17%

Reduction in excess inventory across store and production

3→2 days

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

3→2 days

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

Inside SIXTH SENSE RETAIL PRIVATE LIMITED

SIXTH SENSE RETAIL PRIVATE LIMITED is a medium auto ancillary manufacturing unit based in Pune. 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

Medium

Company Size

Medium

Company Size

Pune, India

Location

Pune, India

Location

PO-linked production planning + vendor scheduling

Use Cases

PO-linked production planning + vendor scheduling

Use Cases

Challenges

Same item had different names in Excel and accounting exports, so reports never matched store reality.

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

WIP quantity was unknown across stages, so dispatch dates moved every evening.

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 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 smoother handovers between departments and more predictable daily execution.

Dispatch readiness built into the daily routine

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 centralised workflow where each order, material requirement and update had a clear owner and timestamp. Material sent out and received back was logged against job-work orders, making shortages visible immediately. 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.

Implementation: Centralised workflow with clear owners

Earlier, store stock, WIP and finished goods were tracked in separate sheets and message threads. This broke down whenever priorities changed—material looked available, but the line stalled due to bin-level shortages. We implemented structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Supervisors started reviewing shortages at shift start and raised purchase/transfer requests before the line was blocked. Over time, the team built confidence because the numbers matched what they saw on the floor. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

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