www.techshristi.

com

www.techshristi.com A

SUMMER PROJECT ON

AT

GODREJ & BOYCE MFG. CO. LTD.

SUBMITTED BY:
RAKESH U. KOLAWALE MANISHA G. OSTWAL 5023 5039

K.S. SCHOOL OF BUSINESS MANAGEMENT GUJARAT UNIVERSITY AHMEDABAD

www.techshristi.com

It has been said that What's in a name? But when one come across a name that evokes pride and confidence in the heart of every Indian, seemingly blessed with a rare, almost magical, power. It is the name Godrej.

www.techshristi.com

ACKNOWLEDGEMENT Success comes from moving away from your comfort zone; It is true that world outside our cosy home many of a time is different from what Godrej has perceived
We did our summer industrial project, as a part of our course curriculum, in Godrej & Boyce Manufacturing Ltd. Company. This training has been really an immense professional value to us and we are fortunate to have got our first hand exposure to the actual functioning of the organization. This project has been the outcome of combination of ideas, suggestions and contribution of many people. The project is dedicated to all the people whom we met, took guidance, interviewed and learned something from them. At this occasion we want to grab this opportunity to acknowledge our sincere thanks to all of them while submitting this report. To start with the college, we would like to thank Mrs. Sarala Achutan, the Director of K.S.School of Business Management, for giving us this opportunity. We are also thankful to Mr. Ajit A. Jain, the Branch Commercial Manager, of Godrej & Boyce Manufacturing Ltd.-Ahmedabad Branch for offering us the suitable profile and guiding us throughout the training period. We would like to express our sincere gratitude towards Mr. K. Venkatraman, Mr. Kinnar Joshi, Mrs. Rency John, Mr. Hasan M. Arab and Mr. Tushar N. Desai for their valuable guidance and immense cooperation at every junction of this training. We are equally thankful to all the workers for their support and cooperation.

www.techshristi.com

INDEX
TOPIC Godrej Group Introduction Business Profile-Major Lines of Business Product Profile History Achievements Godrej & Boyce Manufacturing Ltd. Introduction Corporate Profile Divisions under company Godrej showrooms Commercial Team Authorities and Responsibilities of HR ERP- BaaN software Enterprise Resource Planning Overview of BaaN Company BaaN modules and Sub modules Supply Chain Management (S.C.M.) Introduction S.C.M. at Godrej & Boyce Mfg. Co. Ltd. Order Processing Logistics Introduction Warehousing Perpetual Inventory Counting P.D.I. Concept Treatment of Damaged & Defective items Replacement Process Transportation Godrej in Social Welfare ISO Conclusion PAGE NO. 04 06 07 08 11 12 12 14 15 16 17 19

23 24 25 30 31 31 32 32 33 34 36 38

www.techshristi.com

www.techshristi.com

INTRODUCTION The word Godrej became the symbol of self reliance for the generations that followed - the signature of TRUST. Over the years, Godrej have changed in form, function and scope of application. One thing however remains constant-the stamp of RELIABILITY and TRUST. Started in 1897 as locks manufacturing company, the Godrej Group is today one of the most accomplished and diversified business houses in India. Godrej's success has been driven by the company's commitment to delivering innovation and excellence. Through the consistent application of this commitment and a century of ethical business conduct, Godrej has earned an unparalleled reputation for trust and reliability. The Godrej label has come to mean different things to different people across the length and breadth of India. Companies operating under the group umbrella are involved in a wide range of businesses - from locks and safes to typewriters and word processors, from refrigerators and furniture to machine tools and process equipment, from engineering workstations to cosmetics and detergents, from edible oils and chemicals to agro products. In 1930, Godrej became the first company in the world to develop the technology to manufacture soap with vegetable oils; that spirit of innovation has continued throughout the organization's history. Today Godrej is delivering consumers exciting innovations across a spectrum of businesses. In the 1944 Mumbai docks blast, Godrej safes were the only security equipment whose contents were unharmed; an equal level of product quality continues to be expected from every product bearing the Godrej brand name. Everlasting locks, Enduring service. Locks have come to be defined by Godrej. This is a reflection of the trust and confidence that our customers have placed in us since 1897. From being a manufacturer of locks, Godrej has evolved to become a total locking solutions provider

www.techshristi.com
with a plethora of products and services designed to exceed the expectations of individual and institutional customers. Godrej's ethical and visionary practices have allowed the company to successfully expand into a number of businesses. Today Godrej is a leading manufacturer of goods and provider of services in a multitude of categories: home appliances, consumer durables, consumer products, industrial products, and agricultural products to name a few. A recent estimate suggested that 350 million people across India use Godrej products. The group has more recently entered the real estate and information technology sectors, and management views these as avenues for enormous growth. The Godrej story is not limited to industrial excellence and enlightened concerns. It is also a human chronicle of determined men and women, gifted with vision and uncommon talents, who built a powerful and unique business. The Godrej Group stands in a strong position today. With annual sales in excess of US$ 1.7 billion, a workforce of approximately 20,000, and a strong diversified portfolio, Godrej has proven its ability to deliver strong financial performance. Inseparable from daily life in India, the Godrej name has been built on a spirit of innovation that has made it one of the country's most remarkable industrial corporations Strong human relationships built Godrej. So it is not surprising that the company ensures the welfare of its most valuable asset: the people who comprise it. This band extends to distributors, retailers and suppliers as well, including them into the fold. Godrej Industries is part of the Godrej Group, a Rs. 6,000 -crore (US$ 1.3 billion) conglomerate with more than 109 years of history and a reputation for quality and integrity. Godrej Soaps Ltd demerged into two entities Godrej Consumer Products Limited and Godrej Industries Limited; the foods business of Godrej Foods Ltd was hived off and taken over by Godrej Industries. Godrej Properties was established in 1990 as a premier real estate development company within the Godrej Group of businesses. Modern and dynamic, Godrej is also a company that succeeds in endearing itself to the people of India. The secret lies in its ability to never lose sight of the basic human values it was built on. These are the core strengths and the very soul of the company.

www.techshristi.com
THE GODREJ BUSINESS PROFILE MAJOR COMPANIES, LINES OF BUSINESS 1. GODREJ & BOYCE MFG. CO. LTD. SUBSIDIARIES OF GODREJ & BOYCE MFG. CO. LTD. 2. 3. 4. 5. 6. GODREJ GODREJ GODREJ GODREJ GODREJ INDUSTRIES LTD. COMMODITIES LTD. INFOTECH LTD. (MALAYSIA) SDN. BHD., Malaysia (SINGAPORE) PTE. LTD., Singapore

MAJOR SUBSIDIARIES OF GODREJ INDUSTRIES LTD. 7. GODREJ AGROVET LTD. 8. GOLDMOHUR FOODS & FEEDS LTD. 9. GODREJ PROPERTIES LTD. 10. GODREJ HICARE LTD. 11. GODREJ INTERNATIONAL LTD. 12. GODREJ GLOBAL MID EAST FZE MAJOR AFFILIATES 13. 14. 15. 16. 17. 18. 19. 20. GODREJ CONSUMER PRODUCTS LTD. GODREJ SARA LEE LTD. GEOMETRIC SOFTWARE SOLUTIONS CO. LTD. GODREJ EFACEC AUTOMATION & ROBOTICS LTD. GODREJ BEVERAGES AND FOODS LTD. (Formerly Godrej Tea Ltd.) MERCURY MFG. CO. LTD., SEZ, Chennai GODREJ & KHIMJI (MIDDLE EAST) LLC. Oman GODREJ (VIETNAM) CO. LTD., Vietnam

www.techshristi.com
PRODUCT PROFILE Consumer products Godrej is a part and parcel of every Indians life. From locks to personal care. From appliances to air care. From furniture to construction. There are innumerable ways through which they enrich quality of life - everyday, everywhere. Locks Appliances Furniture Conferencing Solutions Office Automation Security Equipment Foods Air Care Soaps & Personal care Vending Machines Housing Household Insecticides

