WAVEULTRA ENGINEERS AUTOMATION PRIVATE LIMITED

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How WAVEULTRA ENGINEERS AUTOMATION PRIVATE LIMITED reduced firefighting using a single system of record

Bringing purchase, production and dispatch on one timeline—without adding complexity.

23%

Reduction in daily coordination time for auto ancillary work

23%

Reduction in daily coordination time for auto ancillary work

14%

Reduction in excess inventory across store and production

14%

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

How WAVEULTRA ENGINEERS AUTOMATION PRIVATE LIMITED operates

WAVEULTRA ENGINEERS AUTOMATION PRIVATE LIMITED is a small auto ancillary manufacturing unit based in Bangalore. 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

Small

Company Size

Small

Company Size

Bangalore, India

Location

Bangalore, India

Location

Batch-wise traceability for parts and rejections

Use Cases

Batch-wise traceability for parts and rejections

Use Cases

Challenges

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

WIP quantity was unknown across stages, so dispatch dates moved every evening.

Dispatch dates slipped because packing list, invoice and transporter booking were not in sync.

Dispatch readiness built into the daily routine

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.

Before: Too many moving parts, no single view

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 structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. Supervisors started reviewing shortages at shift start and raised purchase/transfer requests before the line was blocked. The practical outcome was smoother handovers between departments and more predictable daily execution.

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

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