Chapter-I

1.1 Introduction

In-plant training provides the opportunities to get on work experience but

classroom activities can’t give that. First time job seekers and career changers aren’t
usually desirable candidates but companies are willing to train them as interns and give
them the experience they would need to get a job. Institutional training offers students a
period of practical experience in the industry relating to their field of study.

The experience is valuable to students as a means of allowing them to experience

how their studies are applied in the real world and as work experience that can be real
challenge, especially finding a job is important. Training is good way to do so.
Employees are usually more concerned with work experience than qualifications and
training is often the only way to get training experience.

Training is process of leaving the students shall be imparted training for a period
not less than 45 days in the company.

As a result of research of research in the field of training a number of programs

are available. Some of those are new method while other are improvement one of the
traditional methods. The training programmes commonly used to train operation and
supervisory personal. These programmes are classified as on-the-job and off-the-job
training programmes.

The training is an important part of the course curricular training is a process or

leaving a sequence of performance behavior. It is a continuous process of leaving. In
various departments continuous the day –to –day work observation should be recorded in
the diary and the head under which the training is doing.

Training is the process in which each student of management is to undergo a

training to get a practical knowledge about the institution. I had my training in “SRI

1
THIRUVETTAI AYYANAR SPINNER (P) LTD SIDCO INDUSTRIAL ESTATE
,KAPPALUR ,MADURAI”.

1.2 Objectives of the study

The following are objectives of out training

 To gain practical knowledge apart from academic activities.

 To know about the organizational structure of the company.
 To know about the production process carried out in the organization..
 To experience the real life situation in industrial organization.

1.3 Period of Study

The study has been conducted for 45 days starting from the May 2018 to June 2018.

1.4 Chapter Scheme

The Present study consist of four chapters

Chapter-I

The First chapter deals with “Introduction of the study, Objectives of the study,
Period of the study, Chapter scheme”.

Chapter-II

The Second chapter deals with Industry profile, Company profile and summary.

Chapter-III

The third chapter deals with the various department like personnel Department,
Account department, Purchase department, Stores and maintenance department, Quality
control department, Production department, Marketing department, of SRI
THIRUVETTAI AYYANAR SPINNERS (P) LTD.

2
Chapter-IV

The Fourth chapter deals with the SWOT, Observation, Suggestion and Conclusion of the
Study.

CHAPTER - II

PROFILE STUDY

2.1 Introduction

This chapter deals with on industry profile, company profile and summary.

2.2Industry Profile
Spinning is the conversion of fibers into yarn. These fibers can be natural fibers
(cotton) or man-made fibers (polyester). Spinning also entails production of man-made
filament yarn. Final product of spinning is yarn cotton value. Chain starts from ginning
that adds values to it by separating cotton from seed and impurities. Spinning is the
foundation process and all the subsequent value additions, i.e., weaving, knitting,
processing, garments and made-ups, depend upon it. Any variation in quality of spinning
product directly affects the entire value chain.

The process of making fabric from raw cotton is a long one and consists of
various stages. There are two technologies available to spin the yarn. First and the
foremost is ring spun and second is open end with the development in technology and
changing need of people world over different types of cotton yarns like 100% cotton
compact yarn 100% organic cotton yarn, 100% cotton mercerized yarns etc. have been
developed which are used to manufacture a wide variety of cotton fabrics and clothing.
Mostly ring spun yarns are used for producing fine quality clothing, bed liners, bed
sheets, bed spreads, pillow covers etc., while open end yarns are used for manufacturing
denim wear, towels etc. This is similar to treating different diseases with different
medicines. Like a wrong medicine can prove hazardous for the health of a patient, in a
similar way a wrong choice of yarn will result in the creation of the wrong type of fabric

3
or clothing. The basic difference between the yarns is their count. Different counts are
used to make different type of fabrics. In some cases, the cotton yarn is blended with
some other yarn in different ratios to provide different effects like shining or to lend more
elasticity to the yarn. It is the yarn count and the twisting mode of the yarn that actually
determines the overall strength and look of the manufactured fabric. 100% cotton
compact yarn and 100% cotton mercerized yarns have less hairiness and the fabric made
from these is of fine quality are is used for manufacturing luxury clothing and bedding.
The count of yarn can vary from 2’s to 72’s the higher the number, the finer the yarn is.

The Indian textile industry is one of the largest and oldest sectors in the
country and among the most important in the company in terms of output, investment and
employment. The sector employs nearly 35 million people and after agriculture, spinning
is the second highest employers in the country. The Indian Spinning Industry is an
integral part of the Indian Textile Industry.

*India claims to be the second largest manufacturer as well as provider of cotton

yarn and textiles in the world;

*India holds around 25 per cent share in the cotton yarn industry across the globe;

*India contributes to around 12 per cent of the world’s production of cotton yarn
and textiles;

*Indian covers 61 percent of the international textile market.

*In terms of spindle-age, the Indian Textile Industry is ranked second, after
China, and accounts for 23% of the world’s spindle capacity.

4
2.3 Company Profile
Sri Thiruvettai Ayyanar Spinners Pvt. Ltd. is a private company
incorporated on 28th March 1994. The mill is located at SIDCO Industrial Estate,
Kappalur, Madurai.