Industrial products Godrej offers an entire spectrum of industrial solutions from storage to material handling to construction to process equipment and many, many more. Whether clients are looking for standard equipment or custom engineering solutions, the first name is Godrej. Different products included are as follows: Storage Solutions Automated Warehousing Material Handling Equipment Process Equipment Tooling Machine Tool Service Electrical & Electronic Services IT Solutions PLM Solutions Medical Diagnostics Agro Products Chemicals Construction Materials & Services

www.techshristi.com
HISTORY

The spirit of entrepreneurship, the vision of a dynamic tomorrow, and the capacity to build and realize dreams. This is the essence of the Godrej group. No wonder then, Godrej has become the symbol of a vibrant multi-business enterprise touching the lives of millions and at the same time an icon of enduring ideals in a changing world. This indomitable force was born in 1897, when a young man called Ardeshir Godrej gave up law and turned to lock making. Ardeshir Burjorji Sorabji Godrej (1868-1936) was the inventive half of the Godrej Brothers Company, the precursor of the Godrej Group of companies. He was the first Indian manufacturer to displace well entrenched foreign brands from the Indian market. Ardeshir Godrej 1868-1936 Ardeshir was born in 1868 as the children to Burjorji and Dosibai Gootherajee. In January 1871, his father had the family name changed to Godrej. In 1894, Ardeshir, fresh out of law school, was hired by well-known firm to argue a case on a client's behalf in Zanzibar. After the Zanzibar debacle, Ardeshir was employed at a pharmacy, where he served as an assistant to the chemist. In 1895, Ardeshir visited Merwanji Muncherji Cama, a friend of his father's, and who was highly respected for his business acumen. Ardeshir described his plan to manufacture surgical equipment and asked for a loan. When Cama asked why Ardeshir did not approach his father for the loan, Ardeshir replied that his father would give him the money not as a loan but as a gift, which Ardeshir was not willing to accept. This principle to not accept money as a gift would also become evident in 1918, when his father died: Ardeshir refused to accept the inheritance. One morning Ardeshir read an article in a daily newspaper on the rise of burglary incidents in the city and in which the commissioner of police called for better security of homes and places of business. Ardeshir grasped that a better lock was needed, and began to research the subject. He soon discovered that the locks made in India were all

www.techshristi.com
fashioned by hand, a labor intensive and inefficient means of manufacture, and Ardeshir resolved to manufacture a lock that would be guaranteed "unpickable". Calling on Merwanji Cama again, Ardeshir apologized for his inability to repay the loan immediately, but went on to describe his plans for the new lock-making venture. Cama was interested, as he too had read the article, and promised to raise the necessary capital. When Ardeshir rose to leave, Cama asked him, "Tell me, are there other lock-makers in our community? Or, are you the first?" Ardeshir replied, "I don't know whether I'm the first or not, but I'm certainly determined, with the help of a benefactor like you, to be the best." With Cama's funds in hand, Ardeshir set out to revolutionize the Indian lock-manufacturing industry. In a 20 m (215 ft2) shed next door to the Bombay Gas Works, with forty steam presses and a dozen skilled workers he had sent for from Gujarat and Malabar, production began on May 7th, 1897. Ardeshir began with the manufacture of high security locks under the Anchor brand - to which he attached a guarantee of "unpickability". He guaranteed that each key/lock pair was unique, and that no key except those delivered with the lock would succeed in unlocking the device. A few years later, Ardeshir patented the first of his inventions, a lock that would subsequently be called a "Gordian Lock". It came with two keys, both of which could lock and unlock the device, but the second key could be also be used to modify the inner workings of the lock and so render the first key useless. In 1901, Ardeshir turned to experimenting with safes. Ardeshir resolved to build a safe that was not only burglarproof, but fireproof as well, which as he determined, most safes were not and he succeeded in that. The first safes entered the market in 1902. In July 1908, Ardeshir with his brother Pirojsha applied for and were granted (in October 1909) a British patent for the world's first springless lock. Around 1910, Ardeshir planned a trip to England, France and Germany in order to study the lock-making efforts of his competitors. Shortly before he left, Ardeshir visited Merwanji Cama again, this time to repay him for his 3,000 Rupee loan of so many years before. Cama was seriously ill, and refused to accept it, since as Cama put it accepting the money would deprive him of the joy he felt in having contributed to Ardeshir's success. Cama did however have a favor to ask: would Ardeshir hire Cama's nephew Boyce? "I can never say no to

www.techshristi.com
you," Ardeshir answered. "Maybe, we'll make him a partner." True to his promise, Ardeshir and Pirojsha did make Boyce a partner, and the company was renamed Godrej & Boyce Manufacturing Company. But Boyce didn't have an interest in the company, and soon after Ardeshir returned from his European travels, Boyce himself suggested that he leave the company. The name 'Godrej & Boyce Mfg. Co.' was retained. With each new product Ardeshir changed perceptions about industry in India. When his attention was drawn to the fact that all soaps in the world contained tallow and other animal fats (inappropriate to many stringently vegetarian Hindus), he found a method to manufacture soap from vegetable oils, a procedure that everyone told him was impossible. What started as a dream had become a movement. But it was left to another man to carry it forward, Ardeshir's brother, Pirojsha Godrej (1882-1972). He was an Indian businessman who laid the foundations for what is today the Godrej Industries Group. He was the son of Burjorji Godrej. Pirojsha Godrej 1882-1972 Working with his elder brother Ardeshir Godrej, who was the inventive force behind the partnership, Pirojsha made Godrej a household name in India. Pirojsha Godrej laid the foundations for a throbbing enterprise at a sprawling industrial garden township outside Mumbai.The industrial township Pirojshanagar outside Mumbai is named after him. Pirojsha Godrej laid the foundations for a throbbing enterprise at a sprawling industrial garden township outside Mumbai. It was here that the Godrej vision took concrete shape. In later years, its extent and scope was expanded greatly by his sons - Burjorji and Naoroji. To this day, products that compete with the best in the world continue to emerge from the gates of Pirojshanagar. It is the bridge between the future and a hundred and ten years of history. It is a living code of ethics for Indian industry as it races ahead.

www.techshristi.com
ACHIEVEMENTS The recent awards and recognition only bear testimony to its consumer focus Readers Digest conducted a survey recently in 2006, which awarded Godrej Appliances Gold in the Refrigerator category for the Most Trusted Brand. Godrej has won the CNBC Consumer Awaaz Award for the Most Preferred Refrigerator for the second time in a row (2005&2006). With 370 service centers spread over the country, consumers continue to rate Godrej After Sales Service the best in the industry. Godrej has been voted the 'Most Trusted' brand by The Economic Times ORG MARG study, besides being the first company to sell 1 crore appliances, a distinction that will be difficult to emulate.

The Godrej Group has broken new ground by instituting a 'young executive board' to advice the management committee of the group. The objective: to use the knowledge and enthusiasm of young talent to take the group forward.

www.techshristi.com

www.techshristi.com
INTRODUCTION Godrej & Boyce Mfg. Co. Ltd, today, one of the largest engineering and consumer Products Company in the country has varied interests from engineering to personal care products. It is also one of the most respected corporate houses known for its philanthropy and initiation of labour reforms besides being recognized for its values of fair, transparent and ethical dealings. The head office is located at Mumbai - Vikhroli. Godrej and Boyce Mfg. Ltd. have adopted the following mission and vision: Mission To achieve Excellence through People Values Authenticity Commitment Trust Empathy Team Spirit

Vision Human Face of the New Millennium CORPORATE PROFILE Incorporation Established in 1897, the Company was incorporated with limited liability on March 3 1932, under the Indian Companies Act, 1913. Combined Sales Subsidiaries and Affiliates The Company is one of the largest privately-held diversified industrial corporations in India. The combined Sales (including Excise Duty) of the Company, its subsidiaries and affiliates, during the Fiscal Year ended March 31, 2006, amounted to about Rs. 58,000 million (US$ 1,270 million). Board of Directors J. N. Godrej (Chairman and Managing Director), A. B. Godrej, N.B. Godrej, V. M. Crishna, K. N. Petigara,

www.techshristi.com
B. A. Hathikhanavala, F.P. Sarkari, P. D. Lam, K. A. Palia and P. P. Shah. Shareholders Since its inception, the Company is controlled by the GODREJ family based in Mumbai, India. Its shares are not listed on any Stock Exchange. About one-fourth of the Company's share capital is held by Pirojsha Godrej Foundation, a public charitable trust. Employees 9,300 (including 2,000 in Sales and Service) Branches (sales & service) and Branded retail chain (Godrej Life space) WESTERNMumbai, Ahmedabad, Bhopal, Indore, Jabalpur, Pune, Raipur NORTHERN- New Delhi, Chandigarh, Faridabad, Noida, Ghaziabad, Jaipur, Kanpur, Lucknow SOUTHERN- Chennai, Bangalore, Coimbatore, Kochi, Hyderabad, Vizag, Pondicherry, Trivandrum EASTERN- Kolkatta, Bhubaneswar, Guwahati, Ranchi, Patna

The Company has a network of 38 Company-owned Retail Stores, more than 2,200 Wholesale Dealers, and more than 18,000 Retail Outlets. The Company has Representative Offices in Sharjah (UAE), Nairobi (Kenya), Colombo (Sri Lanka), Riyadh (Saudi Arabia) and Guangzhou (China-PRC). Bankers CENTRAL BANK OF INDIA, Mumbai 400 023 UNION BANK OF INDIA, Mumbai 400 021 CITIBANK N.A., Mumbai 400 051 ICICI BANK LTD., Mumbai 400 001 STATE BANK OF PATIALA, Mumbai 400 021 UTI BANK LTD., Mumbai 400 001 BNP PARIBAS, Mumbai 400 001 Statutory Auditors KALYANIWALLA & MISTRY, Chartered Accountant 127 Mahatma Gandhi Road, Mumbai 400 023

www.techshristi.com

DIVISIONS UNDER GODREJ & BOYCE MFG. CO. LTD. APPLIANCES (ISO 9001/14001) Refrigerators, Washing Machine, Air Conditioners, Microwave Oven, DVD Players INTERIO (ISO 9001/14001) Office Furniture, Seating and Desking Systems, Computer Furniture and Open Plan Office Systems, Office and Home Storwels, Sofas and Recliners. Home Furniture, Filing Cabinets and Filing Systems, Book Stacks and Cases, Sliding/Tambour Door Units, Personal/Industrial Lockers, Customized Storage Systems, Roll-formed Slides and Components for Furniture LOCKS (ISO 9001) Padlocks, Ultra locks, Cylindrical Locks, Mechanical Electromechanical door locks and related hardware and

