How long it takes and why
A standard manufacturing deployment takes four to eight weeks. The schedule is built so that production never stops to wait for software. Each week has a clear focus, and nothing moves forward until the previous step is signed off by your team and ours.
What we need from you before we start
We need three things before the clock starts:
- A single point of contact who can make decisions and get answers from every department.
- Access to your existing registers—stock books, dispatch logs, payroll sheets, costing sheets—so we can reconcile the opening position.
- Printed formats for invoices, GRNs, job cards and payslips. We will recreate them exactly; no redesign mid-project.
Week one – masters and access
We set up the foundation: items, buyers, suppliers, machines, departments, roles and users. Your chart of accounts is mapped to our double-entry ledger, document numbering is agreed, and printed formats are collected and digitised. By the end of the week, every user has a login and can see only the screens their role allows.
What we will not do: create item codes for you. You provide the list with descriptions, units and categories; we load it.
Week two – opening position
We enter opening stock per store and batch, opening balances per party, and the opening trial balance. Your accountant signs off the trial balance before we proceed. Nothing goes live until the numbers tie to your existing books. If they do not, we stop and reconcile.
What happens in practice: we work from your physical stock sheets and ledgers, not from memory. If a batch is missing, we mark it as such and move on.
Weeks three and four – commercial cycle
We bring the purchase and stores modules live first, then sales and dispatch. Your team enters live documents—purchase orders, GRNs, sales invoices, delivery notes—while we watch. We correct mistakes on the spot and run daily reconciliations against your existing registers. By the end of week four, the daily routine runs without help.
What we will not do: let you skip the GRN step. If a supplier delivers without a GRN, the system will not accept the bill.
Weeks five and six – the shop floor
We set up production routing, batch entries, quality inspections and costing. This is where most projects fail, so we go slowly. We reconcile output against your existing shift registers every day. If a weaving machine’s output does not match the loom card, we stop and find out why.
What happens in practice: we start with one department—usually weaving—and add dyeing, finishing, stitching and packing one at a time. Each department signs off before we move to the next.
Weeks seven and eight – people and control
We bring HR and payroll live, switch on approvals module by module, and set up dashboards for owners. If you want activity tracking, we enable it and explain what it records: who logged in, from where, on what device, what they did and how long they spent on each screen.
What we will not do: let you approve your own documents. The system enforces separation of duties; if you try to approve a payment you created, it will reject the attempt.
What you get at handover
- A written workflow document for every department, printed and laminated.
- An in-app standard-operating-procedure page your staff can open any time, with screenshots and step-by-step instructions.
- Role-based training sessions, recorded and stored in the system.
- A support channel with named engineers, not a call centre. You will know who is on the other end.
What happens after handover
We do not disappear. For the first four weeks, we monitor the support channel daily and reconcile your trial balance every Friday. After that, we step back but remain available. If you need a new report or a change to a printed format, we quote the work before we start.
What we will not do: customise the core modules. If you need a feature we do not have, we will tell you so and suggest a workaround or a manual process.