The success of Sri Thiruvettai Ayyanar Spinners Pvt. Ltd. is mainly due to professional
management of the company and the efficient organizational structure based on modern
business and commercial principles.

The Director of Sri Thiruvettai Ayyanar Spinners Pvt. Ltd. is Mr. K.DIWAKAR who is
managing the overall activities of the mill. The Production Manager reports to the
Director Mr. K.Diwakar.

Sri Thiruvettai Ayyanar Spinners Pvt. Ltd. accessories business is also growing rapidly
and significant new investments are planned. In order to create enhanced focus on these
two important areas, they have decided to create two distinct organizations concentrating
on garments and accessories.

Sri Thiruvettai Ayyanar Spinners Pvt. Ltd. will take charge of the garments interest, both
inland and export and will be headed by a Factory Manager. The new investments in the
accessories area above and the current non-garment activities are done. This too will be
headed by a Factory Manager.

The Director looks after the purpose of cotton as required by the divisions and synthetic
fibers are being procured by respective Purchase Manager.

The group personal department at the Head Office under Personal Director is in charge of

5
(1) Mr. K.Prabhu – Managing Director;

(2) Mr. PR.Ganapathy – Director and

(3) Mr. K.Diwakar – Director.

(1) Recruitment, promotions, placements, transfer, succession/career planning with

respect to managers;

(2) Provident funds for Management/Sub-Management/Office Assistants and pension

funds for Management/Sub-Management

BOARD OF DIRECTORS

Company description

Sri thiruvettai ayyanar spinning mills Ltd. ventures in the businesses of

Chemicals and Textile. The company manufactures Soda Ash which is an essential
ingredient in the manufacture of detergent, soap, glass, sodium salts and dyes and widely
used in textiles, paper, metallurgicaindustries and desalination plants. The company also
deals with Organic and Inorganic Chemicals. Some of the products under this portfolio
are Sodium Tripolyphosphate (STPP), Liner Alkyl Benzene LAB, Borax, Sodium
Sulphate, Zeolite, Optical Brightener, Hydrogen.

2.3.2 Location

It is a private limited company. The head office is situated at K.K. Nagar, Madurai
District, Tamilnadu.

6
head office:

Managing director: K.Prabhu

Postal Code: 380009
Tel: 39324100/ 2642
Fax: 2642
Email: @stva.co.in
Website: http://www.stva.co.in

Full name: SRI THIRUVETTAI AYYANAR(P) LTD (1994)

Status: Listed
Legal Form: Public Limited Company
Operational Status: Operational
EMISid: 1623197
IN-CIN: L24100GJ1983PLC006513
ISIN: INE539A01019
Incorporation Date: 1983

Main Activities
Textile Product MillsBasic Chemical Manufacturing
Registered office
SRI THIRUVETTAI AYYANAR MILLS LTD,
K K Nagar, MADURAI : 625402
Phone no : 91452-2463845
Segments: Spinning
Product: Yarn(41s, 40s, 20s, 21s)
Spindles: 147000
Turn over: Rs. 160 crore
++

7
2.3.4 Mission
Our Core values at the forefront; we shall strive to engage with all our business
associates for continuous product and process innovation, enabling ourselves in achieving
customer delight through serviceability and quality.

2.3.5 Vision

SRI THIRUVETTAI AYYANAR MILLS through its CSR initiatives will

continue to enhance value creation in the society and in the community in which it
operates, through its services, conduct and initiatives, so as to promote a sustained growth
for the society and community, in fulfillment of its role as a Socially Responsible
Corporate, with environmental concern.

2.3.6 Quality Policy

SRI THIRUVETTAI AYYANAR MILLS, committed to manufacture quality
products to meet customer’s needs and requirement Achieve satisfaction through
continual improvement by excelling in their activities through training and developing of
all employees. Improve the quality by adapting modern techniques in the each and every
department.

2.3.7 Objective of the company

Integrated management system policy quality, safety, health environment. Sri
thiruvettai ayyanar Mill is committed to achieved customer satisfaction by manufacturing
and supply quality yarn with an aim to support to protection of environment and provide
a safe working environment without any occupational health hazards.

2.3.8 Core Values

Sri thiruvettai ayyanar believe – Respect, Trust, Ownership and Integrated Team
Work leads to Business Success.

8
 Culture consists of massive collections of complex skills & knowledge which are
transferred from person to person through two core mediums – language & imitation.
‘Core Values’ prima facie is the knowledge which provides the basic operating
philosophies or principles that guide either a society or an organization for their internal
conduct as well as its relationship with the external world. On continuity, core values
instil a sense of identity and purpose, add spirit to the workplace, align & unify people,
promote employee ownership, create consistency and contribute to the organizational
well-being as a whole, from business perspective.

Keeping in view the emerging business needs, we, felt the need to outline our core
values and subsequently ensure that every individual imbibes in themselves these core
values which will eventually script the success story of our organization. GHCL
identified for ourselves four simple, befitting & powerful and timeless core values, viz.,

 Respect means being thoughtful of or showing regard for another person. It focuses on
the moral obligation to honour the essential worth and dignity of the individual and thus,
prohibits violence, humiliation, manipulation and exploitation.

 Trust provides confidence in each other’s capabilities and intentions of carrying out
one’s duties diligently & sincerely. It provides a base for transparent communication
which fosters the foundation for building relationships among people.

