We build production tracking systems that give every order one digital timeline through Cutting, Stitching, Printing, Finishing and Dispatch, with wastage and timing captured at each stage. For one manufacturer this replaced 6 separate WhatsApp chats, cut wastage 31% within 3 months, and lifted on-time delivery from 64% to 89%. It was built in 4 weeks, because the scope was tracking the existing process rather than redesigning it.
One chat per stage means answering 'where is this order' requires reading through all of them, and the answer is only as current as the last message.
Wastage and delays get argued about rather than measured, because there is no record that can be added up.
When orders slip, it is not clear which stage lost the time, so the same problem repeats.
Without per-vendor wastage separated out, work gets allocated on relationship rather than on results.
Sections can sit idle for hours without it showing up anywhere, because only completion is recorded, not timing.
Cutting, Stitching, Printing, Finishing and Dispatch as stages on one timeline per order, so status is a single lookup.
Wastage recorded against the stage and the vendor that produced it, making it attributable rather than a lump total.
Entry and exit times per stage, which is what exposes idle time and identifies where delivery time is actually going.
Promised versus actual dispatch tracked per order, so the on-time rate is a number you can move rather than a feeling.
Built to be usable on a phone by the person doing the work, because a system the floor will not update is worse than WhatsApp.
Side-by-side wastage and turnaround per vendor, so allocation decisions have evidence behind them.
That is the main risk with production software, so the interface is built for a phone and for the person doing the work, not for a desk. We also keep the number of required inputs per stage small — a system that asks for too much gets abandoned and you are back to WhatsApp.
No. The first version tracks your existing process as it is. That is why the last one was live in 4 weeks. Changing the process is something you do afterwards, using what the data shows.
Timing and wastage data is useful within the first few weeks because it exposes things nobody could previously prove — idle sections, a vendor running four times another's wastage. The 31% wastage reduction took about 3 months to land.
Yes. Vendor stages sit on the same timeline as in-house ones, which is what makes per-vendor wastage and turnaround comparable.
We will tell you which part is worth automating first and what it would take.