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As soon as the new wool arrived, it was washed to clean out all
the dirt and natural oil. After this it was dyed with colour and carded.
This was the process of combing the wool between two parallel pads of
nails, until all the fibres lay the same way. Next the carded wool was
taken by the spinner and using a spinning wheel the thread was wound
onto a bobbin.
Another major invention was the power loom. The power loom
was a steam powered mechanically operated version of a regular loom,
an invention that combined threads to make cloth. In 1785, Edmund
Cartwright patented the first power looms and set up a factory in
Doncaster, England, to manufacture cloth. William Horrocky and
Francis Cobot Lowell improved it upon.
All this accelerated the growth of the mill industry with more
production capacity, and the labourers employed in the industry,
rising to millions.
Present Scenario
Indian Textile
Mill Industry
Organised Unorganised
Sector Sector
ORIGIN
KAKKAD,
KERALA STATE
Finance
Production
The mill is a spinning unit and the final product is yarn on cone
in PV/PSF counts. The following counts are produced 45 s PV (65:35),
60s (65:35) and 60s PSF.
Raw material
Sales
The market for yarn is a highly competitive one and therefore the
prices keep fluctuating which in turn affects the quantity demanded.
The main consumers of yarn are weaving merchants and looms.
Products range
Yarn is the final product of the Spinning Mill. The yarns from
the cops are wound on paper cones called Cone Yarn. Each cone yarn
contains 1.5 Kg of yarn. Usually handloom weavers need Hank yarn
and the well organized sector cone yarn.
Machinery
Most of the machines installed are old. Some of them are new.
The old machines are reconditioned after a period of 10 years.
According to the BIFR, the company is planning to install new highly
technical and modern machines as the machines now used in
Cannanore Spinning and Weaving Mills are giving less productivity.
Building
Number of workers
Assistant
Electrician &
Accountant Spinning Time Officer
Wireman
Manager
60s PV
45s PV
45s PVht
45s PVsht
HIERARCHY
Senior Assistant
Mixing process
Blow room
Carding
Drawing
Simplex
Ring frame
Cone winding
Packing
Dispatch
OPENER PROCESS
MIXING PROCESS
BLOW ROOM
There are three structures in the blow room department and there
are two lines of blow room machineries. One is a double structure and
the other is a single structure. The objective of this process is to open
out thick masses of the new materials of finer pieces and to give a
thorough blending of polyester and viscose. Certain amount of
impurities of foreign matter and metal particles, if any has to be
extracted. The raw materials are converted into a sheet form and
wound on a rod. This is called a Lap, the length of the lap and weight
of each lap is determined. The length of lap is 37 yards and standard
weight is 13.5 Kg. A tolerance of plus or minus 300 gram is permitted.
The duration for forming one lap is six- minutes approximately.
CARDING PROCESS
Here short fibres, if any are extracted and the fibres are
straightened and parallelized into uniform size to eliminate unevenness
in the yarn thickness and to ensure uniform weight. Cards are collected
to each count, according to the spin plan and the sliver is collected
from the carding machines count wise. Each sliver has a length of a
3000 metres and the time for producing 1 can of sliver is 1:00 hours.
There are about 50 carding machines running in this mill. Conventional
cards have an average life of 50 years.
DRAWING PROCESS
1. Breaker head
2. Finisher head
Breaker drawing
Finisher drawing
SIMPLEX(SPEED FRAME)
SPINNING(RING FRAME)
CONE WINDING
CONE PACKING
Year Quantity
2005 – 2006 1357542 Kg.
2006 – 2007 1412053 Kg.
2007 – 2008 1263804 Kg
2008 – 2009 969000 Kg.
2009 – 2010 1221854 Kg.
CHART -1
Production
1600000
1400000
1200000
1000000
800000
600000
400000
200000
0
2005 - 2006 2006 - 2007 2007 - 2008 2008 - 2009 2009 - 2010
RAW MATERIALS
The price and the terms of payment are then fixed in the meeting
and the minutes of the meeting is sent to all the mills. The price is fixed
for 1 kg. This is inclusive of excise duty and educational cess.
HIERARCHY
Accounts Manager
Deputy Manager
Accounts
Senior Assistant
Junior Assistant
General Information
3. Investment
a. Quoted value at lower cost or market value
b. Unquoted value at cost.
4. Debt or receivable
i. Debt or receivables from private parties which are doubted of
recovery or adjustment and outstanding for more than three
years
ii. Debts or receivables from the sister concern into subsidiaries.
Employees of the mill/ Government department/ other PSUs.