 Integrated Team Work connotes that actions of all individuals irrespective of

departments or functions shall strive for achieving together a common purpose or goal,
which subordinate the needs of the individual to the needs of the group. In essence, each
person in the team puts aside his or her individual or functional needs to work towards
the larger group objective.

 Ownership implies that every individual continues to take responsibility of his/her own
decisions & actions taken and accepts personal accountabilities to lead business.

9
2.3.9 Certification and awards

 It getting the award form government, India SIMA award, certificated. ISO 9000,
14001 Environments.
 Appraisal meritorious quality policy objective to company.
 To achieve maintenance ISO 9001-2001 certification.
 To adopt effective measure.
 To upgrade the skill of human resource.
 Timely action on the non-conformation.
 Certified “Great place to work” Dec 2016-nov 2017.

2.3.10 Main Products

Bed Sheets Sets, Yarn, Cloth Processing, Cloth, Sodium Bi Carbonate, Soda Ash,
Honey, Refined Salt (pure Grade)

2.3.11 Number of employees department wise

In SRI THIRUVETTAI AYYANAR SPINNING MILLS at

Kappalur number of employees in department wise can been classified in
department wise can been classified in the below given tables.

Table showing number of employees in the production departments:

S.No Name of the department under the No of workers in

production each department

1. Spinning 60

2. Winding 52

3. Mixing & Blow-room 12

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 4. Carding-room 3

5. Simplex 15

6. Drawing room 3

7. Maintenance department 11

8. General cleaning 16

Table showing number of employees in the departments:

S.No Name of the department Number of employees

1 Electrical-department 5

2 Quality control department 3

3 Finance department 1

4 Cotton section 1

5 Purchase department 1

6 Marketing department 1

7 ASM &shift supervisor 6

11
 8 Personnel department 4

2.3.12 Future prospects

This is achieved by

 Adopting cost effective measures through modern technology.

 Conserving natural resource through effective utilization and minimizing waste
generating.
 Providing safe healthy working conditions to our dedicated employees.
 Complying with applicable legal requirements.
 Imparting need based training for all employees.
 Continually improving the performance the integrated management system through
effective monitoring and review.

The company has earned good name in the international market . The
director foresees that the profitability of company will improve during that current year ,
more over if it is anticipated that current financial year. The directors are confident of
improvement in the performance the company during the current year

12
2.3.13 Organization Structure
Chart 2.3.1
ORGANIZATIONAL STRUCTURE
O
R
Managing Director
G
A
N
I
Director
Z
A
T
General Manager
I
O
N
Marketing manager factory manager office manager
A
Asm maintenance L Asm production

Shift supervisor S shif t supervisor

T
Store in charge R
personal officer account section
U
Time keeper C
2.4 Summary T
U
This chapter deals with the Company profileR and Industrial profile,
E
Thefollowing chapter deals with Departmental functions.

M
a
n
a
g
i
n
g

D
i
r
13
e
c
t
o
 Chapter-III
DEPARTMENTAL FUNCTIONS
3.1 Introduction

The chapter deals with the various departments like Personnel department,
Accounts Department, Purchase department, Stores and Maintenance Department,
Production Department, Quality Control Department, Marketing Department of the
organization.

3.2 Personnel department

Personnel department is efficiently organized and headed by the manager. The
security will take a list of workers who are entering and leaving the mill. It contains
details like whether the worker enters the mill at the right time, whether security
maintains the records properly and submits to the officers the next morning. The reports
are collected by the supervisor. Wages are paid to the workers according to the rules and
regulation. Labours work for wages, which is paid on weekly basis.

3.2.1 Shift hours

 Day shift 8.00am to 4.00pm

 Half night shift 4.00pm to 12.00am
 Full night shift 12.00am to 8.00am

Over time facilities are also provided for the workers.

3.2.2 Recruitment
Recruitment is understood as the process of searching for and obtaining applicants
for jobs, from among whom the right people can be selected. Recruitment that many
individuals will come to know a company, and eventually decide whether they wish to
work for it.

14
 Recruitment may be defined as the process of discovering potential candidates for
actual and anticipated organizational vacancies. In others words, recruitment is the
process by which an organization attracts people to apply for their job openings.

The goal of recruitment is to recruit enough qualified candidates from whom the
desired people may be selected.

The recruitment method for the employees, staff (office and technical differs).

EMPLOYEES OFFICE STAFF STAFF (TECHNICAL)

Education-read and write Any degree Diploma

 They recruit people through referrals from employees.

3.2.3 Selection

Selection may be defined as the process by which the organization choose from
among the applicants, those people whom they feel would best meet the job recruitment,
considering current environment condition. The ideal selection identifies the best-fit
between the person and the job. The selection process begins when recruits apply for
employment and ends with the hiring decision.

The purpose and importance of selection to contribute the organization’s bottom

line through efficient and effective production. To ensure that an organization’s financial
investment in employees pays off. To enable organization to fulfill their strategies.

 The personnel department will appoint new employees below the common
category by calling candidates and select those qualified candidate by conducting
interview.

3.2.4 Training

Training is the process of imparting specific skills, any training and development
programmer must contain inputs which enable the participants to gain skills, learn
theoretical concepts and help acquire vision to look into the distant future. A Workers

15
needs skills to operate machines and use other equipments with least damage and scrap.
This is a basic skill without which the operator will not be able to function.