SECURITY EQUPMENT & SOLUTIONS :( ISO 9001 /14001) Strong Room Doors, Safe Deposit Lockers, Cash Boxes and Coffers, Data/ATM Safes, Burglary and Fire Resisting Safes, Record & Filing Cabinets, Electronic Coffers, Currency Sorters and Cash Counting Machines. Fire/Security Doors, Fire and Burglar Alarm/Premises Security Systems, Video Door Phones, CCTV System. Access Control Systems PRIMA OFFICE EQUIPMENT (ISO 9001) Office Automation Photocopiers, Fax, Multifunction devices and Mechanical Typewriters (available in over thirty languages); Conferencing Products and Solutions Projectors, Video and Teleconferencing Equipment, Plasma Displays and Electronic Printboards; Vending Machines STORAGE SOLUTIONS (ISO 9001/14001) Multiflex and Heavy Duty Storage Systems, Tool Storage Cabinets, Gravity-flow, Mobile and Drive-in System Components, Mezzanine Floors, Cantilever Storage Systems, Workshop Equipment and Special Solutions MATERIAL HANDLING EQUIPMENT (ISO 9001/14001) Forklift Trucks (Diesel, Electric and LPG) and Attachments, Container Handling Trucks, Warehousing and Personnel Access Equipment, Sparc Parts, Services and Maintenance Contracts.

www.techshristi.com

GODREJ SHOWROOMS Godrej has nearly 50 exclusive showrooms spread across 25 cities in India with a total display area of over 1,50,000 sq ft, which sell a wide range of Godrej products catering to the needs of every home and office. The range includes furniture for living rooms, dining rooms & bed rooms, storwels, kids furniture, refrigerators, ACs & washing machines, office executive tables, chairs, filing & storage systems, computer tables, security products, locks, bean bags, bed Linen & health seating products. Good ambience along with trained, friendly staff ensures an excellent shopping experience. There are two companies owned Godrej showrooms situated at different places at Ahmedabad city. Addresses: GODREJ & Boyce Mfg. Co. Ltd. APM Mall, 2nd floor, 100 ft. Satellite Road, Next to Devipriya No.1 Bungalows, Ahmedabad City: Ahmedabad Pin: 380051 State: Gujarat Phone: 079-65454440, 65454465 Email: dengr@godrej.com GODREJ & Boyce Mfg. Co. Ltd. Karaka Building No.1, Ashram Road, Ahmedabad City: Ahmedabad Pin: 380009 State: Gujarat Phone: 079-26587202, 26583268 Email: saroshk@godrej.com Apart from these company owned showrooms, the Godrej appliances are displayed at various other showrooms in the city like Sales India and others.

www.techshristi.com
COMMERCIAL TEAM The Human Resource of Godrej & Boyce Mfg. Co. Ltd. is segregated into two main functional teams. i.e. Commercial Team and Sales Team. The Commercial Team was created in the year April 2004. It was created to fulfill the following objectives; To allow Field personnel to concentrate on their core activities viz Sales & Service. To help the businesses to grow rapidly. To develop specialized skills to manage the supply chain in a professional way. The create controllership of the processes and protect companys interest.

The Commercial Team of Godrej & Boyce Mfg. Co. Ltd. performs the following four major functions.

www.techshristi.com
COMMERCIAL CHART

MR. B.N DOONGAJI, VP

Mr. MOHAN NAIR GM, (WEST)

MR. AJIT JAIN BCM, A'BAD

Mr. ANIL JOSHI DY, BR. COMMERCIAL HEAD, A'BAD

NAVAL DARUWALA MGR. FINANCE & ACCOUNT

LOGISTICS

ADMINISTRAT ION

ORDER BOOKING

GEV KAPADIA HOMII UNWALLA

D.C VYAS TUSHAR DESAI HASAN ARAB

KHURSHID RENCY RASHMI

VENKATRAMA KINNARJOSHI MEHULDALAL

C. SUNDARAM

www.techshristi.com
RESPONSIBILITIES & AUTHORITIES Regional Commercial Manager Responsible for identifying training needs of Commercial personnel in the region. Responsible and authorized for preparing schedules of Internal Quality Audits of Commercials for all branches in their region and for closure of non-conformities observed in the audits. Responsible and authorized to decide on administrative issues at branches in their region. Communication regarding effectiveness of QMS in so far as commercial operation is concerned. Define responsibility and authority of commercial personnel. Conduct management review of commercial operations. Ensure quality objectives are established for commercials.

Branch Commercial Manager Responsible for identification of opportunities for improvement in the branch operations. Responsible and authorized to monitor overall progress and capabilities of commercial team at branch. Responsible for providing all round support to branch business teams. Communication of the policies for commercial operations. Ensure quality objectives are established for commercial organizations. Ensure availability of resources for commercial operations at the branch. Responsible for overall functioning of branch warehouse. Responsible and authorized to identify capable transporters for deliveries.

Branch Sales Head or Sales Manager Responsible to help understand the expectations of the customer. Responsible for overall Sales of Business related Products in is territory, Channel management, Territory Mapping Responsible for identification of Market with sufficient potential for Wholesale Dealership being viable.

www.techshristi.com
Responsible and authorised to monitor overall progress and capabilities of Wholesale Dealers. Communicate the Policy Ensure the quality objectives are established for Sales & Service. Ensure availability of resources Responsible and authorised to resolve consumer and Wholesale Dealer issues.

Sales Executive / Deputy Manager Responsible to resolve customer complaints at branches. Responsible to give feedback about customer's requirements received at Branch to Marketing department at Head Office. Authorised to sign the quotations. Authorised to make order amendments. Responsible to review pending orders. Authorised to sign Stock Requirement List.

Warehouse Keeper Responsible for receiving goods at warehouse. Responsible for proper storage and handling of products at warehouse ready for sale. Responsible and authorised to plan route and effect deliveries from warehouse. Responsible for periodically reviewing all pending delivery challan and stocks. Responsible for registering and reporting shortages of items received against orders at branches.

www.techshristi.com

www.techshristi.com

In any organization, MIS flow either business or financial in smooth functioning and effective decision making. Earlier, MIS system was designed mainly keeping in view the accounting need of the organization. Using IT to gain a competitive advantage in the past decade the business environment has changed dramatically. The world has become a small and very dynamic marketplace. Organizations today contract new market, new competition and increasing customer expectations. ENTERPRISE RESOURCE PLANNING An integrated information system that serves all departments within an enterprise. Evolving out of the manufacturing industry, ERP implies the use of packaged software rather than proprietary software written by or for one customer. ERP modules may be able to interface with an organization's own software with varying degrees of effort, and, depending on the software, ERP modules may be alterable via the vendor's proprietary tools as well as proprietary or standard programming languages. In market, various ERP packages are available, which are written considering worldwide business practices. Some of them are SAP, BaaN, Oracle Manufacturing, Oracle Financials, People Soft, JDEdwards, and BPCS. Each is written concentrating on various industry functions in mind; like SAP on Finance, BaaN on manufacturing, PeopleSoft on human resources. Hence choice of particular package is complex task; as one cannot choose different package from different divisions and package should incorporate all Bprocesses. Yet it should be focused on core process and of course proves less costly. Taking account of all the benefits of ERP system, Godrej & Boyce Mfg. Co. Ltd. has customer ERP system software which run on BAAN platform. It is made by Netherlands based company, and company spent around Rs. 25 crores for the purchase of the product. BAAN have extensive multi site management capabilities. The complete financial account and management account requirement of the organization is addressed. It has complete centralized accounting function with complete flexibility to consolidate corporate information. It also takes care of after sales service.

www.techshristi.com
OVERVIEW OF BaaN COMPANY BaaN Company is a leading provider of enterprise business software. It offers comprehensive portfolio of component based applications forefront, corporate and back-office automation. BaaN products reduce complexity and cost, improve core business processes, are faster to implement, more flexible to adopt business change and optimize management of information. It was founded in Netherlands in 1978 by brothers Jan & Paul BaaN. BaaN Company has started from pioneering Enterprise Resource Planning (ERP) software market to now offering complete set of single vendor enterprise business applications. BaaN software has been created by taking into consideration Indian localization of taxes. SALIENT FEATURES OF BaaN (ERP SYSTEM) Functional fit with company's business processes High degree of integration between the various components of the ERP system: Flexibility and salability Mostly user friendly Quick implementation; shortened ROI periods. Ability to support multi site planning & control Technology, Client server capabilities, database independence, security. Amount of customization required Local support infrastructure Availability of regular upgrades Availability of reference sites.

