TAS Powertek Ltd. - TranZact AI

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TAS Powertek Ltd.

From scattered sheets to one workflow: TAS Powertek Ltd.'s ops reset

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

50%

Reduction in daily coordination time for plastics work

50%

Reduction in daily coordination time for plastics work

31%

Reduction in excess inventory across store and production

31%

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

TAS Powertek Ltd. at a glance

TAS Powertek Ltd. is a micro plastics manufacturing unit based in Nashik. 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

Nashik, India

Location

Nashik, India

Location

RM-to-FG traceability + mould-wise planning

Use Cases

RM-to-FG traceability + mould-wise planning

Use Cases

Challenges

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

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

Short/excess at dispatch led to urgent rework and multiple trips between store and floor.

Dispatch readiness built into the daily routine

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.

Before: Too many moving parts, no single view

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 a single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. 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 smoother handovers between departments and more predictable daily execution.

Controlling rework through traceability and holds

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 a single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Dispatch checklists were run a day ahead so invoicing, packing and transporter booking stayed aligned. For plastics operations in Nashik, this reduced dependence on a single person for updates. The practical outcome was smoother handovers between departments and more predictable daily execution.

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