Third Eye Distillery - TranZact AI

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Third Eye Distillery

From scattered sheets to one workflow: Third Eye Distillery's ops reset

Standardising approvals and handovers so teams work off the same numbers.

51%

Reduction in daily coordination time for engineering work

51%

Reduction in daily coordination time for engineering work

15%

Reduction in excess inventory across store and production

15%

Reduction in excess inventory across store and production

5→2 days

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

5→2 days

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

Third Eye Distillery at a glance

Third Eye Distillery is a micro engineering manufacturing unit based in South Goa. 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

South Goa, India

Location

South Goa, 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.

Shortage was detected only when the supervisor walked the floor, not when planning was done.

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

Cleaning masters to make reports match reality

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. 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.

After: Predictable execution, fewer escalations

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. 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.

Dispatch readiness built into the daily routine

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

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