BaaN MODULES AND SUB MODULES COMMON Tables, common performance QMS data, Parameters, Error recovery, system

FINANCE General Ledger, account receivable, account payable, cash management, TDS, cost allocation, financial budget system, financial statements, fixed assets, PROJECTS Project estimating / definition / budget / planning / requirements / Progress / Monitoring / Invoicing

www.techshristi.com
MANUFACTURING Engineering Data Management, Item Control, BOM Control, Routing, Cost accounting, MPS, MRP, CRP, RPT, Shop Floor Control, Hours Accounting, Project Budget, Project Control, PCF DISTRIBUTION Item control, Formula Management, Routine, Cost Accounting, CRP, Production Management TRANSPORTATION Employee Control, Address Control, Transportation Fleet Management, Transportation Fuel Control, Hours & Expense Control, Central Data Entry, Transport / Invoicing / Packing / Warehouse Control, DRP. SERVICE Service Table, Installation / Contract/ Service Order / Service Analysis Control, Item Control

www.techshristi.com
In the BaaN system for every user depending on the activities he needs to carry out, access to sessions and required authorization are given. Various role profiles with distinct role codes have been created and the roles have been attached to individual users. While filling up new BaaN user creation form, the role to be attached by user has to be clearly mentioned. Lastly, BaaN being a complex system and the main server is located in Mumbai Head Office and all the regional offices and warehouses are directly connected to server in Mumbai. Godrej and Boyce Mfg. Co. Ltd., has an annual contract with Heward packared (H.P.) for all kind of software solutions. Company Codes The below mentioned different company codes are being created by the BaaN company for the integrated smooth functioning of different divisions. Interio 235- Desking 238- Sitting 240- Storewell 301- Appliances 250- Security 245- SSG Group 260- Locks 265- MHE 285- Prima

www.techshristi.com

www.techshristi.com
INTRODUCTION Supply chain management is a cross-functional approach to managing the movement of raw materials into an organization and the movement of finished goods out of the organization toward the endconsumer. The definition one America professional association put forward is that Supply Chain Management encompasses the planning and management of all activities involved in sourcing, procurement, conversion, and logistics management activities. Importantly, it also includes coordination and collaboration with channel partners, which can be suppliers, intermediaries, third-party service providers, and customers. In essence, Supply Chain Management integrates supply and demand management within and across companies.

Supply Chain Process

Production Transportation

Purchase

Inventory / Warehousing

SOURCE
Material Flow

MAKE

MOVE

STORE

SELL

Information Flow

www.techshristi.com
SUPPLY CHAIN PROCESSES AT GODREJ & BOYCE MFG. CO. LTD. Supply Chain Management (SCM) is the process used to deliver a companys goods to the targeted audience, at the right time, in the most timely and cost-effective manner possible. It can include everything from sourcing and manufacturing of a product, to packaging and warehousing inventory, to managing and promoting sales online through a custom wed store. Additionally, a comprehensive supply chain management offering should include professional expertise to assist with critical business decisions as well as world class operational capabilities such as live customer service and Web- based visibility and reporting.

Supply Chain Process

RPL

Customer

Branch Order Booking

Mfg Plant

Dispatch

Transport Order

Allotment

www.techshristi.com
ORDER PROCESSING Order processing is the main function of the Godrej & Boyce Mfg. Co. Ltd. and this is done through ERP system- BaaN. Order processing being the centralized and server being at Mumbai head office; all records are accessible from any corner of the country. Orders are brought by sales department and booked commercial team in the following cases. i) Order placed by dealers ii) Order placed on individual level (directed by customer) by the

There are two types of the orders Sales Order Used to sell items to another entity according to certain terms and conditions. Replenishment Order These orders are raised automatically at the Head-Office to fulfill the sales order requirement for its branches. RPL orders are raised manually in some cases like, If order is for non standard items On loan If transfer is from one branch to other branch Expected orders. Order booked for internal office requirements. ORDER PROCESSING STEPS 1. 2. 3. 4. 5. Sales Order Booking Order Acknowledgements Picking list (Challan) Generation Maintain Delivery Sales Invoice

1. Sales Order Booking The following steps are taken into consideration while booking the sales order. Different order series have been defined for different divisions. So one has to write correct order series.

www.techshristi.com

Customer Code is of six digits. It can be alpha-numeric where first letter stands for a particular division. Second digit stands for dealer or customer. Then the three digits stand for particular dealer or party. Last digit stands for branches. Order types - Predefined procedures for processing orders. 09A - Regular order 09B - Cash Memo 09C - R Series (Dealer / Investment ) 09E - Return order 09L - Non-Inventory Credit note Order date is the date on which order has been created. Planned date is date of delivery of goods from HO or branch. On planned receipt date, Branch receives material from HO or customer receives material from HO or branch. Reference A & B are used to print specific information on documents like order acknowledgement, picking list and invoice. They can also be used for effective project booking. Header and Footer text are also printed on above documents. Specific Postal and Delivery address can be mentioned for specific sales order. Customer texts are used to enter customer code of dealer while booking R-series sales order.

Specific Postal and Delivery address can be mentioned for specific sales order. Customer texts are used to enter customer code of dealer while booking R-series sales order.

www.techshristi.com
Correct price-list reference i.e. CPL or DPL has to be selected. Area-code has been defined for different branches. E.g. for Ahmedabad W09 is the area code. Item-code is different for different divisions. The first digit code stands for the product itself. In case of desking, it is of 11 digit and starts with FU. In case of appliance the first digit is numeric and the item-code is like 2C50C2. After this one has to see that the item is in which warehouse and accordingly proper warehouse code to be written. Warehouse code is of that warehouse from where the item will be issued.09A is for manufactured item. 09B is for traded imported items. 09C is for traded domestic items. India Localization address four major taxes of business operations : Excise Duty Sales Tax Octroi & Tax Deducted at Source (TDS) Excise will be applicable for manufactured products and not for imported or locally traded items. Excise value is calculated depending upon tariff code and ASV value. Then state codes and sales code are picked up from customer master and belong to state from where item is issued In this way order is booked.

2. Order Acknowledgements This document is sent to dealer or customer after booking sales order. So that they can have a look of the items which they have booked for them and if any difference is there they can tell it to the commercial people and they will make the required changes. It can be printed orderwise or customerwise. 3. Picking list (Challan) Allotment of item and printing of challan is combined in BaaN. Challan is a typical document comprising the details of the items which are going to be dispatched by the warehouse to the dealers or household customers. Challan clearly states the quantity demanded, item code and their description, the delivery date and address, the transporters name, the truck or any vehicle number which carries the items, bill amount, excise duty, sales order number, customer code, weight of the finished goods, and special instructions, if any, etc. Challan can be generated only if the item is available at the ware-house.

www.techshristi.com
The copy of a challan is presented below;

In certain cases even though the material is available and the challan is generated, the material is not dispatched because of the instructions given by the customers like one lot, site is not ready etc. So when material is ready for dispatch and we cant dispatch it, we call it as unbilled challans.

www.techshristi.com
4. Maintain Deliveries When material is actually ready for dispatch, maintain deliveries are done in the system. By doing this the stock goes out from the system. This activity is done by warehouse in-charge officer at warehouse. 5. Generating Sales Invoice After maintaining deliveries in the system, the sales invoice is generated by the warehouse in charge officer at warehouse which mainly focuses on the bill amount and other details regarding delivery address and customer. While actually loading items in a vehicle, the cabinet numbers of each item is mentioned on the sales invoice. Total five copies are printed of a sales invoice.

www.techshristi.com

www.techshristi.com
INTRODUCTION The word of logistics originates from the ancient Greek logos (), which means ratio, word, calculation, reason, speech, oration. Logistics is a concept considered to have evolved from the military's need to supply themselves as they moved from their base to a forward position. In ancient Greek, Roman and Byzantine empires, there were military officers with the title Logistikas who were responsible for financial and supply distribution matters. Logistics management is that part of the supply chain which plans, implements and controls the efficient, effective forward and reverse flow and storage of goods, services and related information between the point of origin and the point of consumption in order to meet customers' requirements. A professional working in the field of logistics management is often called a logistician. In business, logistics may have either internal focus(inbound logistics), or external focus (outbound logistics) covering the flow and storage of materials from point of origin to point of consumption. The main functions of a logistics manager include Inventory Management, purchasing, transport, warehousing, and the organizing and planning of these activities. Logistics managers combine a general knowledge of each of these functions so that there is a coordination of resources in an organization. Market logistics involves planning the infrastructure to meet demand, then implementing and controlling the physical flows of materials and final goods from points of origin to points of use, to meet customer requirements at a profit. Logistics is the art and science of managing and controlling the flow of goods, energy, information and other resources like products, services, and people, from the source of production to the marketplace. It is difficult to accomplish any marketing or manufacturing without logistical support. It involves the integration of information, transportation, inventory, warehousing, material handling, and packaging. The operating responsibility of logistics is the geographical repositioning of raw materials, work in process, and finished inventories where required at the lowest cost possible.

