Victory Electric Vehicles Int Ltd

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Victory Electric Vehicles Int Ltd tightened shop-floor control with a centralised workflow

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

54%

Reduction in daily coordination time for electrical work

54%

Reduction in daily coordination time for electrical work

26%

Reduction in excess inventory across store and production

26%

Reduction in excess inventory across store and production

5→3 days

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

5→3 days

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

Victory Electric Vehicles Int Ltd at a glance

Victory Electric Vehicles Int Ltd is a micro electrical manufacturing unit based in Rohtak. 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.

Electrical

Industry

Electrical

Industry

Micro

Company Size

Micro

Company Size

Rohtak, India

Location

Rohtak, India

Location

Sales enquiry to dispatch workflow with approvals

Use Cases

Sales enquiry to dispatch workflow with approvals

Use Cases

Challenges

No simple view of vendor-wise delays, so the same issues repeated every month.

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

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

Controlling rework through traceability and holds

Earlier, vendor follow-ups were call-driven and depended on whoever remembered to push. This broke down during peak load—approvals got delayed and committed dates slipped without a simple exception view. We implemented a centralised workflow where each order, material requirement and update had a clear owner and timestamp. The purchase team used one follow-up queue, logged committed dates, and escalated exceptions early. 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.

Reducing month-end surprises with traceable transactions

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

Cleaning masters to make reports match reality

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. For electrical operations in Rohtak, this reduced dependence on a single person for updates. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

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