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Also serving Kasargod
Many Kasaragod firms are run on an owner's memory and a manager's goodwill. Process work writes down how the business should actually flow before any software is asked to enforce it.
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Photo: Vinayaraj · CC BY-SA 3.0, cropped · via Wikimedia Commons
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One trusted man buys, receives, weighs and approves the payment.
Purchase, receipt and payment sit with different people, with the owner approving above a stated limit.
Credit is given on the strength of a family name and chased when cash is short.
Every customer has a written limit and terms, and a report shows who is past them before the next sale.
Stock is whatever the godown keeper says it is on the day he is asked.
Stock moves on documents, is counted to a schedule, and differences are explained rather than absorbed.
A business built by one person in Kasaragod carries its rules in that person's head. The rules are usually sound. They are also invisible, which means they cannot be delegated, cannot be audited and cannot survive a second unit or a succession.
Business process optimisation and control design is the consulting work that comes before an ERP, and sometimes instead of one. We map each process as it truly runs, find where time, stock and money leak, design a cleaner flow with proper checks, and record who is responsible for what. The result is a blueprint your own people have agreed to.
Case studies
Indus Motor Company Private Limited
Indus Motor — ERPNext Cut Stock-Outs 40% Across Showrooms
Muthoot Securities Limited
Muthoot Securities — MScan, the Flutter App That Cut Document Search Time by 70%
Dumas Bakes N Meals Private Limited
Dumas Bakes N Meals — ERPNext Lifted On-Time Deliveries by Over 40%
An example
A family firm in Nileshwaram opens its second unit and discovers the first one was never a system. The senior man cannot be in two places, and the new supervisor asks questions nobody has had to answer in writing: how much credit may he allow, who signs a purchase above a certain size, what happens when a lot fails grading. Over a few weeks the answers are written down, tested against real transactions, and taped inside the office door. Nothing has been computerised yet. Half the confusion has already gone, and the software that comes later has something honest to be configured against.
We spend real time in Kasaragod, on your floor, in the godown and at the counter, because a process described in a meeting room is not the process that runs. Findings are discussed with the people who do the work before anything is recommended. You receive a written blueprint with flows, controls and responsibilities, which you may implement yourself, with us, or with anyone else.
Assessment. Interviews, document reviews and live mapping of how work really runs.
Redesign. Streamlined processes, approval levels, responsibilities and measures.
Control design. Approvals, audit trails and access rules that fit how you work.
SOPs and documentation. Step-by-step procedures that double as an onboarding handbook.
ERP alignment. Process maps and priorities your ERP can be configured from.
The scope and timeline are agreed in writing before work starts.
Beedi and small manufacturing
Piece-rate issue and return of material, output recorded per worker, and wastage norms agreed in advance, so the difference between a bad week and a leak becomes visible.
Cashew processing
Stage-wise handover between shelling, peeling and grading, with weights recorded at each transfer, turning total season yield into a chain of accountable steps.
Retail and trading
Counter cash handling, credit sanction, goods return and branch transfer written as procedures that a new employee can follow on his second day without asking anyone.
Usually yes. Software configured against a muddled process makes the muddle faster and harder to change. A few weeks spent settling how work should run saves a great deal of rework once screens and approvals are built.
They generally do when they are asked rather than told. The people who have run a process for twenty years know its weak points better than anyone. We interview them first and put their names against the improvements.
A document: current flows, where value leaks, the redesigned flow, the controls at each step and who owns them, with a sequence for putting it in place. It is written to be used by your managers, not to be filed.
After a first conversation about the departments involved, how many processes and what prompted the review, we agree the scope and send you a written quotation. The price, the deliverables and the timeline are fixed against that scope before any work starts, so nothing grows without your sign-off.
You speak to someone who does this work, not a call centre. They ask about which departments and processes are involved and what is going wrong. If it looks like a fit, we agree the scope and put it in writing, with the timeline, before any work starts. If it does not, we tell you.
MSME manufacturing mixcluster
The state's district industry profile describes the MSME base as agro and food products, readymade garments, wood and furniture, paper products, rubber/plastic, metal-based and general engineering units
Kasaragod's units are small, owner-run and varied, which means procedure is usually personal rather than written, and that is the first thing a second location breaks.
Source: keralatourism.orgKasaragod saree handloom weavingcluster
Hand-woven cotton sarees of the Saliya weaving community, produced through a weavers' cooperative society founded in 1938; registered as a Geographical Indication in 2010
Work put out through a cooperative and returned finished needs clear issue, return and quality norms, or yarn and finished pieces are reconciled only by trust.
Source: en.wikipedia.orgPlaces and organisations are named for local context only. Acube Innovations is not affiliated with or endorsed by them.
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Kochi (Kadavanthra & Infopark) · Thiruvananthapuram · across India & overseas · In business since 2011