Western Rubbers India Pvt. Ltd.

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From scattered sheets to one workflow: Western Rubbers India Pvt. Ltd.'s ops reset

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

51%

Reduction in daily coordination time for packaging work

51%

Reduction in daily coordination time for packaging work

23%

Reduction in excess inventory across store and production

23%

Reduction in excess inventory across store and production

9→3 days

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

9→3 days

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

Western Rubbers India Pvt. Ltd. at a glance

Western Rubbers India Pvt. Ltd. is a micro packaging manufacturing unit based in Valsad. 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.

Packaging

Industry

Packaging

Industry

Micro

Company Size

Micro

Company Size

Valsad, India

Location

Valsad, India

Location

WIP tracking across printing–lamination–slitting–dispatch

Use Cases

WIP tracking across printing–lamination–slitting–dispatch

Use Cases

Challenges

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

Customer statements took hours to reconcile due to scattered notes and missing debit/credit references.

Rejections were logged on paper; rework cost showed up only after dispatch was missed.

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 centralised workflow where each order, material requirement and update had a clear owner and timestamp. Supervisors started reviewing shortages at shift start and raised purchase/transfer requests before the line was blocked. For packaging operations in Valsad, this reduced dependence on a single person for updates. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

After: Predictable execution, fewer escalations

Earlier, collections follow-ups were scattered and disputes reopened older invoices. This broke down on part-payments; the receivable view changed daily and escalations increased. We implemented a single system of record connecting sales, purchase, production and dispatch so everyone worked off the same status. Collections follow-ups moved to a single list with dispute tagging so teams stopped chasing the wrong invoices. It also made owner reviews easier because key exceptions were visible without chasing the team. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

Dispatch readiness built into the daily routine

Earlier, QC holds and rework notes were kept on paper and were not visible to planning. This broke down during rejections; without traceability, isolating root cause took days and blocked dispatch. We implemented structured stage-wise tracking and checklists so work moved forward only when prerequisites were met. QC marked holds against lots, and planners saw only cleared stock as available for production. For packaging operations in Valsad, this reduced dependence on a single person for updates. The practical outcome was fewer escalations, faster decisions, and dates that changed less often.

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