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Bill of materials, multi-level
Sub-assemblies, alternate materials and process routing defined once, with versions so you can see what a product used to consume before the design changed.
On the floor
The problems every MSME manufacturer recognises
Order status means asking three people
A customer calls about their order. Finding out where it is takes a walk to the floor and two phone calls.
Job work material goes out and shrinks
You send 1000 kg for plating, you get back product equivalent to 940. Whether that is normal loss or something else, nobody can say with data.
Consumption is theoretical, not actual
The BOM says how much should have been used. Nobody records how much actually was, so wastage is invisible until the stock does not tally.
Rejections get absorbed quietly
Rework and rejection happen at the machine and get fixed informally. The cost is real but never appears anywhere you can see it.
Capacity planning is instinct
You commit delivery dates based on a feel for how busy the floor is, and find out later whether you were right.
Cost per job is a mystery
You know the overall margin. Which job, product or customer actually made money is a guess, so pricing is based on last year's rates plus a bit.
What we build
A production system built for job-work realities
Most ERP products model a clean factory. Indian MSME manufacturing involves outsourced processes, partial batches and rework — we build for that.
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Work orders and job cards
Each order becomes a work order with stages, planned quantity and target dates. Job cards printed or shown on a floor tablet.
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Stage-wise floor tracking
Cutting, machining, assembly, finishing, packing — each stage recorded as it completes, so order status is live rather than reconstructed.
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Actual material consumption
What was really issued and used against each job, compared against the BOM, so wastage and pilferage show up as a number rather than a suspicion.
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Outsourced job work tracking
Material sent to each job worker, expected return, actual return, loss percentage and pending balance. Ageing on material lying outside your premises.
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Rejection and rework recording
Captured at the stage where it happens with a reason code. After three months you can see which stage, machine or material causes most of your loss.
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True job costing
Material at actual, labour by time booked, job work charges and overhead allocated by your rule. Real cost per job, per product and per customer.
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Capacity and delivery planning
What is loaded on each stage, what is free, and whether a new order can realistically be promised for a given date.
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Traceability
For quality-critical products, trace a finished item back through stages to the raw material batch and forward to the customer it went to.
The adoption problem
How we get supervisors to actually record things
Floor systems fail when they add work for people whose job is to keep machines running. Every design choice here fights that.
- Recording a stage completion takes one scan or two taps — not a form
- Shared tablet at the station, not a computer in an office the supervisor has to walk to
- Works offline — factory floors and basements do not have reliable wifi
- Large buttons, minimal typing, and screens usable with dirty hands
- Hindi interface where that is what the floor speaks
- Supervisors get something back: their own pending list and priority order for the day
- No double entry — what is recorded on the floor is what accounts and stock use
FAQ
Production system questions
Our production process changes from order to order. Can a system handle that?
Yes, and this is exactly why a fixed product usually fails in job-order manufacturing. We build the routing as something you define per order or per product rather than a fixed sequence hard-coded into the software.
For businesses where every order is genuinely different, we model the stages as a flexible list the planner sets when the order is taken.
How do we track material sent to job workers?
Material sent out stays on your stock at a separate location representing that job worker, with the expected return quantity recorded. When material comes back, the system shows the actual against expected and calculates the loss percentage.
Ageing reports show material that has been outside for longer than it should be — usually the first thing owners look at, and often the first thing that pays for the system.
Will this work if our floor staff are not comfortable with computers?
That is the normal situation and we design for it. Floor interaction is reduced to scanning a job card and tapping a stage as done. No typing, no navigation, no English required.
We pilot with one line and one supervisor first, and we change the screens based on what actually happens rather than what we assumed.
Can it connect to our machines?
Where machines have a digital output, yes — we can read counters and downtime directly rather than relying on manual entry. Many older machines do not, in which case a simple manual entry at the station works and we will not sell you sensors you do not need.
We look at what your machines actually support before recommending anything.
How is this different from an ERP?
Production management is one part of an ERP. Many of our manufacturing clients start here because it is where their biggest loss is, then extend into purchase, sales and accounts later.
Starting with production means the system pays for itself before you commit to the wider rollout. See custom ERP.
How much material do you lose to job work every year?
Most manufacturers cannot answer this. Getting the number is usually the moment the business case becomes obvious.