300 kg a day, and no one knew where a single bolt went

The plant produces around 300 kg of biscuits a day across three sections, mixing, oven and packing, plus an office. Anything that came in, from raw material down to a light bulb or a nut and bolt, disappeared into the plant with no record of which section or machine actually used it. Resource allocation was guesswork.

There was no mass balance. When 300 kg of raw product goes in, roughly 300 kg should come out, split across three streams: whole biscuits ready to pack, broken pieces good enough to crush and return to production, and the bits swept off the floor. Without tracking all three, losses were real but invisible.

Packaging leaked money in a way nobody could see. Packaging paper is bought by weight at a specified GSM, and the plant knows how much material a given run of packets should consume. When a vendor supplied a thicker GSM than specified, the same order covered fewer packets, and the shortfall showed up as lost material and lost money with no way to trace the cause.

We designed a system that made every item and every gram accountable.

• Item-to-machine mapping, so every consumable, down to a bulb or a bolt, is logged against the section and machine that used it
• Procurement and inventory allocation built around how the three sections actually run
• Production tracking with full mass reconciliation across whole product, reworkable breakage and floor sweepings
• Packaging analytics that check material usage against the ordered GSM, exposing thickness shortfalls and the money lost to them
• Maintenance and operations dashboards for the floor

The plant went from a place where losses were felt but not seen to one where every loss is visible, measurable and costed. Consumable spend is now tied to the machine that consumes it, output reconciles against input, and packaging discrepancies point straight back to the vendor and the GSM that caused them.