Tecnik Fluid Controls

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From scattered sheets to one workflow: Tecnik Fluid Controls's ops reset

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

45%

Reduction in daily coordination time for fabrication work

45%

Reduction in daily coordination time for fabrication work

18%

Reduction in excess inventory across store and production

18%

Reduction in excess inventory across store and production

4→1 days

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

4→1 days

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

Tecnik Fluid Controls at a glance

Tecnik Fluid Controls is a medium fabrication manufacturing unit based in Mumbai. 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.

Fabrication

Industry

Fabrication

Industry

Medium

Company Size

Medium

Company Size

Mumbai, India

Location

Mumbai, India

Location

Dispatch readiness tracking for assemblies

Use Cases

Dispatch readiness tracking for assemblies

Use Cases

Challenges

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

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

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

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. Over time, the team built confidence because the numbers matched what they saw on the floor. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

Implementation: Centralised workflow with clear owners

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. For fabrication operations in Mumbai, this reduced dependence on a single person for updates. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

Vendor coordination with structured PO follow-ups

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

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