RESTRUCTURING AND OTHER CHARGES, NET (Details 1) (USD $) In Thousands, unless otherwise specified	3 Months Ended				9 Months Ended					12 Months Ended		9 Months Ended	12 Months Ended		9 Months Ended	12 Months Ended
	Apr. 30, 2014		Apr. 30, 2013		Apr. 30, 2014		Apr. 30, 2013		Apr. 30, 2014 Structural Cost Improvement Initiative [Member]	Jul. 31, 2013 Structural Cost Improvement Initiative [Member]	Jul. 31, 2012 Structural Cost Improvement Initiative [Member]	Apr. 30, 2014 Structural Cost Improvement Initiative [Member] Employee Severance [Member]	Jul. 31, 2013 Structural Cost Improvement Initiative [Member] Employee Severance [Member]	Jul. 31, 2012 Structural Cost Improvement Initiative [Member] Employee Severance [Member]	Apr. 30, 2014 Structural Cost Improvement Initiative [Member] Other Restructuring [Member]	Jul. 31, 2013 Structural Cost Improvement Initiative [Member] Other Restructuring [Member]	Jul. 31, 2012 Structural Cost Improvement Initiative [Member] Other Restructuring [Member]
Restructuring Reserve [Roll Forward]
Original charge	$ 11,684	[1]	$ 6,769	[1]	$ 23,659	[1]	$ 12,405	[1]			$ 65,300			$ 61,852			$ 3,448
Utilized									21,529	31,510	30,163	18,996	29,574	27,365	2,533	1,936	2,798
Translation									691	336	(170)	628	313	(123)	63	23	(47)
Restructuring Reserve, Beginning Balance									27,713	34,967		26,240	34,364		1,473	603
Additions									21,455	24,477		18,751	21,637		2,704	2,840
Reversal of excess reserves	1,158	[1]	292		1,782	[1]	633		(1,782)	(557)		(1,682)	(500)		(100)	(57)
Restructuring Reserve, Ending Balance									$ 26,548	$ 27,713	$ 34,967	$ 24,941	$ 26,240	$ 34,364	$ 1,607	$ 1,473	$ 603

[1] Restructuring:In fiscal year 2012, the Company announced a multi-year strategic cost reduction initiative (“structural cost improvement initiative”). This initiative impacts both segments as well as the Corporate Services Group. The goal of this initiative is to properly position the Company’s cost structure globally to perform in the current economic environment without adversely impacting its growth or innovation potential. Key components of the structural cost improvement initiative include:•the strategic alignment of manufacturing, sales and R&D facilities to cost-effectively deliver high-quality products and superior service to the Company’s customers worldwide,•creation of regional shared financial services centers for the handling of accounting transaction processing and other accounting functions,•reorganization of sales functions, to more cost-efficiently deliver superior service to the Company’s customers globally, and•reductions in headcount across all functional areas, enabled by efficiencies gained through the Company’s ERP systems, as well as in order to align to economic conditions.Restructuring charges recorded in the three and nine months ended April 30, 2014 and April 30, 2013 primarily reflect the expenses incurred in connection with the Company’s structural cost improvement initiative as discussed above.Restructuring charges in the three and nine months ended April 30, 2014 also includes the impairment of assets of $3,986 related to the discontinuance of a specific manufacturing line due to excess capacity as a result of recent acquisitions.