The Human Resources Development conducts training program for the workers.
This program is being conducted once in a month. The important aspects in the training
are

 Discipline
 Good working environment
 Teach new techniques / methods
 Company’s goal and policies

3.2.5 Health measures

A state of complete physical, mental and social well-being is not merely absence
of disease.
The following functions are provided under health measures by the company
 Cleanliness
 Ventilation and temperature
 Dust and fume
 Lighting
 Artificial humidification
 Spittoons
 Drinking water

3.2.6 Safety measures

The safety provisions should be followed by the occupier of every factory.
 Fencing of machinery
 Fire extinguishes
 Mask for the workers

3.2.7 Canteen facilities

Token facilities are being followed. Permanent workers can get a token book once
in a month and the amount will be deducted from their wages. Whereas the temporary
workers have to pay to get a token book.

16
3.2.8 Uniform

The employees are issued with two sets of stitched terry cotton uniform every
year. The colour of the uniform differs from permanent and temporary workers. Those
who wear yellow banyans and khaki trousers are permanent workers. Those who wear
orange banyans and khaki trousers are temporary workers. For women workers apron and
blue colors shirts are provided.

3.2.9 Transport facility

The company is providing 4 vans for the convenience of the employees and for
the effective maintenance of the timing of the employees.

3.2.10 Incentives
The company gives individual incentives for the attendance of 26 days in a
month. Workers are paid with the incentives of Rs.25/- extra in their wages.

3.2.11 Provident fund

The company is deducting 12% of basic and dearness allowance of employees as
employee contribution to provident fund. In this 3.67% goes to provident fund and the
remaining 8.33%goes to family pension scheme.

3.2.12 Bonus
Bonus payments are given on basic of wages earned by the employees during the
previous year. The bonus is paid at the time of Diwali festival. The minimum bonus
payable as per the bonus act is 8.33% last year the company had declared 20% bonus to
its employees.

3.2.13 Number of employees as on 26.5.2018

Permanent employees : 31

17
Male Trainers :6

Female trainers : 20

Female Labours : 118

Male Labours : 45

Total : 220

3.3 Finance and Accounts Departments

3.3.1 Finance Department

The finance department is under the control of the company secretary. This
department is the most important one in the organization. This department arranges to
meet the financial commitment of the organization. The general manager is incharge of
the activities in this department.

The main function of this department is to give financial support to other

departments. Preparation and finalization of accounts after being audited by the statutory
return to income tax and company law authorities and statement of bank balances, etc. the
relationship with the financial institutions has always been good.

Sector of finance Department and their duties and responsibilities

 Account sections
 Payment sections
 Auditing sections
 Cash sections

3.3.2 Costing methods

The cost accounting system followed by the company is as per the rules
prescribed by the cost accounting records (cotton textiles) rules, 1977, as amended up to
date. The system of costing is historical process costing system. The element of cost are

18
identified to the final product through compilation of annexure and proforma B
prescribed under the rules. The basic data for compilation of the cost records are taken
from the quantitative and financial records maintained by the mills. The scheme of cost
accounting system follows.

The quantity and values of cotton consumed is taken from the mixing book
maintained by the mills. The value of cotton consumed including all other taxes,
incidental charges which can be identified to the raw material cost.

The quantity of usable waste used in each mixing is also available from the
mixing issue records. The value of usable waste issued by has been taken to be 75% of
the rate of respective mixing. The total raw material cost is arrived at in Proforma B.
Credit for waste collected in each processing department is given before arriving at the
Next Mixing Cost. The value of raw material in the opening and the closing stock in
process in each processing department is calculated and due adjustment is made in the
Gross Mixing Cost. The gross mixing cost divided by the production of yarn in that
mixing gives the Net Material Cost to be applied to the finished yarn.

3.3.2.1 Conversation cost

The major direct expenses are directly identified to production and service cost
centers. Overhead items are allocated on a suitable basis. The cost centers provided are as
follows;

3.3.2.2 Production cost centres

 Mixing and blow room

 Carding
 Drawing
 Simplex
 Spinning
 Auto cone winding
 Packing

19
3.3.2.3 Service cost centres

 Machine shop
 Watch and ward
 Miscellaneous service
 Lighting

3.3.2.4 Wages and salaries

The wages of workers employed is available department wise. Certain categories

of workers are common to all departments and their services are assigned to a particular
department based on the need.

In such cases records are kept to determine the days worked in each department.
The wages are allocated to such departments. The wages and salaries include P.F, ESI
and other fringe benefits. The extra amount has been identified as part of the wages.

3.3.2.5 Depreciation

Depreciation is on straight line value basis and the depreciation as adopted for
financial records is taken for cost accounting purposes. As far as possible department
wise depreciation is identified and the balance is allocated on an equitable basis.

3.3.2.6 Repairs and maintenance

The expenses on repairs and maintenance have been allocated to the cost centers
on an equitable basis in this statement.

3.3.2.7 Power

The cost of purchase and generated power are determined separately and are
allocated to various departments on the basis actual distribution.

