Telematrix Engineers & Consultant

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From scattered sheets to one workflow: Telematrix Engineers & Consultant's ops reset

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

55%

Reduction in daily coordination time for engineering work

55%

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

3→3 days

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

3→3 days

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

Telematrix Engineers & Consultant at a glance

Telematrix Engineers & Consultant is a small engineering manufacturing unit based in Anand. 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

Small

Company Size

Small

Company Size

Anand, India

Location

Anand, India

Location

Quotation-to-order conversion + dispatch coordination

Use Cases

Quotation-to-order conversion + dispatch coordination

Use Cases

Challenges

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

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

Rejections were logged on paper; rework cost showed up only after dispatch was missed.

Implementation: Centralised workflow with clear owners

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 engineering operations in Anand, this reduced dependence on a single person for updates. The practical outcome was smoother handovers between departments and more predictable daily execution.

Controlling rework through traceability and holds

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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Planning moved to a simple daily schedule linked to orders, capacity and material, reducing last-minute reshuffles. 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.

Before: Too many moving parts, no single view

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

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