www.techshristi.com
WAREHOUSING Every company has to store finished goods until they are sold, because production and consumption cycles rarely match. The storage function helps to smooth discrepancies between production and quantities desired by the market. The company must decide on the number of inventory stocking locations. It should be noted that more stocking locations means that goods can be delivered to customers more quickly, but it also means higher warehousing and inventory cost. To reduce warehousing and inventory duplication costs, the company might centralize its inventory in one place and use fast transportation to fulfill orders. Godrej and Boyce Manufacturing Ltd. have its two warehouses near Ahmedabad city. One warehouse is situated at Aslali and another one is situated at Jetalpur. Aslali warehouse deals with products like Interio, Locks, Security equipments, Storage Solution Group, Material Handling Equipments, and Prima. Jetalpur warehouse deals with the Appliances i.e. Refrigerator, Washing Machine, Air Conditioners, Microwave Ovens, and DVDs. PERPETUAL INVENTORY COUNTING Currently, stock discrepancy is a major area of concern for the Organization. To avoid this discrepancy problem, Perpetual Inventory is taken every morning. The warehouse keeper is required to daily carry out inventory counting of only those SKUs which have moved the previous day. This exercise when done on a daily basis becomes a Perpetual Inventory Counting exercise. Everyday finished goods come in and go out from the warehouse as the arrival from Head Office plants and dispatches to different territories happen. So the balancing figures of every product on the basis of their codes are checked by the authorized person on the next coming day in the morning. The discrepancy, if any, between the actual physical quantity and computerized system record are then conveyed to the warehouse incharge. Then, warehouse in-charge finds out the reasons for these discrepancies and corrective actions are taken on a daily basis. It should be noted that this is the first activity of daily routine in the warehouse.

www.techshristi.com
P.D.I. CONCEPT P.D.I. stands for PRE DELIVERY INSPECTION. The goods which are dispatched for the display purpose in the various showrooms and Project News in the city are thoroughly checked by the P.D.I. Department and the P.D.I. stamp is pasted over the cartoon of items and on challan by the department and the Authorized person signs the document and challan. This is an important practice to ensure the quality of the appliances before sending to display purpose. TREATMENT OF DAMAGED AND DEFECTIVE ITEMS Damaged and Defective items, these two words may have the similar meaning in dictionary but they both are treated differently in warehouse. The damaged goods are those items which have the visible faults like side panel dent, main door dent, any scratches, accessories broken or missing etc. These types of items are called damaged items. Whereas the defective items are those which have the functional problems, like compressor jammed, no cooling or low cooling, gas lickage, etc. These types of items are called defective items. These defective items do not function well. TYPES OF DAMAGES There are two types of damages that occur in logistics; Primary damage The goods which are coming from Head Office plants and if any damages happens in transit then that damage is known as primary damages. Secondary damage The goods which are sent to the dealers location from the warehouse and if any damage happens in transit then that damage is called the secondary damage. CATEGORIZATION OF DAMAGED AND DEFECTIVE ITEMS According to the degree of damages and defects, there are three categories in which these damaged and defective items are kept as well as sold at different discount rates.

www.techshristi.com
Category 1 The items which have the maximum damages or defects or both are kept in category 1 and sold at more than 60% discount. Category 1 items are treated in 091 warehouse. Category 2 The items which have the less damages than category 1 are kept in this category and then after they are sold at around 40% discount. Category 2 items are treated in 092 warehouse. Category 3 The items which have the minor scratches or any colour fault then those items are kept in category 3 and are sold at 5% to 10% discount. It should be noted that these, category 3 items can be repaired easily and can be sold as fresh items and sometimes are acceptable by the customers as well as dealers. Category 3 items are treated in 093 warehouse. The items having worst condition, it means which are not included in category 1 also are treated as Scrap and these types of items are sold at almost 80% to 90% discount. The discount rates may vary according to the brands and size of the product. Generally these discount rates are subject to negotiation. REPLACEMENT PROCESS Godrej is a renowned name for its after Sales service and replacement of an item, if needed. If any item is not acceptable by household customer or dealer due to some functional defects or damage, then the companys service technician goes to the residence of customer or at dealers place and checks the problem. If it is not repairable at that place by the service technician and if the customer wants it to be replaced, then company manages to do so. After that, the defective or damaged piece is sanctioned by the deputy service manager of a company and the item is sent back to warehouse location and kept in the damage warehouse. Then the companys deputy service manager decides its degree of damages or defects and according to his instructions the item is transferred to the respective category, i.e. category 1, 2 or 3. Now, the role of warehouse in charge comes into the picture. The warehouse in charge officer takes the receipt of damaged or defective appliances which is returned from the customer in a new N.B.C. R.D.C.

www.techshristi.com
MODULE in the BaaN software as per the guidelines from service division. After that one finished product is taken out from the record and sent to that particular customer. In this way, the finished product is replaced. TRANSPORTATION Marketers need to be concerned with transportation decisions. Transportation choices will affect product pricing, on time delivery performance, and the condition of the goods when they arrive, all of which affects customer satisfaction. In shipping goods to its warehoused, dealers, and customers, the company can choose among five transportation modes: rail, air, truck, waterway, and pipeline. Shippers consider such criteria as speed, frequency, dependability, capability, availability, traceability, and cost. In Godrej & Boyce Manufacturing Ltd. the roadway i.e. via truck or container the goods are sent by Head Office. Godrej has two manufacturing plants in India for appliance manufacturing. One is situated at Mohali, near Chandigarh in Punjab. Another plant is situated at Shirwal, near Pune in Maharashtra.

www.techshristi.com
For dispatch purpose, the company has made the contract with three transporters and three local loading auto rickshaws. The names of the three transporters are; 1. Jay Mahakali Roadways, 2. Radhe Krishna Roadways 3. S.R. Roadways The whole Gujarat state is divided among these three transporters. Jay Mahakali Roadways makes the dispatches of appliances for the north Gujarat. Radhe Krishna Roadways deals with Saurashtra and local delivery of Ahmedabad city. While S.R. Roadways deals with the rest of the Gujarat for the dispatch purpose. Generally, these three transporters make deliveries of appliances to the dealers. For the individual customers in the local area i.e. in an Ahmedabad city the loading auto rickshaws make the delivery on a per piece basis.

www.techshristi.com

www.techshristi.com
GODREJ IN SOCIAL WELFARE In addition to building the corporation, each generation of the Godrej family has been deeply committed to worker welfare, human development and environmental matters. Godrej has always been a campaigner (supporter) for a better world with programs that benefit endangered forests, wild life and mangroves. Every year the Pirojsha Godrej Foundation dedicates funds to promote education, housing, social causes, conservation, population management and relief in times of natural calamities. Not only did the founders conceive the idea of an industrial township at Vikhroli but also laid the foundation for a green, bio-diversified environment. The Godrej Mangrove Project is yet another environment conservation project of the group. This project is happening on the 2,000 acres the group owns. Mangroves are extensions of tropical and sub-tropical forests into the sea.

The Godrej School i.e. Udayachal School is also another example of corporate liberality. Students of workers and officers mingle in an atmosphere that is completely different from the usual school. Udayachal means the 'Eastern Mountains', the mountains from where the sun, the moon and the myriad stars rise into the vast expanse of the sky. At Udayachal, we strive to bring light into each childs life, by emphasizing more on all - round development, rather than mere academics. Community development Godrej were one of the earliest corporate houses to initiate worker welfare programmes in the country. Their concerns for the environment too are a well documented fact. Their efforts to preserve the architecture of Mumbai, is best expressed by their active participation in the Indian Heritage Society.

www.techshristi.com
Trusts The manifold Godrej charities include: The Godrej Charitable Wing of the Breach Candy Hospital, The World Wide Fund for Nature-India and its headquarters The Pirojsha Godrej National Conservation Centre - in Delhi, The Godrej Technical Institute at Bordi, Pirojsha Godrej Research Laboratory, Soonabai Godrej Dance Academy Theatre, Naoroji Pirojsha Godrej Memorial Boating Station, and others too numerous to mention.

