NAME OF THE COMPANY : PRABHU SPINNING MILLS (P)LTD

LOCATION : NAGAMPATTI-624710,
VEDASANDUR TALUK,
DINDIGUL DIST,
TAMILNADU-INDIA.
OUR VISION;
 Always give good quality of yarn and sustain the customer.

 To be the world’s best -integrated textile solutions enterprise with leadership position Across products and markets, exceeding customer.

 We will maintain the highest possible standards and benchmarks that we will constantly refine and tune up to reflect customer and consumer
expectations.

OUR MISSION;

 Our highest priorities will always be our customers, our loyal employees and the society.

 Every endeavour that we will make will be focused on improving our products and giving our customers an unforgettable experience.

 We will make every effort to ensure that all stake holders have received the safest products through green manufacturing processes.
HISTORY;
1. HISTORY OF SPINNING;
Spinning is an ancient textile art in which plant, animal or synthetic fibres are drawn out and twisted together to form yarn. For thousands of
years, fibre was spun by hand using simple tools, the spindle and distaff. It was only with the invention of the spinning wheel in the Islamic world circa
1030, and its subsequent introduction to China, India and Europe in the High Middle Ages, that the output of individual spinners dramatically increased.
Mass production later arose in the 18th century with the beginnings of the Industrial Revolution. Hand-spinning remains a popular handicraft. The spinning
wheel was invented in the Islamic world by 1030. It later spread to China by 1090, and then spread from the Islamic world to Europe and India by the 13th
century.

SPINNING PROCESS;

The yarn issuing from the drafting rollers passes through a thread-guide, round a traveller that is free to rotate around a ring, and then onto a tube or bobbin,
which is carried on a spindle, the axis of which passes through a center of the ring. The spindle is driven (usually at an angular velocity that is either constant
or changes only slowly) and the traveller is dragged around a ring by the loop of yarn passing round it. If the drafting rollers were stationary, the angular
velocity of the traveller would be the same as that of the spindle and each revolution of the spindle would cause one turn of twist to be inserted in the loop of
yarn between the roller nip and the traveller. In spinning, however, the yarn is continually issuing from the rollers of the drafting system and, under these
circumstances, the angular velocity of the traveller is less than that of the spindle by an amount that is just sufficient to allow the yarn to be wound onto the
bobbin at the same rate as that at which it issues from the drafting rollers.
2.HISTORY OF SPINNING MILLS IN INDIA;
Indian spinning industry is one of the biggest in the world with around 50 million spindles. Installed capacity of rotors in the country is around 8 lakh.
India has the second highest spindle age after China and contributes to about 25 per cent share in world trade of cotton yarn. Cotton continues to be the predominant
fibre consumed by the textile industry. Cotton textiles contribute to over 60 per cent of Indian textile exports. India is biggest yarn exporter in world and mainly exports
to China, Korea Republic, Bangladesh, Egypt, Taiwan, Hong Kong, Turkey, Japan, Israel, European Union and Mauritius. India produces yarn of wide range of counts,
which varies from two to 120s Ne and mainly dominated by cotton yarn. Other than 100 per cent cotton yarn, cotton is spun with other fibres to produce blended yarns.
Some of the major blended yarns exported from this country are polyester/cotton, cotton/viscose and acrylic/cotton.

The spinning mills were set up primarily in the state of Tamil Nadu, Maharashtra, A.P, Haryana, Punjab- U.P, and Gujarat. In Tamil Nadu itself, the management pattern
of the spinning mills in 2000-01 to 2012-13 was much better growth than 1990s. a majority of the spinning mills, about 87 per cent to the total, are still in the private
sector while 9 per cent of the mills are in the co. operative sector and 4 percent in the public sector(central and state). Capacity wise, the private sector mills account for
over about 83 per cent of the spindle capacity, 97 per cent of rotors, and 66 per cent of Looms, while the remaining 17 per cent of the spindle capacity, 3 percent of the
rotor capacity and 34 per cent of the Loom capacity are shared by the public and the co-operative sectors together.

.
3.HISTORY OF COMPANY;
PRABHU SPINNING MILLS (P) LTD,
NAGAMPATTY,VEDASANDUR,DINDIGUL-624710
(Yarn Manufacture& Exporter)
Established in 2015 , Prabhu Spinning Mills Pvt Ltd has made a name for itself in the list of top suppliers of
Industrial Machinery & Parts in India. The supplier company is located in Dindigul, Tamil Nadu and is one of the leading sellers of
listed products.
COMPANY PPROFILE;
COMPANY NAME : PRABHU SPINNING MILLS (P) LTD
CIN : U17111TZ1993PTC004480
REGISTRATION NUM : 4480
DATE OF INCORPORATION : 29 JUNE 1993
COMPANY GATEGORY : Company limited by shares
COMPANY SUB GATEGORY : Non government company
CLASS OF COMPANY : Private
ACTIVITY : Spinning, weaving and finish textiles.
REVIEW OF LITERATURE;
Introduction to quality of work life
Quality of work life was aimed at increasing workers satisfaction with their jobs by giving them more information and a voice in decision making.
Quality of Work life (QWL) is the favourableness or unfavourableness of the job environment. Its purpose is to develop jobs and working conditions
that are excellent for both the employees and the organization. QWL is all about employee involvement, which consists of methods to motivate
employees to participate in decision making. This helps in building good relationships.

 Raduan Che Rose, LooSee Beh Jegak Uli and Khairuddin Idris, “An Analysis of Quality of Work Life (QWL) and Career- Related Variables
"American Journal of Applied Sciences 3 (12): 2151-2159, 2009 The result of this study supports the proposition that the degree of satisfaction in
QWL is related to the degree to which the individual believes his or her success criteria have been met, especially if the individual places great
importance on these criteria which include organizational climate, pay, respect, personal growth and family life balance. This supports the
materialistic work ethic that place strong emphasis on corporate power, income and personal growth as parts of their careers. It can also be concluded
from the data, that the individual’s family life correlates significantly with his/her level of QWL. This further suggests that a successful family life
carries over into one’s career and makes one more satisfied with personal achievements. The fact that is worthy of conclusion is the importance of
career achievement in QWL.
 Raduan Che Rose, LooSee Beh, Jegak Uli and Khairuddin Idris “Quality Of Work Life: Implications Of Career Dimensions ”Journal of Social
Sciences 2 (2): 61-67, 2010 QWL is a comprehensive construct that includes an individual’s job related well-being and the extent to which work
experiences are rewarding, fulfilling and devoid of stress and other negative personal consequences. Accordingly, the rising number of two-income
households is heightening the concern for employees’ quality of work life. Given that female participation at work is increasing, it is apparent that males
and females independently will need to take care of both work and home. Therefore, quality of work experience rather than work per se became the focus
of attention and workplace wellness is crucial in promoting healthier working environments.

 Chris Hector, John Gibson and Theodore E. Zorn, Jnr “New technology and the quality of working life in New Zealand” NZAE Conference,
Wellington, 1-3 July 2011 The findings of this survey largely disabuse the extremists, with no finding that overall workplace satisfaction is significantly
higher or lower as a result of new information and communications technologies (ICT). Those who hoped that new technology would give workers greatly
enhanced autonomy, and make work more challenging, fulfilling and meaningful will find little support here. Neither is there any evidence of significant
telecommuting, though flexibility in working hours does appear to have increased. Self-managing teams may have replaced line supervisors to some
extent. But teams have their own dynamics and impose very real expectations on their members, so there is no incompatibility here with the apparent sense
that pressure is higher in the more-technologized workplaces.