How it works · Step-by-step manufacturing
Running the plant on memory burns you out
As you grow, paper slips, unrecorded scrap and verbal handovers turn every delivery week into a rush. Walk through your production process, see where cash leaks out, and see how it feels when the floor records its own work.
Most factory owners in India run a good, profitable business. But it runs on memory, phone calls and one very tired supervisor.
It works, until you grow past a certain size. Then it stops working, and nobody tells you when. Sales keep going up but profit does not follow. The losses are in places nobody measures: rework, idle machines, panic buying, and the late order to a customer who never said why they stopped calling.
Below is the production process, stage by stage, as it really 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. Anything left too long gets flagged 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. A date you cannot meet shows up while you can still talk to the customer.
On the floor
The operator scans the job, scans the machine, enters produced and rejected. That is all the work your floor does.
Every entry moves quantity forward, so a stage that has stopped moving is visible on the board immediately.
Stoppage hours add up per machine and per cause, all year.
The name comes with the scan. Nobody fills a register.
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 adds up by stage, machine, operator and job, so you know the biggest leak instead of arguing about it.
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, not typed in by staff.
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.
Six months later
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.
Straight answers
What owners ask us at this point.
We tried an ERP before and the floor never used it.
That is common. The software was badly designed, not your people. 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 does not use it, none of the numbers can be trusted.
We are not printing or garments. Will it fit what we make?
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.
Does this replace Tally?
No. Tally keeps your books and stays exactly where it is. Prodman ERP runs the floor and the orders, which Tally was never built for. They work alongside each other.
How long does it take to go live?
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.
How big does a factory need to be for this to be worth it?
The real test is not turnover. It is whether you can still keep 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.
You should not need to spend your life walking the floor to discover the truth.
Bring us one problematic production order, one chronic bottleneck, or one metric nobody trusts. In thirty minutes, we will show you how Prodman restores order and calm, without asking your machine operators to become clerical typists.
Limited on-site implementations each quarter · Configured by hand