Godrej also supports the Foundation for Medical Research, Mumbai, particularly for the cure of leprosy As a part of the research programme carried out by Indian Cancer Research for testing the blood of vasectomised cases - in order to prepare suitable vaccines to be used as contraceptives- about 49 persons volunteered and gave their blood which was being tested for their research programme. Family Planning Godrej are connected with the Family Planning Foundation, "Pragati Kendra", Which is a voluntary organization devoted to promote Family Planning as a basic human right, as well as population Policies which can help bring about a balanced development of the resources of the country-both human and material - as a means towards raising the quality of life. A Family Planning Centre was opened in September 1957. Corporate social responsibility As they complete their first century and enter the next one, one vision shines on with the brightness that their founder intended, the concept of trusteeship of wealth. Begun by a spontaneous donation of Rs. 3 Lakhs to the Tilak Fund by Ardeshir Godrej, this initiation of philanthropy was strengthened by Pirojsha, who made it a corporate policy. Godrej believes that it is the responsibility of every company to contribute to the welfare of the society. So it has undertaken various social responsibility tasks so that the society people are taken care of and the country progresses. Along with housing, schooling, medical aid and paid leave to workers, Pirojsha also was deeply concerned about environmental and social causes.

www.techshristi.com

www.techshristi.com
OVERVIEW OF ISO ISO is the International Organization for Standardization. ISO is a network of the national standards institutes of 158 countries, on the basis of one member per country, with a Central Secretariat in Geneva, Switzerland, that coordinates the system. It was established in 1947 to develop common international standards in many areas. Its purpose is to facilitate and support international trade by developing standards that people everywhere would recognize and respect. These members come from 158 national standards organizations. Currently, ISO has 193 technical committees, 540 subcommittees, and 2244 working groups. Since 1947, ISO has developed 16,455 international standards. ISO standards are developed by technical committees. The International Organization for Standardization chose the acronym ISO (and not IOS) because the word ISO also means equal or equivalent in Greek, and because ISO works better when translated into other languages. ISO is the worlds leading developer of International Standards. An ISO standard specifies the requirements for state-of-the-art products, services, processes, materials and systems, and for good conformity assessment, managerial and organizational practice. ISO standards are designed to be implemented worldwide. They make trade between countries easier and fairer. They provide governments with a technical base for health, safety and environmental legislation. ISO standards also serve to safeguard consumers, and users in general, of products and services - as well as to make their lives simpler. How to recognize an ISO standard An ISO standard can be anything from a four-page document to one several hundred pages' long and, in the future, will increasingly be available in electronic form. It carries the ISO logo and the designation, "International Standard". In most cases, it is published in A4 format - which is itself one of the ISO standard paper sizes.

www.techshristi.com
More than half a million organizations in more 149 countries are implementing ISO 9000 which provides a framework for quality management throughout the processes of producing and delivering products and services for the customer. ISO 14000 environmental management systems are helping organizations of all types to improve their environmental performance at the same time as making a positive impact on business results. ISO 9000 is concerned with "quality management". This means what the organization does to enhance customer satisfaction by meeting customer and applicable regulatory requirements and continually to improve its performance in this regard. ISO 14000 is primarily concerned with "environmental management". This means what the organization does to minimize harmful effects on the environment caused by its activities, and continually to improve its environmental performance. INTERNATIONAL STANDARD ISO 9001: 2000 General Introduction The adoption of a quality management system should be a strategic decision of an organization. The design and implementation of an organizations quality management system is influenced by varying needs, particular objectives, the products provided, the processes employed and the size and the structure of the organization. This International standard can be used by internal and external parties, including certification bodies, to assess the organizations ability to meet customer, regulatory and the organizations own requirements. Process Approach This International Standard promotes the adoption of the process approach when developing, implementing and improving the effectiveness of a quality management system, to enhance customer satisfaction by meeting customer requirements. The application of a system of processes within an organization, together with the identification and interactions of these processes, and their management can be referred to as process approach. When used within a quality management system, such an approach emphasizes the importance of

www.techshristi.com
a) understanding and meeting the requirements, b) the need to consider processes in terms of added value c) obtaining results of process performance and effectiveness, & d) Continual improvement of processes based on objective measurement. The methodology known as Plan-Do-Check-Act (PDCA) can be applied to all the processes. PDCA can be briefly described as follows: Plan Establish the objectives and processes necessary to deliver results in accordance with customer requirements and the organizations policies. Do Implement the processes Check Monitor and measure processes and product against policies, objectives and requirements for the product and report the results. Act Take actions to continually improve process performance

www.techshristi.com

Continual Improvement of the quality Management System

Management Responsibility
Customer Customers

Resource Management

Measurement, Analysis & Improvement

Satisfaction

Requirements

Input

Product Realization

Output

Product

--------

Value adding activities Information flow

www.techshristi.com
QUALITY MANAGEMENT SYSTEM The organization shall establish, document, implement and maintain a QMs and continually improve its effectiveness in accordance with the requirements of International Standard 9001:2000. The organization shall identify the processes needed for the QMS and their application throughout the organization, determine the sequence and interaction of these processes, determine criteria and methods needed to ensure that both the operation and control of these processes are effective, ensure the availability of resources and information necessary to support the operation and monitoring of these processes, monitor, measure and analyze these processes, and implement actions necessary to achieve planned results and continual improvement of these processes The ISO Report for the Commercial department of Godrej & Boyce Mfg. Co. Ltd follows these procedures. First of all, BCM will decide upon the norms for the criterias like Order Cancellation, Order Amendments etc. and will specify it in the monitoring & measurement plan. Quality Management Plan will be prepared to reduce local & upcountry order execution time for Ex stock item and for finding out the occurrences foe amendments. According to the decided norms, if any deviations are found the reasons for that will be noted down. After that Corrective and Preventive Action (CAPA) will be prepared for the deviations for which the commercial team can be held responsible. Log of non confirming Register will be prepared for the deviations found for the deviation which is not due to the commercial department. And then the steps will be taken to improve their standards. The ISO Report is as follows:

www.techshristi.com
MONITORING & MEASUREMENT PLAN
GODREJ & BOYCE MFG.CO.LTD. , AHMEDABAD COMMERCIAL CLAUSE : 8.1 ISO 9001 (2000) DOC.NO: BR / M & M FORMAT : REV. NO : 01 DATE : 15/12/05 PLANT : AHMEDABAD DEPARTMENT: COMMERCIAL DATE: 01/01/07 Rev No. : 02 TITLE : MONITORING & MEASUREMENT PLAN

Key chs/ parameters/ Operating criteria/Legal 1. Order Cancellation 2. Order Amendment 3. Pick List to Billing Cycle Local Upcountry Local Upcountry Local & Upcountry 4. Return Orders 5. Condition of the Truck 6. Transporter Evaluation 7. Customer Satisfaction Index

Specified range/Ac ceptance criteria Zero

Location

Freq. of monitoring

Responsibility

Records location/referenc e BaaN Session No. tdsls5201m000 BaaN Session No. tdsls5201m000

Remark

Ahmedabad

Monthly

Venkat

Zero

Ahmedabad

Monthly

Venkat

Apr - Jun 06

90% within 3 days 80% within 5 days 100 % within 5 Days 100% within 7 days 100% within 5 days Zero As Per the Checklist Document P.O. 9 - 10 Points > 90%

Ahmedabad

Monthly

Brijen

BaaN Session No. tdgbb9475m000

Apr - Jun 06 Apr - Jun 06 Effective from July 2007 Upto Dec 2006 Effective from Jan 2007

Ahmedabad

Monthly

Venkat

BaaN Session No. tdgbb3433m000 Evaluation Sheet at Warehouse To be prepared manually

Ahmedabad Ahmedabad Ahmedabad

Monthly Quarterly Quarterly Tushar / Vyas Brijen / Anil Joshi

Warehouse As per Format

Prepared by : Deputy Commercial Head(DCM) Page 01 of 01

Approved by : Branch commercial Head(BCM)

www.techshristi.com
QUALITY MANANGEMENT PLAN
AHMEDABAD BRANCH COMMERCIAL CLAUSE5: 5.4.2 ISO 9001

DOC NO: BR/QMP/04 FORMAT REV.NO: 01 DATE: 02/06/06 Title: QMP FOR BILLED SALES TO STUDY THE TREND FOR LOCAL & UPCOUNTRY ORDER EXECUTION TIME. Date: 4/10/2006 Rev. No. 00 Objective: To reduce local & upcountry order execution time for Ex stock item. Target: By March 2007 Scope (Dept): Commercial Responsibility: DEPUTY COMMERCIAL HEAD Performance criteria: Number of days Action Plan : Sr. No. 1 2 3 4 5 Activities To seek help from GIL for collection of relevant data To collect data from the system To plot the data to obtain trend Analyse / Monitor the trend Prepare Capa for taking Corrective action Measure Availability of Session Frequency of collecting the data Graphical presentation Table and Analytical data Data in CAPA format Completio n Date Mar-07 Mar-07 Mar-07 Mar-07 Mar-07 By Whom DCM DCM DCM DCM DCM Review Frequenc y Monthly Monthly Monthly Monthly Monthly Current Status Effectiveness Available Collected every month Monthly being done monthly being reviewed every month for corrective action

(2000)

Prepared by : Deputy Commercial Head(DCM) Head(BCM) Overall Status of Objective Element of Policy: Continual Improvement Records Sr. Title No. 1 Data downloaded Ref No. Late Deliveries details Custodian DCM

Approved by : Branch commercial

Retention Period 1 year

www.techshristi.com
AHMEDABAD BRANCH COMMERCIAL CLAUSE5: 5.4.2 ISO 9001

(2000)

DOC NO: BR/QMP/05 FORMAT

REV.NO: 01 DATE: 02/06/06 Title: QMP FOR BILLED SALES TO MONITOR THE AMENDMENTS IN ORDER BOOKING Date: 4/10/2006 Rev. No. 00 Objective: Target: Scope (Dept): Responsibility: Performance criteria: Action Plan: Sr. No. 1 Activities To seek help from GIL for collection of relevant data To collect data from the system To analyze each occurrence and the pattern Put corrective action / Preventive action in place Monitor To find the occurrences of amendments By March 2007 Commercial K VENKATRAMAN Number of errors Measure Session in BaaN Record of download of data Occurrence summary statement Capa Record Reduction in % over a period of time Completion date Mar-07 By Whom K Venkatraman Review Frequency Monthly Current Status Effectiveness BaaN Session No. tdsls5201m000 Monthly record available Being maintained monthly Being reviewed for implementation Generally was 0 and hence decided to discontinue from 01/07/2006 for amendment in orders