20
3.3.2.8Administrative and mill overheads

The expenses of administrative and mill overhead have been allocated to

production cost centers on the basis of conversion cost arrived at before allocating such
overheads. The administrative overheads includes freight, rent and rates, taxes, vehicle,
travelling expenses, fees, donation, phone, board meeting, computer consumables and
mill overhead includes insurance etc.

3.3.2.9 Service department expenses (mill overheads)

These have been allocated on suitable basis to the production cost centers. The
basis of allocation has been given against each item of expenses in the relevant
statements. The total of expenses incurred for each production cost centers as above is
divided by the total machine shifts worked in each department to arrive at the average
cost per machine shift.

The expenses of each production centers are divided among the various mixing/
count processed in each department on the basis machine shifts worked. The wages are
divided on the basis of estimated hours worked on the basis of work load. The cost
arrived at the final process center divided by the production gives conversion cost per kg
of yarn.

The packing cost arrived at, for each type of packing is added to the packed
production. The stock account showing the opening and closing stocks of the finished
goods (packed and unpacked) gives the cost of production of sold. Selling and
distribution expenses, interest and administrative expenses relating to selling are added to
the value of yarn sold to arrive at the cost of sales. The basis of apportioning these
expenses.

The finance section maintains the records like daybook, ledger, and cash book
receipts. They prepare quarterly report, which have to be submitters to the bankers.

21
3.3.3 Accounts Department

3.3.3.1 Daybook

The day to day transactions that are made on a particular day are entered
in the daybook.

3.3.3.2 Sales ledger

All sales transaction is entered in the sales journal.

3.3.3.3 Purchase journal

Any transaction related to purchase is entered in the purchase journal.

3.3.3.4 Ledger

All the entries made in the daybook, posted to ledger.

3.3.3.5 Stores receipt ledger

As soon as the materials are received they get the invoice from the
suppliers and entries are made in this register.

3.4 Purchase Department

Purchase is one of the main activities carried out for efficient operations of an
organization. The main requirement of the spinning mill is raw cotton. Raw materials is
purchased and stocked by this department. Raw cotton is received in the form of
compressed bales.

The senior manager in discussion with the junior manager usually does the
procurement plan. The needed cotton is purchased from the supplier through the
approved agent. Among the purchased cotton 70% is used for production purpose and the
remaining 30%goes as waste.

22
 Usually spot purchase is done. Under this a vendor is selected and the sample
received from the vendor is tested and if it meets the requirements, purchase order is
placed. The purchase of raw cotton is made from Andhra Pradesh, Madhya Pradesh,
Maharashtra, Karnataka, and Gujarat. The stock is maintained in the organization in well-
equipped manner. The organization maintains 10,000 bales in different lots. Each lot
consists of 50 bales or 100 bales based on their requirement. Always 3 months stock is
being maintained.

Based on previous year sales purchasing are done for the current year. Average
purchases of the raw materials of the year are 15 lakhs. Quantity is 28000, 1 bale, equals
to 170 or 175 kgs ,Average purchases of the raw materials PSF of the year are 15 lakhs.
Quantity is 28000, 1 bale, equals to 405or 450kgs, ,

3.4.1 Functions of purchase department

 Purchasing of raw materials

 Allocation of raw materials
 Maintaining books and records.

3.4.2 Procedure to Purchase

 The mill instruct purchase department to cotton purchase and purchase

manager will specify the quality, quantity and price.
 Then purchase managers select vendors and ask quotation.
 After he select purchase order is given to vendors with delivery date.
 Once the materials enters the organization samples are taken from the lot
then it will sent to inspection, result should meet sample result if should
meet sample result if meet lot is accepted if not rejected then material are
stored to godown.
 Receipt is given to accounts department.

23
3.4.3 Cotton varieties

 MUC-5
 S6
 MECH-5
 BUNNY

3.4.3a Polyster bales varieties

 Bombay dying psf
 Shubulaxmi psf
 Reliance psf

3.4.4 Place of purchase

 Cotton purchase is done in local markets and also outside market.

3.5 Stores Department

It is one of the service departments. Store keeping is a service function which

deals with the physical storage of goods. The store keeper maintains the stores ledger and
heads this department. This department has the necessary spare plants which are required
for spinning. The department also maintains records about its raw materials in stock.

The duties of the junior manager is to first select the best vendor, he normal has
the list of few persons among which the selects according to who meets all his
requirements. Then a purchase order is raised to the vendor along with the delivery date
requiring him to supply within the specified date. The final details before placing the
order have to be discussed along with the senior manager.

24
 If the other departments are in need of any material the maintenance supervisors
for each department should get a purchase requisition from the department and give it to
the store keeper.

If the other departments are readily available the provides it. If the materials goes
out of stock keeper places an order using the purchase order slip.

The company follows the Just in Time (JIT) purchase the materials according to
their need.

3.5.1 Objectives

 Minimization of cost of production

 Providing efficient service
 Establishment coordination the various department of organization
 Insurance of machinery in case of unexpected accidents.

3.5.2 Procedure

 Purchase requiting is given to stores by concern department.

 The details are description and quality.
 The manager will select vendors and ask quotation from vendors.
 Quotations are received best vendors then purchase order is given to them.
 Once a material enters the organization, material are inspected and kept in
stores.
 Material will be issued to concern department with bill.

3.5.3 Stock maintenance

 Store keeper checks the material once in 15 days.

