Walnut Medical Private Limited

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From scattered sheets to one workflow: Walnut Medical Private Limited's ops reset

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

39%

Reduction in daily coordination time for auto ancillary work

39%

Reduction in daily coordination time for auto ancillary work

26%

Reduction in excess inventory across store and production

26%

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

About Walnut Medical Private Limited

Walnut Medical Private Limited is a micro auto ancillary manufacturing unit based in Rupnagar. 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.

Auto Ancillary

Industry

Auto Ancillary

Industry

Micro

Company Size

Micro

Company Size

Rupnagar, India

Location

Rupnagar, India

Location

PO-linked production planning + vendor scheduling

Use Cases

PO-linked production planning + vendor scheduling

Use Cases

Challenges

PO approvals got stuck with managers, leading to last-minute buying and frequent expedite.

Priority orders jumped the queue; other jobs got half-started and left in between.

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

Vendor coordination with structured PO follow-ups

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. The practical outcome was that teams stopped re-entering the same data and acted on exceptions early.

Before: Too many moving parts, no single view

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. It also made owner reviews easier because key exceptions were visible without chasing the team. The practical outcome was smoother handovers between departments and more predictable daily execution.

Dispatch readiness built into the daily routine

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 centralised workflow where each order, material requirement and update had a clear owner and timestamp. Dispatch checklists were run a day ahead so invoicing, packing and transporter booking stayed aligned. The practical outcome was smoother handovers between departments and more predictable daily execution.

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