Godrej Interio-NPI

Godrej Interio, a business unit of Godrej & Boyce Mfg. Co. Ltd., is India’s largest furniture brand. In order to stay ahead in the market, the company continuously designs and manufactures new and innovative products that emphasize comfort and aesthetics while delivering environment friendly, durable and functional furniture solutions. Godrej Interio’s NPI (new product initiatives) division has ongoing development projects as well as enhancement projects in its kitty. Initiatives called “full track/fast track projects” involve development projects of completely new furniture products which have to be designed from scratch and introduced. The enhancement projects are typically smaller projects which involve improving existing designs based on feedback from sales team. Until recently the company was struggling to complete both sets of projects on time. After one year of TOC implementation, the fully completed number of enhancement projects has gone up by 100% and the lead times have crashed across the board. Now the company is able to deliver projects on schedule 70% of the time with a jump of 50% from last year. In the coming months, these parameters are expected to further leap-frog ahead.

Godrej Interio-NPI

Godrej Interio, a business unit of Godrej & Boyce Mfg. Co. Ltd., is India’s largest furniture brand. In order to stay ahead in the market, the company continuously designs and manufactures new and innovative products that emphasize comfort and aesthetics while delivering environment friendly, durable and functional furniture solutions. Godrej Interio’s NPI (new product initiatives) division has ongoing development projects as well as enhancement projects in its kitty. Initiatives called “full track/fast track projects” involve development projects of completely new furniture products which have to be designed from scratch and introduced. The enhancement projects are typically smaller projects which involve improving existing designs based on feedback from sales team. Until recently the company was struggling to complete both sets of projects on time. After one year of TOC implementation, the fully completed number of enhancement projects has gone up by 100% and the lead times have crashed across the board. Now the company is able to deliver projects on schedule 70% of the time with a jump of 50% from last year. In the coming months, these parameters are expected to further leap-frog ahead.