 Company follows bin card maintenance, contains material.
 Name, no of items, receiving time and stock covers.
 Once in 6 months stores are cleaned.

25
  The company follows Just In Time techniques.

3.6 Production department

Productions the basic operating function of every industrial enterprises.

Production is concerned with the supply side. Production and marketing activities and
services are without production is not possible. Thus, production decision is constitute
one of the most important functions of the top management.

Production is the functional responsible for turning inputs into finished outputs
through a series of production processes. The Production Manager is responsible for
making sure that rawmaterials are provided and made into finished goods effectively. The
manager must make sure that work is carried out smoothly, and must supervise
procedures for making work more efficient and more enjoyable.

3.6.1 Spinning process

3.6.2 Chart

GODOWN

MIXING
COTTON

BLOW ROOM

CARDING

SIMPLEX

DRAWING

SPINNING

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 AUTO CONER

YARN PACKAGE

3.6.2.1 Cotton Godown

 The cotton purchased is stock in the cotton godown.

 The cotton bales are stocked in lot wise and entered in a register.
 Immediately after arrival of cotton it is weighted bales wise and proper
entries are more.
 But in my observation in this company cotton bales are not properly
arranged according to the instruction given by management.
3.6.2.2 Mixing

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This is the first process which is carried out manually by labours. Various types of cotton
which have staple length of required standard suitable for the count of yarn to be spun are
mixed on a floor depending on the capacity and requirement of the plant and the
production for the day. In mixing 1% to 2% soft waste is added to the virgin cotton.
Mixing enables the technicians to reduce the raw material cost for particular yarn. Mixing
enables technicians to mix superior and inferior cotton in a certain proportion as required
in the market of the yarn. Therefore in a spinning mill mixing is a vital process which
enables raw material cost reduction as well as to keep cotton lint with same moisture
content. Mixing also enables the cotton lint to open up easily in the blow-room and
carding process. In general practice, a mixing oil is mixed in water and at every layer of
mixing this solution is sprayed over the layer. This is done to reduce the micro dust
pollution in the departments. Micro dust and small fibers are the main components which
cause thick and thin places in yarn. To achieve better evenness in yarn the departmental
pollution of short fibers should be reduced to minimum. After mixing the mixed cotton is
carried to blow – room.

3.6.2.3 Blow – room

It is the first department where the cotton is subjected to machines. It is called

„Blow –room‟ because the process of material takes place with the help of air currents.
The material is blown from machine to machine through the pipe lines. The blow - room
process has the following sequence of machines.

Bale-breaker - Hopper - feeder - Axi–flow - Condenser

Multi – mixer -Scutcher

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A bale – breaker consists of long horizontal conveyer which carries the cotton into the
machine. Inside the machine there is a wooden lattices joined by canvas cloth with small
metallic spikes rotating vertically inclined to certain extent in a chamber. In this chamber
the cotton that comes from the conveyer is subjected to lift and fall and opening of lints
to certain extent by the spikes and cotton lints which gets opened up is carried by the
spikes to the spiked rollers at the top of the chamber and released to the pipe line.

Blow room is the starting of the spinning operation where the fibre is opened,
cleaned, mixed, micro dust removed and evened thus passed to carding machine without
increasing fibre rupture, fibreneps , broken seed particles and without removing more
good fibers. The basic functions of blow room are opening, cleaning, dust removal,
blending and evenly feeding the material on the card.

3.6.2.3.1 Functions of Blow Room

3.6.2.3.2 Opening

 Opening is the first operation within the blow room in which the goal is always a
high degree of openness of material with gentle treatment and a fiber loss as less
as possible.

 Opening is the first operation it means, tearing apart the compressed and matted
cotton until it is very much loosened and separated into small tufts with a gentle
treatment, and a fiber loss as small as possible.

 Opening is also related to cleaning as where is opening there is also cleaning.

3.6.2.3.3 Cleaning

 Cotton contains up to 18% trash in most cases. To clean the material it is

unavoidable to remove as much fiber as much waste.

 Therefore it is necessary to measure the amount of the waste removed and its
composition. As it is of high importance also called cleaning efficiency.

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  The cleaning efficiency always has to be optimized and not maximized, since the
fiber quality (short fibers, neps) as well as fiber loss is always negatively affected
by maximum trash removal.

3.6.2.3.4 Dust removal

To extract the contamination in the cotton such as leaf, stone, iron particles, jute, poly
propylene, colored fibers, feather and other foreign material from cotton by opening and
beating.

 An often underestimated task of the blow room line is the removal of dust.
However, it is as important as the removal of impurities.

 De-dusting in the blow room happens by air suctioning only, either between the
machines, e.g. by dust cages, dust extractors, etc., or within the machine by
normal air separation.

 Every blow room machine must be capable of extracting dust, so that special de-
dusting machines should be needed.

 The efficiency depends not only on the devices but also on the size of the flocks.
The smaller the flocks, the higher is the efficiency

3.6.2.4 Carding

 Blow room machines output is input to the carding department.

 Minute dust particles remainningcotton laps are cleared in the carding machines.
 In this process, the output from carding machines are called as “sliver”.
 The slivers are collected in drums or canes.
3.6.2.4.1 Preparatory Drawing

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  The slivers which are collected in canes/drums from the carding department is
input to the drawing machines.
 In this process some slivers from carding are combined together and becomes one

uniform slivers.
 The outcome slivers in drawing machines are also collected in drums.
 These drums are stored near the simplex machine for further processing.

