USHA ALUMINIUM PRIVATE LIMITED

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From scattered sheets to one workflow: USHA ALUMINIUM PRIVATE LIMITED's ops reset

Turning daily follow-ups into a repeatable workflow across departments.

56%

Reduction in daily coordination time for fabrication work

56%

Reduction in daily coordination time for fabrication work

34%

Reduction in excess inventory across store and production

34%

Reduction in excess inventory across store and production

7→3 days

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

7→3 days

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

USHA ALUMINIUM PRIVATE LIMITED at a glance

USHA ALUMINIUM PRIVATE LIMITED is a medium fabrication manufacturing unit based in Udham Singh Nagar. 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

Udham Singh Nagar, India

Location

Udham Singh Nagar, India

Location

Raw material cutting plan + WIP visibility

Use Cases

Raw material cutting plan + WIP visibility

Use Cases

Challenges

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

Teams worked off screenshots and old sheets; daily numbers drifted from what the shop floor saw.

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

Reducing month-end surprises with traceable transactions

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

Before: Too many moving parts, no single view

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.

Dispatch readiness built into the daily routine

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

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