2 3 4

Mar-07 Mar-07 Mar-07

K Venkatraman K Venkatraman K Venkatraman

Monthly Monthly Monthly

Mar-07

K Venkatraman

Monthly

Overall Status of Objective Element of Policy: Continual Improvement Records Sr. No. 1 Title Data Compiled Ref No. BR/QMP/05/01 Custodian K Venkatraman Retention Period 1 year

Prepared by : Deputy Commercial Head(DCM) Head(BCM)

Approved by : Branch commercial

www.techshristi.com
REASONS FOR CANCELLATION OF ORDERS Reasons JanCode 07 A Customer Cancelled order 12 Wrong Booking By Showroom B / Sales 4 Wholesale Dealer Does not C Require 8 Duplicate Booking By D Showroom 0 E Duplicate Booking By Sales 0 F Return Order Cancelled 0 Duplicate Booking G Commercial 0 H Wrong Booking Commercial 0 I Old Orders 0 Total 24

Feb07 3 2 6 0 0 5 0 0 0 16

Mar-07 12 2 6 0 2 0 1 0 0 23

Total 27 8 20 0 2 5 1 0 0 63

After finding out the reasons for Cancellation of Orders, then the reasons which can or cannot be controlled by the Commercial team has to be segregated. So if there is any duplicate / wrong booking by Commercial team, then for those CAPA has to be prepared. And for others, log of non-confirming Registers have to be prepared.

www.techshristi.com
CORRECTIVE & PREVENTIVE ACTION (CAPA) FOR CANCELLATION OF ORDERS
Sr. No. Date/ Period Product / Dept Area Feedback from /Location Non confirmity/ Complaint / Non confirming incidence Root cause Corrective / preventive Action Date Non confirmity/ Complaint / Non confirming incidence improveme nt status Implemented Action taken by

Mar-07

Comm.

Ahmedabad

Excess Booking By Commercial

Booked 2 No.s of Storwel instead of 1 No.

One time happening, note made by the concerned people.

Venkatraman

LOG OF NON CONFORMING INCIDENCE REGISTER FOR CANCELLATION OF ORDERS

Godrej & Boyce Mfg. Co. Ltd., AHMEDABAD Commercial Ref. No. : BR/IR Format Rev. No: 01 Format Rev Date:24/01/05 Log of non confirming incidence register (ORDER CANCELLATION)

Sr No. 1 2 3 4 5 6 7 8 9 10 11

Date

Product / Dept Area Comm. Comm. Comm. Comm. Comm. Comm. Comm. Comm. Comm. Comm. Comm.

Feedback from /Location Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad

Non conformity/ Complaint / Non confirming incidence Customer Cancelled order WD Does not Require Wrong Booking By Showroom / Sales Customer Cancelled order WD Does not Require Return Order Cancelled Wrong Booking By Showroom / Sales Customer Cancelled order Wrong Booking By Showroom / Sales WD Does not Require Duplicate Booking By Sales

Qty

Correction/ Mitigation taken & date

Jan-07 Jan-07 Jan-07 Feb-07 Feb-07 Feb-07 Feb-07 Mar-07 Mar-07 Mar-07 Mar-07

12 8 4 3 6 5 2 12 2 6 2

Informed Business Head on 5th Feb 2007 Informed Business Head on 5th Feb 2007 Informed Business Head on 5th Feb 2007 Informed Business Head on 10th Mar 2007 Informed Business Head on 10th Mar 2007 Informed Business Head on 10th Mar 2007 Informed Business Head on 10th Mar 2007 Informed Business Head on 3rd Apr 2007 Informed Business Head on 3rd Apr 2007 Informed Business Head on 3rd Apr 2007 Informed Business Head on 3rd Apr 2007

www.techshristi.com
REASONS FOE ORDER AMENDMENTS Code K L M N O P Reason Amendment Amendment Amendment Amendment Dealer Code Amendment Amendment Total Jan-07 0 1 0 0 0 2 3 Feb07 2 0 2 0 0 0 4 Mar07 Total 1 3 2 3 0 2 0 0 0 3 0 0 2 10

of of of of

Price Model / Product Colour Salesman code /

of Warehouse code of Quantity

Here also the reasons which are in the hands of the commercial team for that CAPA will be prepared. And for others log of non conforming incidence register is prepared.

www.techshristi.com
CORRECTIVE & PREVENTIVE ACTION (CAPA) FOR AMENDMENT OF ORDERS
Godrej & Boyce Mfg. Co. Ltd., Ahmedabad Commercial Ref. No. : BR/CAPA Rev. No: 01 24/01/2005

Rev Date:

CORRECTIVE & PREVENTIVE ACTION (ORDER AMENDMENTS) Sr No. Date/ Period Product / Dept Area Feedback from /Location Non confirmity/ Complaint / Non confirming incidence Root cause Correcti ve/Prev entive Action & Date

(QMS/EMS) Corrective / preventive Action status Action taken by

LOG OF NON CONFORMING AMENDMENT OF ORDERS

Godrej & Boyce Mfg. Co. Ltd., Ahmedabad Commercial

INCIDENCE

REGISTER

FOR

Ref. No. :BR/IR Format Rev. No: 01 Format Rev Date:24/01/05

Log of non confirming incidence register - (ORDER AMENDMENT)

Sr No.

Date

Product/ Dept Area

Feedback from /Location

Non confirmity/ Complaint / Non confirming incidence Amendment of Quantity Amendment of Model / Product Amendment of Price Amendment of Colour Amendment of Price Amendment of Model / Product

Qty.

Correction/ Mitigation taken & date

1 2 3 4 5 6

Jan-07 Jan-07 Feb-07 Feb-07 Mar-07 Mar-07

Comm. Comm. Comm. Comm. Comm. Comm.

Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad

2 1 2 2 1 2

Informed Business Head on 5th Feb 2007 Informed Business Head on 5th Feb 2007 Informed Business Head on 10th Mar 2007 Informed Business Head on 10th Mar 2007 Informed Business Head on 3rd Apr 2007 Informed Business Head on 3rd Apr 2007

www.techshristi.com
REASONS FOR RETURN ORDERS Code Q R S T U V W X Y Reason Defective Damaged Order cancellation by WD Order cancellation by Customer Item Mismatch Duplicate Booking / Wrong Booking Space Problem Material Wrongly recd from HO / Dispatched Change of Model / Price / Address Total Jan07 Feb-07 9 7 1 12 2 0 4 8 4 4 2 1 0 1 24 1 2 0 0 34 Mar07 Total 17 33 3 16 0 2 8 20 2 10 2 1 2 1 36 5 4 2 2 94

Here, there is a need of preparing CAPA as there is duplicate / wrong booking by commercial. So the commercial department has to take care of this thing next time so that they can improve upon this.

www.techshristi.com
CORRECTIVE & PREVENTIVE ACTION (CAPA) FOR RETURN DELIVERIES
Godrej & Boyce Mfg. Co. Ltd., Ahmedabad Commercial Ref. No. : BR/CAPA Rev. No: 01 24/01/2005

Rev Date: (QMS/EMS) Corrective / preventive Action status

CORRECTIVE & PREVENTIVE ACTION (RETURN DELIVERIES) Product / Dept Area Feedback from /Location Non confirmity/ Complaint / Non confirming incidence Wrong Booking by Commercial Corrective/ Preventive Action & Date Stray cases generally because of order recd by Fax & Phone. Stray cases generally because of order recd by Fax & Phone. Stray cases generally because of order recd by Fax & Phone. Stray cases generally because of order recd by Fax & Phone.

Sr No.

Date/ Period

Root cause

Action taken by

Jan-07

Comm.

Ahmedabad

Duplicate Booking of FOREX Marketing

Rointon

Jan-07

Comm.

Ahmedabad

Wrong Booking by Commercial

Wrong Booking S.K. Enterprise

Venkatraman

Feb-07

Comm.

Ahmedabad

Wrong Booking / Duplicate Booking by Commercial

Duplicate Booking of RK Enterprise Material Wrongly Despatche d to WD Exlit Customer Services Wrongly booked due to oversight of code Sujay Central & Shree Nanavati

Implemente d in September 2006

Venkatraman

Mar-07

Comm.

Ahmedabad

Wrong despatch

Venkatraman

Mar-07

Comm.

Ahmedabad

Wrong Booking

Personnel to be more careful in booking order

Venkatraman

www.techshristi.com
LOG OF NON CONFORMING INCIDENCE REGISTER FOR RETURN DELIVERIES
Godrej & Boyce Mfg. Co. Ltd., Ahmedabad Commercial Ref. No. :BR/IR Format Rev. No: 01 Format Rev Date:24/01/05

Dept.: Product / Dept Area Comm. Comm. Comm. Comm. Comm. Comm. Comm. Comm. Comm. Comm. Comm. Comm. Comm. Comm. Comm. Comm. Comm. Comm. Comm.