Draw frame machine (LMW)

3.6.2.4.2 Auto leveler system in Draw Frame

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At drawing stage, material passes not only one m/c but usually 2, arranged 1 after the
other & combined to form a group. Processing in 2 passages is necessary completely to
fulfill the requirements. The 2nd passage is often superfluous after combing m/c because
then it does not normally generate any improvement in quality. As discussed the drawing
process of slivers is done in two stages namely breaker and finisher. The drafting zone of
draw-frame machines contain three metallic rollers which are called as bottom rollers and
three top rollers with a synthetic rubber coating compressed by pneumatic pressure. The
hank of the sliver here at the finisher draw-frames is maintained between 0.140 to 0.150.

3.6.2.5 Simplex frame (speed frame)

The roving/Simplex frame is an intermediate machine between draw frame and
ring frame the main objective of this machine is to convert sliver into thinner sliver for
the convenience of subsequent processes. The sliver we obtain from draw frame is still
thicker sliver which is not good for yarn manufacture. So the sliver thickness or the yarn
count is reduced by this machine to the required level. But in this operation main
drawback is that the reduction is somewhat so high and cannot be obtained from roller
drafting mechanisms. The solution for this is to reduce the yarn count into a low level but
not to the level required to the yarn manufacture which means the production of
intermediate sliver which is called roving sliver.

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Roving machine is complicated, liable to faults, causes defects, adds to production costs
and delivers a product that is sensitive in both winding and unwinding. “Simplex is a
necessary evil”, even than this machine is forced to use by the spinner for the following
two reasons. Sliver is thick, untwisted strand that tends to be hairy and to create fly. The
draft needed to convert this is around 300 to 500. Drafting arrangements of ring-frames
are not capable of processing this strand in a single drafting operation to create a yarn that
meets all the normal demands on such yarns. The hank of roving ranges from 1.6 to 2.15
depending on the count of the yarn to be spun. For coarser counts of yarn the hank of
roving ranges from 0.90 to 1.10. For finer counts it ranges from 1, 50 to 2.15. This roving
is now carried to ring-frame department for final yarn preparation.

3.6.2.5.1 Objectives of speed frame

I. Attenuation of draw sliver to a suitable size for spinning.

II. To insert a small amount of twist to strengthen the roving.

III. To wind the twisted strand roving into a bobbin.

3.6.2.6 Simplex diagram

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3.6.2.6.1 Operation involved in speed frame:

I. Drafting

II. Twisting

III. Laying out

IV. Winding

V. Building motion

3.6.2.6.2 Spinning

 The bobbins from the simplex from the simplex department are the input to
the spinning machines.
 The simplex bobbins threads are subjected into a process in spinning
machine.
 The soft thick threads are spun and converted into a very thin size yarn.
 The thin size yarn are spun into a plastic pumps.
 These plastic pumbs with yarn are called as cops.
 Conversion of cotton in to two forms.
 Cone yarn
 Hank yarn.

3.6.2.6.3 Cone winding

 The cops from spinning department are feted into the cone winding machine.
 After process the yarn is spinning cops are winded which becomes like a “cone”.
 So it is called as “cone yarn”.
 The cones are utilized power 100ms.
 Each cone weighted OUT 1.5kgs.

3.6.2.6.4 Reeling

 The cops from spinning department are feed into reels.

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  The reels the yarn is converted into, hank yarn.
 The hank yarns are used in hand 100ms.

3.6.2.7 Packing

 The cones are converted with a polyester cover and paced into a bag.
 A cone bag consists of 40 cones which may be arrow net 60 kgs.
 The hank yarns are bundled firstly and then packed into a bale with a help of
pressing machines.
 Bundle weight 4.54kgs.

3.6.2.7.1 Yarn Godown

 The cone bags and bales from the packing department are stored in yarn godown.
 Cone bags are numbered and maintained in a register.
 Likely the bales are numbered and enter into a register and maintained.
 After getting purchases order from customers, the cone bags are lifted.

3.7 Quality Control Department

To satisfy customer needs quality control is essential. On arrival of every

bale of raw material is inspected both manually and computerized, at every stage process
quality is checked and final product is also inspected.

3.7.1 Objective

 To meet customers requirement

 Receiving customer complaints
 Introducing new product in the market

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3.7.2 Procedure

Based on quality and quantity requirement of customer blend chard is prepared

which means mixing verities of then quality planning is done. Quality plan is
implemented in the process. At every stage of process quality is checked by taking
random sample. Final inspection is done in yarn stage.

3.7.3 Inspection of machine

3.7.3.1 Uster tester

This checks yarn faults thin, naps and hairiness this machines is used. The speed
of machine is 800 meters. It also identifies short length fibers.

3.7.3.2 Ustertenso jet

This is used to final single yarn strength and to improve loom quality because of
high speed.

3.7.4 HVI Spectrum ( High Volume Instruments)

The used for raw material inspection. It helps in finding fiber properties like
length, strength and maturity.

3.7.5 Usterclassma quantum

This is also a yarn tester which classification the mistakes according to the type. It
consumes 1 laks meters for inspection. It has high speed compared to the USTER
TESTER.