7. Carrying charge
8. Gratuity
The gratuity liability in respect of existing employees has been
calculated on actual valuation, based on February month
earnings.
9. Insurance claims
Insurance claims arising out of fire accident, machinery break
down, transit loss and other miscellaneous losses will be
accounted only when the claim is admitted by the insurance
and the claim voucher discharged by the company.
10.Foreign currency liability
The foreign currency liability in respect of import of machinery,
under deferred payment guarantee arrangement through holding
company, is revalued at the prevailing market rates as on the
Balance Sheet.
TABLE-2
Year Sales
2005 - 2006 Rs. 1582600
2006 - 2007 Rs. 1276570
2007 – 2008 Rs. 1061400
2008 - 2009 Rs. 122951370
2009 - 2010 Rs. 156397972
CHART- 2
Sales
160000000 156397972
140000000
122951370
120000000
100000000
80000000
Sales
60000000
40000000
20000000
1582600 1276570 1061400
0
2006 2007 2008 2009 2010
The final product of Cannanore Spinning and Weaving Mill is
yarn. The market for yarn is a highly competitive one and therefore the
prices keep fluctuating, which in turn affects the quantity demanded.
The main consumers of yarn are the weaving merchants and looms.
Yarn is their raw material with they produce fabrics. Most of the
fabrics thus produced is exported to different countries and also used
for domestic purpose within the country. Hence, it is absolutely a must
that the yarn is of very good quality. Otherwise they will be
immediately rejected and returned to the mill itself.
The Cannanore Spinning and Weaving Mills sell most of its yarn
to the depot keeper of Bhiwandhi (Maharashtra). Various counts of
yarn will be produced according to the quantity demanded by the
deport keepers. They inform the mill about the changing demand
conditions.
The price of yarn produced in various NTC mills located all over
India is fixed by yarn pricing committee. For the regional subsidiaries
(APKK & M) and (TN), the committee holds its meeting in
Coimbatore (TN). The price fixed by the committee is sent to the
various mills along with minutes of the meeting. According to the price
fixed, the yarn will be allocated to the depot keepers along with the
rates.
Each bag contains about 40 cone yarn, weight 1.25 kg. each.
Gross weight of a pack is 54.1 kg. and the net weight is 50 kg. The
packed sacks of yarn are loaded into lorries. Each lorry contains about
180 to 250 sacks.
The lorries are hired on contract basis for which quotations are
called for. The transport company, which quotes the lowest price, is
selected. These lorries transport the yarn to godowns owned by NTC.
All documents will be sent to the godown. They in turn inform the
depot keepers about the arrival of the stock. The depot keepers can take
the yarn after making the payment for it. If they make the payment
within two days they can avail a discount and send the remaining
amount to the mill. The depot keepers have to produce the proof of
delivery to the godown keepers of the NTC.
The depot keepers will take the yarn from these godowns only in
small quantities by sending slips. However, payment will be made for
the whole lot even though the sale is made in small quantities. Sales
report and accounts report will be consolidated by the depot keepers
and send to the respective mills. The sale of yarn is made on cash basis
only and only after actual sales is made; it will be recorded in the
books of accounts of the mill. No discounts or concession of any type
can be provided to the consumers without the permission of NTC.
Depot keepers receive 1.5% commission of the ex-mill value on the
sales made of the NTC products. They represent NTC product in the
yarn market and are also dealers of yarn for various other mills.
If the required spares are of low cost, the spares are purchased
from the local market and then it is passed to the respective
department. In case of high cost of spares, purchase committee that
consist of Chairman, General Manager, Factory Manager, Accounts
Manager, Engineer and stock keeper will take the decision regarding
the purchase. The high value spares are purchased by inviting
quotations and quotations from at least three suppliers is must.
1. Purchase register
2. Issue register
3. Purchase order register
4. Stock register
5. Quotation register
6. L/R register
Inventory Management
1. Acquisition function:
Acquisition process is concerned with securing and employing
the people possessing the required kind and level of human resources
necessary to achieve the organizational objectives. The acquisition
function begins with planning. It also covers the function such as job
analysis, human resources planning, recruitment, selection, placement,
induction and internal mobility.
2. Development function:
It is the process of improving, moulding and changing the skills,
knowledge, creative ability, aptitude and value. The development
function can be viewed along three dimensions.
Employee training- it is the process of imparting to the
employees the technical and operating skills and knowledge. It also
includes changing the attitudes among workers.
Management development- it is primarily concerned with
knowledge acquisition and the enhancement of an executive’s
conceptual abilities.