Log of non confirming incidence register (Return Deliveries) Feedback from /Location Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Non confirmity/ Complaint / Non confirming incidence Damaged Defective Order Cancellation by WD Order Cancellation by Customer Item Mismatch Space Problem Change of Model / Price / Address Defective Damaged Order Cancellation by Customer Item Mismatch Space Problem Defective Damaged Order Cancellation by Customer Item Mismatch Space Problem Material Wrongly recd from HO / Despatched Change of Model / Price / Address

Sr No 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19

Date Jan-07 Jan-07 Jan-0i Jan-07 Jan-07 Jan-07 Jan-07 Feb-07 Feb-07 Feb-07 Feb-07 Feb-07 Mar-07 Mar-07 Mar-07 Mar-07 Mar-07 Mar-07 Mar-07

Qty 1 9 2 4 4 1 1 7 12 8 4 2 17 3 8 2 1 2 1

Correction/ Mitigation taken & date Informed 2007 Informed 2007 Informed 2007 Informed 2007 Informed 2007 Informed 2007 Informed 2007 Informed 2007 Informed 2007 Informed 2007 Informed 2007 Informed 2007 Informed 2007 Informed 2007 Informed 2007 Informed 2007 Informed 2007 Business Head on 5th Feb Business Head on 5th Feb Business Head on 5th Feb Business Head on 5th Feb Business Head on 5th Feb Business Head on 5th Feb Business Head on 5th Feb Business Head on 10th Mar Business Head on 10th Mar Business Head on 10th Mar Business Head on 10th Mar Business Head on 10th Mar Business Head on 3rd Apr Business Head on 3rd Apr Business Head on 3rd Apr Business Head on 3rd Apr Business Head on 3rd Apr

Informed Business Head on 3rd Apr 2007 Informed Business Head on 3rd Apr 2007

www.techshristi.com
REASONS FOR LATE DELIVERIES Code Aa Ab Ac Ad Ae Af Ag Reasons Payment Problem System Problem In one lot Load Formation Site Not Ready WD Instruction / WD to collect Others Jan-07 Feb-07 90 44 0 0 11 16 40 24 18 17 1 0 1 0 Mar07 Total 81 215 0 0 26 53 15 79 37 72 2 0 4 0

Here, there is no need to prepare CAPA report. So it is good for comercial team. It means that they are maintaining their standards.

www.techshristi.com
LOG OF NON CONFORMING INCIDENCE REGISTER FOR RETURN DELIVERIES
Godrej & Boyce Mfg. Co. Ltd., AHMEDABAD COMMERCIAL Ref. No. :BR/IR Format Rev. No: 01 Format Rev Date:24/01/05

Log of non confirming incidence register - Late Deliveries

Sr No Date

Product / Dept Area

Feedback from /Location

Non confirmity/ Complaint / Non confirming incidence

Qty

Correction/ Mitigation taken & date

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Jan-07 Jan-07 Jan-07 Jan-07 Jan-07 Feb-07 Feb-07 Feb-07 Feb-07 Feb-07 Mar-07 Mar-07 Mar-07 Mar-07 Mar-07

Comm. Comm. Comm. Comm. Comm. Comm. Comm. Comm. Comm. Comm.

Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad Ahmedabad

Payment Problem In one lot Load Formation Site Not Ready WD Instruction / WD to collect Payment Problem In one lot Load Formation Site Not Ready WD Instruction / WD to collect Payment Problem In one lot Load Formation Site Not Ready WD Instruction / WD to collect

90 11 40 18 1 44 16 24 17 1 81 26 15 37 2

Informed Business Head on 5th Feb 2007 Informed Business Head on 5th Feb 2007 Informed Business Head on 5th Feb 2007 Informed Business Head on 5th Feb 2007 Informed Business Head on 5th Feb 2007 Informed Business Head on 10th Mar 2007 Informed Business Head on 10th Mar 2007 Informed Business Head on 10th Mar 2007 Informed Business Head on 10th Mar 2007 Informed Business Head on 10th Mar 2007 Informed Business Head on 3rd Apr 2007 Informed Business Head on 3rd Apr 2007 Informed Business Head on 3rd Apr 2007 Informed Business Head on 3rd Apr 2007 Informed Business Head on 3rd Apr 2007

Comm. Comm. Comm. Comm. Comm.

www.techshristi.com FISH BONE DIAGRAM

Others

Others

Dely after the inst. of sales team

Site not ready Awaiting inst. of dely from customers Payment not received
LATE DELIVERY

Short supply from H.O. Shade mismatch Having connectivity problem Replacement Non availability Material found defective of cheques Material recd in part. Insuff. Even with circular root Insuff. Material for destn.

Insuff. orders from WD/ Cust. Ancilliary Products Showrooms Inst. To economize the transportation exps. Part material octroi & part outside octroi

Pending inside mat. Yet to be recd from H.O.

Awaiting Assembly

Truck Load formation

Delivery in one lot

EVALUATION OF CONDITION OF TRUCK

Features Overall condition of the truck / van Truck capacity Half body or full body Condition of platform of truck Is any bolts or steel components protruding out which will affect our product Is cushioning provided all round the truck Condition of the tyre Check for Tarpaulin covers for damages Is driver skilled Check RC book of the truck Is the vehicle insured Is the truck has smoke pollution certificate

7 Divisions Rating Individually

www.techshristi.com
TRANSPORTERS EVALUATION SHEET
Document Ref No. BRSALES/26 Revision No. : 01 Revision Date : 25/08/2004

Godrej & Boyce Mfg. Co. Ltd., Ahmedabad

Ref. No. : BR/CAPA

Title : Transporters Evaluation Sheet Clause No. : 8.1 Branch Name : Ahmedabad

MTH

Trans Code

No. of Trucks Call a Recd b 60 68 32 81 65 35 71 65 36

Reach In TT c 60 68 32 81 65 35 71 65 36

Transit Time Norm d 1 1 1 1 1 1 1 1 1 Total Days E 60 68 32 81 65 35 71 65 36 C-R f=b/a 100% 100% 100% 100% 100% 100% 100% 96% 100%

Evaluation (%) TTN g=e/b*d 100% 100% 100% 100% 100% 100% 100% 100% 100% TTR h=c/b 100% 100% 100% 100% 100% 100% 100% 100% 100%

Points as per Evaluation Ratio C-R TTN TTR

Gra ding

ABBR Used

Jan

JMR BR K Pal

60 68 32 81 65 35 71 68 36

10 10 10 10 10 10 10 9.6 10 10 10 10 10 10 10 10

10 10

10 10 10 10 10 10 10 10 10

Ex Ex Ex Ex Ex Ex Ex Ex Ex

Feb

JMR BR K Pal

Mar

JMR BR K Pal

CUSTOMER SATISFACTION

www.techshristi.com
Commercial Rev. No: 01 24/01/2005 CORRECTIVE & PREVENTIVE ACTION (CUSTOMER SATISFACTION) Product / Dept Area Feedback from /Location Non confirmity/ Complaint / Non confirming incidence Issues with the Courier Services for MHE Division Corrective/ Preventive Action & Date Changed to Maruti Courier services whose services are proven Deployed a trained and dedicated person for MHE Order booking Correcti ve/ prevent ive Action status Division is satisfied Rev Date:

Sr No

Date/ Period

Root cause

Action taken by

Apr 06 Oct 06

Comm.

Ahmedabad

Speedman courier who was not able to deliver the services Due to complexity of the MHE Order Booking and Pool arrangement

BCM / DCM

Apr 06 Oct 06

Comm.

Ahmedabad

Issues with the Order Booking for MHE division

Division is satisfied

BCM / DCM

Taking into consideration these above key characteristics. ISO report is prepared for Commercial Department of Godrej & Boyce Mfg. Co. Ltd.

www.techshristi.com

www.techshristi.com

CONCLUSION Godrej touched the lives of millions of Indians everyday. To them, it is a symbol of enduring ideals in a changing world. Every product, every new concept gives shape to their visions of tomorrow. We did our summer training at Godrej & Boyce Mfg. Co. Ltd. We learned the basic fundamentals of the operations of BaaN software. We also learned the operational concepts of logistics and supply chain management. This training has been the immense professional value to us as it has given the first time practical exposure to the corporate world. Working with senior management staff, and at the same time interacting with the supervisors and workers has shown the two contradictory faces of life. During our summer training, we learned how to work in a well furnished air conditioner office with the professional and educational staff to learn the basic attitude of corporate life. At the same time, we also learned how to work with labors in a very hot temperature during summer season in a warehouse. Apart from this, while working with the Godrej Company, we realize the importance of time management, the essence of time that we might often forget in our daily academic schedule. The Godrej name wields powerful influence even in today's rapidly transforming social and economic environment. As it strides ahead confidently, discovering diverse new roles for itself, it gives direction to others.

www.techshristi.com

WEBOGRAPHY

www.godrej.com www.logisticfocus.com www.google.co.in www.yahoosearch.com www.iso.com