3.8 Marketing Department

A market is essentially a place where goods and services are offered for sales. It
helps in finding out the market for their product. It analyzes various markets and also the
competitive marketing area.

 Develop pricing strategies, balancing firm objectives and customer satisfaction.

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3.8.1 Marketing, distribution channels

Initially the market area of the operation of company is Minimum. Because of that
they times they distribute their products through agent to the local regions of districts like

 Tirupoor
 Erode
 Rajapalayam
 Coimbatore(CBE)

After the mill function to increase their orders in all over India they distribute
their products to Andra-Pradesh, Gujarat, Maharashtra,kolkata.

3.9 Summary

This chapter briefly explains the functional areas of the organization like purchase,
production, marketing, finance, human resource department, Quality control,
Maintenance department. The following chapter deals with SWOT, Observation,
Suggestion and Conclusion.

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 Chapter-IV

SWOT ANALYSIS, OBSERVATION, SUGGESTION AND

CONCLUSION

4.1 Introduction

This chapter deals with the SWOT Analysis, observation, suggestion, and conclusion.

4.2 SWOT Analysis:

4.2.1 Strengths

 Strong Security System

SRI THIRUVETTAI AYYANAR has a greater security system because this

company is protected Production Service provider.

 Modern Machinery

The company use modern machineries like LMW and RIETER.

 Qualified and Skilled Management

The management of SRI THIRUVETTAI AYYANAR is skilled they have hired

the graduate people in their management and also experienced people.

 Highly Motivated Workforce

They are providing better pay to their employees and also bonus to them which
motivate the workforce and they are doing well at work setting.

 Benefits and rewards for the employees

Some facilities that other providing to their employees likes Transport facilities
and medical fee etc.

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  Adequate Financial resources

They have adequate financial resources to meet their requirements.

4.2.2 Weakness
 High cost of Production

The production cost is high because of in proper utilization of its resources.

 Centralized Decision Making

The decision making power is centralized, so middle level and lower levels have
no chances for decision making.

 Less promotional activities

The advertising and promotional cost of the SRI THIRUVETTAI AYYANAR is

very low it can take advantage for more turnouts.

4.2.3 Opportunity
 Organisation can expand product lines

The company has only limited product lines, but in coming periods it are be
improved.

 Increase Demand

The company achieved only limited sales turnover, but the company have chances
to increase the consumer demand in coming periods.

4.2.4 Threats
 Entry of competitors

Major threat to SRI THIRUVETTAI AYYANAR limited is of the new entry of

competitors.

 Change In Government Policies

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 Government policies are changing day to day so it is a threat for the SRI
THIRUVETTAI AYYANAR limited to survive in such a changeable situation.

 Global Economic Instability

Global Economic instability affects the organizations exports prices of the

products.

 Political instability

In Tamilnadu political instability is the effective functioning of affect the

organization functioning.

4.3 Observation

i. Problem of workers health in a production department.

ii. Cotton Bales at godown are not properly arranged as per safety instructures.
iii. Employees do not use safety equipments while handling machineries.
iv. In production department due to dust employee’s are getting in problem their
health, like dust allergy, sinus, headache etc.,
v. Transportation facilities not available for rural areas.
vi. Quality of the canteen food supplied to laborers is not good.

4.4 Suggestions

i. The medical department can be introduced the spinning mill and protect the
workers health.
ii. Management can allocate adequate fund for promotional activities.
iii. Management can offer expert sessions for an effective Inter personal relationship
and coordination between the departments.
iv. Maintain a power house and save the power for utilisation within the company.
v. The mill can increase capital in order to purchase the modern machines.
vi. To attract more numbers of customers the mill has to increase the quality of the
products.

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4.5 Conclusion

The present study leads to the following conclusion sri thiruvettai ayyanar
spinning (p) Ltd is a well reputed organization.

The training in SRI THIRUVETTAI AYYANAR SPINNING (P) LTD helped

me to understand the day to day function, environment &working condition, organization
structure of the company. This training helps the trainer to learn time management,
organization culture, etc. Hence the employee is the back bone of an organization. So
helped to workers safety, know the workers attitude within the company.

The new experience for inside the company infrastructure, workers and
supervisors coordination and learned know the spinning mill production process. It
helped me to integrate the theoretical knowledge with practical technique is the
problematic situations, which may occur in the future working environment.
The covered my project on the yarn manufacture and welfare measure by
learning about all the current practices followed in the spinning factories. While sharing
my experiences and observation in submitting this project.
Thankful to the management of the company for having permitted me to
undertake this project at Sri Thiruvettai Ayyanar spinning (P) ltd. As such have
personally benefited a lot in learning about the life and culture if yarn plantation workers
by staying in their minds while working on this project.
Being a famous company their import and export marketing transaction are good.
The company is successful because they are maintaining the cordial relationship with
their potential customers. Hence the employees are the back bone of any organization.
Who bring prosperity and growth of organization Development is possible through the
employees attitude which is realized through the training program.

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 References
Books references
Research Methodlogy by C.R.KOTHARI
Hman resource management by SHASHI K.GUPTA
Financial Management I.M PANDEY
Websites
www.stva.co.in
www.Wikepedia.com
www.indianmills.com

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