Watermass Systems Pvt Ltd .

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Watermass Systems Pvt Ltd . improved delivery predictability with structured execution

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

22%

Reduction in daily coordination time for fabrication work

22%

Reduction in daily coordination time for fabrication work

24%

Reduction in excess inventory across store and production

24%

Reduction in excess inventory across store and production

7→2 days

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

7→2 days

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

About Watermass Systems Pvt Ltd .

Watermass Systems Pvt Ltd . is a medium fabrication manufacturing unit based in Thane. 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

Thane, India

Location

Thane, India

Location

Dispatch readiness tracking for assemblies

Use Cases

Dispatch readiness tracking for assemblies

Use Cases

Challenges

Job-work material sent out was tracked in registers; return quantity and shortages were unclear.

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

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

Cleaning masters to make reports match reality

Earlier, job-work material movement was tracked in registers and return status was unclear. This broke down on returns; shortages and rate differences led to repeated reconciliations. We implemented a centralised workflow where each order, material requirement and update had a clear owner and timestamp. Material sent out and received back was logged against job-work orders, making shortages visible immediately. The practical outcome was smoother handovers between departments and more predictable daily execution.

Vendor coordination with structured PO follow-ups

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. 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.

Before: Too many moving parts, no single view

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 single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. The purchase team used one follow-up queue, logged committed dates, and escalated exceptions early. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

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