Ship on the date you promised

Manufacturing software runs your plant’s work from order to truck, so the date sales promises is a date the floor can keep. It replaces the whiteboard, the walk around the floor and the paper job card with one live view that everyone shares.

It does four jobs. It checks capacity and material before a date is promised. It plans work by machine and shift and re-plans when something breaks. It records what actually happens on the floor: output, rejections, inspections and material. And it turns finished, passed work into a dispatch with the right paperwork.

People sometimes call this MES, production planning or shop-floor software. The name matters less than the result: fewer missed dates, less material lost, and a plant the owner can see without walking it.

Buy a package if it fits your routings and your floor; build when your process is specific. We give you that answer at the first call.

Custom manufacturing software pays off when your work doesn’t fit a template: parts routed across particular machines, material tracked by weight or lot, job work sent out and back, inspection plans set by each customer, or supervisors who need simple screens in Gujarati or Hindi. It also pays off when you already have accounts and purchase in Tally or an ERP and need the floor to talk to it, rather than a second system that duplicates it.

If you need the whole business in one system, including purchase and accounts, that is an ERP, and we build those too. Many plants start on the floor, where the pain is, and grow outward.

The first gain is almost always the delivery date. When sales can’t see machine loads, promises and capacity rarely match, and every late order costs goodwill, overtime or a lost buyer.

A brass precision components manufacturer we built for in Jamnagar shows how this changes. Orders arrived by email and phone, and production was planned on a whiteboard. Now each order carries its routing, the list of operations and machines each part needs. As the order is entered, the system checks rod stock and the free capacity on every machine the part needs, and suggests a dispatch date. When a buyer asks to pull an order forward, the planner sees exactly what moves to make room.

The second gain is visibility. Supervisors stop walking the floor to find out where an order has reached, because every batch reports its own progress from the machine it is on.

We need to see your floor before we design anything, and we need one person who can decide.

We follow real orders from purchase order to truck, through sales, planning, stores, the machines, quality and dispatch. We sit with planners and supervisors, because they hold the rules nobody wrote down: which machine really runs which part, how long a changeover takes, which customer always pulls orders forward.

We also need your part list and routings (or the knowledge to build them), drawings, inspection plans, a few months of orders, and access to Tally or your ERP. One person on your side, usually the plant head or the owner, agrees the priorities when sales and production disagree.

Planners schedule work on one production board, with every machine’s load for the coming days and shifts. Similar parts are grouped to save changeovers, and the board warns when an order is at risk of missing its date, while there is still time to act.

When a machine breaks down or an urgent order arrives, the planner moves jobs on the board and every affected date updates. Sales sees the change at once and can warn the buyer. The bottleneck of the week, whether a set of machines, plating or inspection, is visible on Monday instead of Friday.

Over time, the board learns from what actually happened: real cycle times, real changeovers, real yields. Plans and quotes get more accurate each month.

The board also watches material. If rod, castings or bought-out parts for a job haven’t arrived, the job is flagged before it reaches the machine, and the shortage becomes a purchase request.

Supervisors work from tablets. Every batch carries a QR tag from the moment material is issued, and scanning it opens the job card for the next operation, with the drawing, the machine and the checks for that step. Supervisors record good output, rejections with their reasons and time.

Inspectors record first-piece, in-process and final inspection with measurements and photos, and a batch can’t move on until it passes. Because every step is recorded against the batch, any part can be traced to its material lot, machine, shift and inspections. When a customer raises a complaint, you find the cause from one search instead of a day in the store room.

Material is usually a plant’s biggest cost, so we track it batch by batch: material issued, good parts produced, scrap and returns, and the gap between them, shown the day it happens rather than at the next stock count.

Parts that go out for plating, heat treatment, painting or other outside work travel with a GST job work challan generated by the system. Quantities and weights are tracked out to the job worker and back, and the details for the ITC-04 job work return are ready when it is due.

At dispatch, the system prepares the packing list from batches that passed final inspection, with each box labelled by part, quantity and batch. It generates the GST e-invoice and the e-way bill through an authorised GST API provider and sends the invoice to Tally or your accounting software, so nothing is typed twice.

Buyers receive dispatch details, with test certificates where they need them, the same day. Once the truck leaves the gate, a link to your transport partner’s tracking or your own fleet software can carry the story on to the buyer’s door.

A plant can’t stop for a software launch, so we roll out in steps. Orders and planning run beside the whiteboard until planners trust the board. The floor follows one machine group at a time, with supervisors trained on tablets beside their own machines. Dispatch and accounts switch last, once the first e-invoices have been checked line by line.

Before we start, we agree how success will be measured: the share of orders dispatched on the promised date, how long a date takes to promise, material yield by batch, and how long it takes to trace a part. Those measures go into a monthly review, so we can see where the plan, the screens or the floor needs to improve next.

Manufacturing software earns its keep only if it keeps up with the plant. New parts, machines, customers and inspection plans arrive every month, GST rules change, and the bottleneck moves.

We run the software with you. Each month we look at the measures agreed at the start, review where dates slipped and why, and tune the planning rules: cycle times, changeover groups and the buffer before plating or inspection. We add machines and parts as they arrive and keep the e-invoice and e-way bill links current.

When the floor is settled, the next steps are usually close by: a portal where buyers see their order status, dashboards for the owner, HR and payroll linked to shifts and output, or machines that report their own counts.