Career development- it is a continual effort to match long-term
individual and organizational needs. When human resources have been
developed effectively, one can expect to have competent employee
with up-to-date skills and knowledge.
3. Motivation function:
The motivation function begins with the recognition that
individuals are unique and that motivation techniques must reflect the
needs of each individual.
4. Maintenance Function:
The maintenance function is concerned with providing those
working conditions that employees believe are necessary in order to
maintain their commitment to the organization.
HIERARCHY
Time Keeping
Senior Assistant
Junior Assistant
In Cannanore Spinning and Weaving Mills, the personnel
department has the task of keeping the organization together as an
outgoing entity in the face of external and internal stresses and is of
considerable importance. Here employee becoming surplus will not be
retrenched but will be redeployed suitably filling up the existing
vacancies. Whenever vacancies arise in future, the surplus staff will be
posted as per seniority. Necessary alternations in the duties and
responsibilities of remaining staff members shall be made for the
effective and smooth functioning of the mills.
3. ESI contribution
4.75% of employer’s contribution
1.75% of employee contribution
Medical benefit, accidental benefit, sick benefit leave are
provided if necessary. Funeral benefits are also provided if any
one dies during the period of his service.
4. Gratuity
Gratuity is calculated using the formula:-
Per month salary/ 26 days x 15 days
(Monthly salary will be calculated only for 26 days)
The present ceiling limit of total amount of gratuity payable is
10 Lakhs.
5. Wage administration
There are two types of wage payment systems followed in
Cannanore Spinning and Weaving Mills according to the
production stages. For mixing, blow room and carding wages are
paid on the basis of piece rate system and for all other
production process time rate system is obtained.
6. Retirement benefit
At the time of retirement all these benefits are provided.
Gratuity
Provident Fund
Pension
Leave with wages if any.
7. Administrative actions
If a worker takes a long leave the management won’t terminate
him suddenly. There is a procedure in Cannanore Spinning and
Weaving Mills before termination. First the absentee is admitted
for counseling. Thereafter, a notice is sent and then warning
notice is sent. Even then he continues to be absent a call notice is
sent, and then the management may suspend him and after
further enquiries of termination is held as per standing orders.
There are two categories of workers in CS & WM and they can
be classified into the following:
Workers
Skilled Unskilled
Doffing
Jobbers Fitters Maistri Spinners
boy
Number of workers
There are about 540 workers and 19 administrative staff working
in the mill. 3 shifts are functioning from 7:00am - 3:30pm,
3:30pm - 12:00am and from 12:00am - 7:00am. Both male and
female workers are employed in all sections of the mill.
Different categories of workers include permanent, temporary
and gate badlies.
TRAINING
Meaning of Training:
Definition of Training:
TRAINING EFFECTIVENESS
The training effectiveness is concerned with studying about the
current practices used by the training department for training
employees of this organization.
TYPES OF TRAINING:
i. Orientation Training
Induction or orientation training seeks to adjust newly
appointed employees to the work environment. Induction
training creates self confidence in the minds of employees.
v. Refresher Training
When existing techniques become obsolete due to the
development of better techniques, employees have to be
trained in the use of new methods and techniques.
Refresher training is designed to revive and refresh
knowledge.
NEED OF TRAINING
Job requirement - New and inexperienced employees
require detailed instructions for effective performance on the job.
Technological change - Technology is changing very
fast. Now automation and mechanization have been increasingly
applied in offices and service sector. Increasing the use of fast
changing techniques require training in new technology.
Organizational viability - In order to survive and grow,
an organization must continually adopt itself to the changing
environment. An organization can build up a second line of
command through training in order to meet its future needs of
human resource.
Internal mobility - Training becomes necessary when an
employee moves from one job to another due to transfer.
Remedial training - This training is arranged to
overcome the short comings in the behaviour and performance of
old employees.
METHODS OF TRAINING
On-the-Job Training
i. Coaching
Under this method, the supervisor guides or coaches his
subordinate to acquire knowledge and skill.
ii. Job or Position Rotation
The trainee is transferred systematically from one job to
another’ so he can get the experience of different jobs.
iii. Special assignment
This is used to provide the employees with first hand
experience in working on the actual problem.
