FACT SHEET

Godrej & Boyce Ltd
 

Company Profile
Established in 1897, the Godrej name defines quality. The company is one of the largest privately held Industrial corporations in India. The Godrej group to which Godrej & Boyce belong has total group sales of approx USD 900 Mio and growing each year. In 1999-00, Godrej & Boyce clocked a sales turnover of approx USD 150 Mio. G&B has the following major business divisions which basically manufactures and markets a wide range of consumer durables and industrial products.

They are:
1.Office Equipment Division:
Office Furniture Group, Home and Office Storage Business Group, Security Equipment Business Group, Storage Solutions Business Group.

2.Locks Division:
Pad locks, Door Latches and Accessories

3.Construction and Envirotech Division:
Ready mix concrete and property development

4.Pima Division:
Manual and electronic typewriters, fax machines, photocopiers

5.Office Automation Division:
Dot Matrix printers and consumables

6.Machine Tool Divison:
Press brakes, sheet metal working machine

7.Tool Room Division:
Precision tooling

8.Precision Equipment Division:
Pressure vessels including crysatallisers

9.Material Handling Equipment Division:
Forklift trucks and warehousing equipment

10.Electrical and Electronic Services Divisions :
Compressed air control systems

System Details
Total # of Concurrent Users – 478
Software Used – Baan IVb2 – Mfg., Distr., Finance and Localisation package
Hardware – HP
RDBMS – Informix
Operating System – Unix
Implementing Partner – Baan India Consulting
Line of Business – Discrete Manufacturing and Engineering
Status - Live

Implementation Milestones
 
  1. History of ERP at Godrej

    2. Business Restructuring done in 1994 and there was an absence of integrated manufacturing system in the company.
  2. Why was Baan selected?

    3. Baan was considered good in discrete manufacturing as compared to other vendors like SAP and QAD.
  3. Highlights of Implementation

    4. Big Bang Implementation,Cross-functional team was developed for each business division, Augmentation of Infrastructure Focus on Localisation.
  4. Scale Of Implementation

    5. 200 Man Years Invested, Multisite model with phase-2 planned for 28 branches across the country, Fibre optic network laid all over the campus, 20 simultaneous implementation.
  5. Lessons

    6. Proper team selection is important-team members should be devoted full time to the project,
    Regular review by the top management,
    Proper and planned training for the end users,
    Plan to operationilise after stabilisation of ERP,
    Retention of key users,
    Daily discipline of data maintenance,
    Motivation and commitment of frontline,
    Baan teams were drawn from business cross-functional teams,
    Entire team trained at all facets of Baan,
    No customisation, No parallel runs, No satellite systems, No Electronic Data Transfer from the legacy systems,
    Good preparatory work for DEM.
  6. Key to Success

    7. Parallel systems and customisation should be avoided at all costs.
For More Information Please Contact – Suresh Vaidyanathan, Marketing Communications, Baan India.

Email – svaidyan@baan.com