Your factory runs on memory. What it costs.
If you make things in stages, on machines, against a promised date, this is your factory. The left column is how it runs today. The right is the same day on Prodman ERP. Tick what is true and see the number.
Most factory owners in India run a business that is genuinely well made and genuinely profitable, on a system made entirely of memory, phone calls and one very tired supervisor.
It works. It works right up to the size where it stops working, and the strange thing about that moment is that it does not announce itself. Turnover keeps going up and profit quietly stops following, because the losses are in places nobody measures: rework, idle machines, panic buying, and the order you delivered late to a customer who never told you why they stopped calling.
Below is the production process, stage by stage, written the way it actually runs. Tick every line that is true in your factory. Nothing is submitted and nothing is sent.
Tick every line true in your factory.
Be honest. Nobody is watching. Each one you tick lights up the way the same moment runs on Prodman ERP, and adds what that problem is quietly costing you every year.
Enquiry and quotation
Closed jobs carry real material, labour, machine time and reject costs. The next quote is built on those, not on a feeling.
Quotes sit in a pipeline with a status, and anything untouched too long raises its hand on its own.
Order and planning
Specification, quantity, dates, changes, materials, stages and dispatch all hang off a single record.
The production board and Gantt show the whole plant loaded against real capacity, readable by anyone who should see it.
Accepted work shows against real machine and line capacity, so an impossible date shows as impossible while you can still negotiate.
On the floor
The operator scans the job, scans the machine, enters produced and rejected. That is the whole burden on your floor.
Every entry moves quantity forward, so a stage that has stopped moving is visible on the board immediately.
Stoppage hours accumulate per machine and per cause, all year.
Attribution comes free with the scan. Nobody fills a register for it.
Materials and buying
Issues and receipts are recorded at the point of work, so the register matches the godown without a monthly counting exercise.
Requirement from accepted orders becomes a buying list, with approvals and goods receipts on the same record.
Purchase orders, confirmations and receipts sit on the same record, in writing.
Quality and losses
Stage-wise checks catch the defect on the machine and shift that made it, before the rest of the lot follows.
Wastage rolls up by stage, machine, operator and job, so the biggest leak is named rather than debated.
Redone work is captured like any other work, so the job carries the true cost of having been done twice.
Dispatch and the customer
Produced, packed and dispatched are compared to the ordered quantity at dispatch, not after.
The client portal shows the stage, updated by the floor rather than typed by an executive.
Jobs falling behind their promised date raise an alert on their own, without anyone running a report.
Month end
Material, labour, machine time, rework and rejects roll into a job cost you can compare against the quote, by customer and by product.
Nobody prepares a report. The data arrives as the work happens, so the answer is already there.
Tick the lines above to see what they cost you.
Assumes materials at 55% of turnover and a 12% net margin, the same assumptions as the ROI calculator, where you can change every one of them.
We set up every factory on site, by hand. That is why we take only a few each quarter.
What a Monday morning looks like after that.
- You open one page at 9am and know the whole plant, without a floor round or a phone call.
- The plan is on a board that anyone can read, so nobody's leave stops the factory.
- Delivery dates are promised against real capacity, and mostly kept.
- Material is bought against a plan, early, at a negotiated rate.
- A defect is caught at the stage that caused it, on the shift that caused it.
- Wastage is a rupee figure per machine and per operator, and it is falling.
- Customers check their own status instead of ringing you.
- Every job closes with a real cost, so you know which work to chase and which to price up.
What owners ask us at this point.
That is the normal story, and it is a design failure rather than a discipline failure. Most systems were built for the accounts room and then pushed onto the floor. Prodman ERP starts on the floor: two scans and two numbers is the entire operator interaction. If the floor will not use it, nothing else in the system is true.
The core does not care what you make. If you make it in ordered stages, on machines, against a promised date, it fits. We write down your stages, units and paperwork, and we configure the core to them. We change settings, we do not build you a different product.
No. Tally keeps your books and stays exactly where it is. Prodman ERP runs the floor and the order, which is the part Tally was never built for. They work alongside each other.
A few weeks, and we do it on site, by hand, with your team. That is also why we take only a few factories each quarter. There is no self-service signup, because a factory that sets itself up ends up as another unused system.
The honest test is not turnover. It is whether you can still hold the whole factory in your head. Once you cannot, the losses start, and they grow faster than the turnover does. Most owners feel that point well before they act on it.
Stop putting out fires. Start seeing the floor.
Book a 30-minute demo and we will show you Prodman ERP on a factory like yours. We take only a few factories each quarter, because we set up every one of them on site, by hand.
Taking on a limited group this quarter