Off-The-Job Training
i. Lecture Methods
It is a verbal presentation by an instructor to a large audience. It
is an excellent and economic technique for group training
ii. Conference Method
In this method, the participating individuals ‘confer’ to discuss
points of common interest for each other. It is an effective
training device for person in the possession of both conference
member and conference leader.
iii. Case Study Method
Under this method, the trainee may be given a problem to
discuss, which is more or less related to the principles already
taught. In this method, the trainee is given an opportunity to
apply his knowledge to the solution of a realistic problem.
iv. Sensitivity Training
A group consisting of 10 to 15 persons is selected. They can
share their experiences. This type of training is aimed at creating
and improving sensitivity to the feelings of the employee.
v. Role Playing
Here trainers are required to play the role of supervisor. A
problem or work situation is given, in which they are expected to
take up that role.
vi. Simulation
It is an attempt to create a realistic decision making environment
for the future.
a. Primary objectives
b. Secondary objectives
RESEARCH:
RESEARCH METHODOLOGY:
Convenience Sampling:
Sampling Unit:
Sample Size:
Table.1
50
40
30
20
10
0
less than 3 years 3 to 5 years more than 5
years
Inference:
From the above table, it can be seen that one half of the
employees have an experience of 3-5 years in the job. While 34
percent of them have a work experience of above 5 years. Only
16 percent of employees were having experience less than 3
years.
TYPES OF TRAINING
Table.2
TYPES OF TRAINING
17%
On-the-job training
Off-the-job Training
83%
Inference:
From the above table, it can be seen that a majority of
employees got On-the-job training at the time of joining.
TYPES OF TRAINING UNDER ON-THE-JOB TRAINING
Table. 3
Chart. 3
90
80
70
60
50
40
30
20
10
0
Job Rotation Coaching Special
Assignment
Inference:
From the above table, it can be seen that a majority of the
employees got coaching method of On-the-job training. While
16% of them are trained in rotation method of On-the-job
training.
TYPES OF TRAINING UNDER OFF-THE-JOB
TRAINING
Table.4
16%
Lecture Method
Conference Method
84%
Inference:
From the above table, it can be seen that 84% of employee get lecture
method of Off-the-job training, 16% get conference method and none
of the employees are trained on seminar or team discussion.
INTERVAL OF TRAINING PROGRAMMES
Table. 5
INTERVAL OF TRAINING
PROGRAMMES
Once in a year
Percentage
Once in 6 months
Once in a month
Inference:
This table shows that 100% of employees get training once in a
year.
EFFECTS OF TRAINING
Table. 6
Effects of Training
70
60
Performance
Improvement
50
Self Confidence
40
Personality Development
30
Improvement of Products
20 and Production
10
Inference:
From the above table, it can be seen that 66% of the employees
improved their performance through training method. While 16% of
employees creates self confidence through training method and 18%
improved the product and production through training method.
NUMBER OF TRAINING ATTENDED
Table. 7
70
60
50
40
30
20
10
0
Less than 5 5 to 10 More than 10
Inference:
From the above table, it can be seen that 68% of the employees
attended less than 5 training sessions. 32% attended 5-10
training sessions and none attended more than 10 training
sessions.
TYPES OF TRAINER
Table.8
TYPES OF TRAINER
External
expert
Company
Trainer
100%
Inference:
It is clear from the table that only company trainers are engaged in
giving training to employees.
TYPES OF TRAINING
Table.9
TYPES OF TRAINING
26%
Group
Training
74%
Inference:
From the above table, it can be seen that 74% of the employees
preferred group training while only 26% preferred individual training.
IMPACT OF TRAINING IN CAREER DEVELOPMENT
Table.10
Agree
Disagree
0 20 40 60 80 100
Inference:
Table.11
6%
14%
Good
Inference:
From the above table, it can be seen that 60% have the response as
good, 20% stated it is very good, 14% rated that training programme is
excellent and only 6% rated training programme as poor.
FINDINGS OF THE STUDY
RECOMMENDATIONS
There should be regular training sessions.
Training must be focused to enhance the knowledge about
the latest technological change.
Special attention must be given to provide highly efficient
and effective training.
Safety training should be given, especially to new
workers.
Effectiveness of training programmes should be evaluated
periodically.
The follow ups and reviews on training learning needs to
be undertaken by the training department on a regular basis and
document it.
CONCLUSION
1. Personal data
Name:
Age:
Department:
Nature of work:
2. Did you get On-the -job training or Off-the-job training at the time
of joining?
a) Agree b) Disagree
c) Agree d) Disagree
a) Yes b) No
BIBLIOGRAPHY
Data collected directly from workers.
References
H.R.M – T.N.CHHOBRA
H.R.M – C.B.GUPTHA
Website address
www.textile spinning.com
www.entyce .com
www.textile fibre.com