STILONN VALVES AND CONTROLS PRIVATE LIMITED

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From scattered sheets to one workflow: STILONN VALVES AND CONTROLS PRIVATE LIMITED's ops reset

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

50%

Reduction in daily coordination time for engineering work

50%

Reduction in daily coordination time for engineering work

19%

Reduction in excess inventory across store and production

19%

Reduction in excess inventory across store and production

4→2 days

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

4→2 days

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

Inside STILONN VALVES AND CONTROLS PRIVATE LIMITED

STILONN VALVES AND CONTROLS PRIVATE LIMITED is a micro engineering manufacturing unit based in Thane. 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

Micro

Company Size

Micro

Company Size

Thane, India

Location

Thane, India

Location

Quotation-to-order conversion + dispatch coordination

Use Cases

Quotation-to-order conversion + dispatch coordination

Use Cases

Challenges

Rate differences and consumption variances created disputes with subcontractors.

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

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

Reducing month-end surprises with traceable transactions

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. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

Before: Too many moving parts, no single view

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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. 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.

Implementation: Centralised workflow with clear owners

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. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

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