NANDAN DENIM LIMITED

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 A
PROJECT REPORT ON INDUSTRIAL VISIT OF

NADAN DENIM LIMITED

Submited to :
Som-lalit Institute of Business Administration
Affiliated to Gujarat University,
Towards partial fulfillment of
S.Y. B.B.A. SEM:- IV Programme 2016 - 2017

Guided BY :
Prof. Parin Shah

Submitted By:
Batul Bhavesh .A
Roll No:-9 DIV:- A
S.Y. B.B.A. SEM :- IV

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 CERTIFICATE

This is to certify that Mr. BHAVESH A . BATUL has prepared report on Nandan Denim limited
and submitted to Som- lalit Institute of Business Administration Affiliated to Gujarat University
For the partial fulfillment of the requirement for complete of practical studies at the S.Y B.B.A
SEM – IV programme for the years 2016-2017.

Faculty In charge Director

(Prof. Parin Shah) (K.J. Patel)

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 TABLE OF CONTENTS

NO. PARTICULAR PAGE NO.

1. COMPANY PROFIE 7

1.1 Name and address of the organization 7

1.2 History 7

1.3 Vision 7

1.4 Awards 7

2 PRODUTION DEPARTMENT 8

2.1 Types of products 9

2.2 Flow chart of production 9

2.3 Production process 10

2.4 Capacity planning 12

3 MARKETING DEPARTMENT 13

3.1 Key customers 14

3.2 SWOT Analysis 14

3.3 PEST Analysis 16

3.4 Porters five force model 17

3.5 BCG Matrix 19

4 HUMAN RESOURCE MANAGEMENT 20

4.1 Organization chart 21

4.2 Human resource 21

4.3 Industrial relation 22

4.4 Compliances 22

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4.5 Employment standards 22

4.6 CSR Activities 24

5 FINANCE DEPRTMENT 25

5.1 Key benefits of capacity expansion 26

5.2 Export to aid top line growth 26

5.3 Government benefits 26

5.4 Turnover 27

6 POLYSTER YARN PRODUCTION PROCESS 28

7 CONCLUSION 31

8 BIBLIOGRPHY 32

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 CHAPTER 1

COMPANY PROFILE

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1.1NAME AND ADDRESS OF THE ORGANIZATION:

 The name of the organization is NANDAN DENIM LTD.

ADDRESS OF THE ORGANIZATION :

Survey No. 198/1, 203/2,

Saijpur-Gopalpur,

Pirana Road,

Ahmedabad

Gujarat - 382405.

1.2 HISTORY:
 Nandan Denim Ltd fifth largest integrated manufacturer in the world. Second largest
Denim manufacturing capacity in India.
 Nandan Denim Limited is a part of a leading conglomerate, Chiripal Group, which was
established in 1972 and is currently diversified across several businesses like Textiles,
Petrochemicals, Chemicals, Packaging, Infrastructure and Education.
 The Company is promoted by Shri, Vedprakash D. Chiripal and Shri.Brijmohan Chiripal
on August 9, 1994 as a Private Limited Company for manufacturing, trading and export
of textile products.
 Though it was incorporated in the financial year 1994, the actual operations
commenced only during financial year 1999.
 Since then the Company is making, profit and growing steadily. The Name of the
Company was changed Nandan Exim LTD to Nandan denim LTd. on January 16, 2004.

1.3 VISION
Nandan Denim on Every Table
 A position that we sustain by producing high quality denim that is ahead of the
fasion curve - and is the choice of discerning customers across the spectrum of brands
all over the world.

1.4 AWARDS
 The company received an award by SRTEPC- Certificate for 120% growth in exports.

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 CHAPTER 2

PRODUCTION DEPARTMENT

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2.1 TYPES OF PRODUCTS:
1) Textile fabric
Denim fabric
2)Other products
Khakhi fabric
Shirts fabic

2.2 FLOW CHART OF PRODUCTION:

SPINNING

WARPING

DYEING

SIZING

WEAVING

FINISING

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 2.3 PRODUCTION PROCESS:

1. Spinning
Thread Spinning Machine The initial processes of denim manufacturing consist of the regular
activities of opening and blending of cotton fibers. Carding is done to remove any foreign
matter and the short fibers so that cotton takes the form of a web which is then converted into
a rope-like form, the sliver. Then drawing process produces a single, uniform sliver from a
number of carded slivers. Yarn is then spun through Open-End Spinning or Ring Spinning.
Roving is also carried on, if the spinning has to be done through Ring Spinning. Generally, denim
fabric are 3/1 warp-faced twill fabric made from a yarn dyed warp and an undyed weft yarn.
Normally dyed and Grey ring or open- end yarns are used in warp and weft respectively.
Traditionally speaking, the warp yarn is indigo dyed.

2. Warp Preparation - Dyeing and Sizing Processes

Denim Warp Preparation Warp yarns are indigo dyed and sized with the help of two methods.

(i) Threads from several back beams are combined to form a warp sheet and dyed and sized
on the same machine.

(ii) Threads, about 350-400 in number are formed into ropes. 12-14 ropes run adjacent to each
other through the continuous dyeing unit. After dyeing, the ropes are dried on drying cylinders
and then collected in a can. After that, a worker's beam is prepared. Sizing is then done in the
conventional manner.

There are various dyeing and sizing processes, which can be classified into four categories.

(a). Continuous Indigo-Rope dyeing and sizing.

(b). Continuous Indigo dyeing and sizing.

(c). Indigo-back beam dyeing and sizing.

(d). Continuous dyeing and sizing.

(a). Continuous Indigo-Rope dyeing and sizing

Dyeing & Sizing the yarn coming out from the ring frames is wound into cheeses or cones and
then placed on the ball warper on which 350-400 threads are formed into a rope and are cross

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wound to a ball in accordance with the length of warp beam. During this process, lease bands
are inserted at particular intervals as they are required for further processing on Long Chain
Beamer. Based on the size of the rope dyeing plant, 12-24 ropes, at a time, are dyed, oxidized,
dried and placed in large containers. These ropes are then opened on the Long Chain Beamer
through tension roll and expansion comb and wound on to a back beam. Back beams are then
sized and the sized warp is then woven. This system is commonly used in the US.

(b).Continuous indigo dyeing and sizing:

In this process, back beams are processed on the dyeing/ sizing machine instead of ropes. The
warp is dyed, oxidized, dried and sized at a one go. Although this process is less cumbersome,
the risk of individual thread breakage is greater than dyeing in rope form. This method is
commonly used in the European countries.

(c).Indigo-back beam dyeing and sizing

Dyeing and sizing is done in two stages in this method. In the first stage, back beams are dyed,
oxidized, dried and wound on a batch roll. The batch roll is then sized, dried and wound on a
weaver's beam.

(d). Continuous dyeing and sizing

Although glass is hard and rigid yet it can be transformed into fine, translucent and flexible
Glass Fiber, commonly known as fiberglass. It is very glossy in appearance and feels like silk.
There are two methods for glass fiber manufacturing, Continuous Filament Process and Staple
Fiber Process. Apart from being glossy and flexible, glass fiber is also heat resistant. Due to its
many qualities, this fiber is widely used for home furnishings, apparels and many other
industrial purposes. It's really very interesting to know about the whole process of Glass Fiber
Manufacturing.

3. Weaving
Denim Weaving Machine the weaving process interlaces the warp, which are the length-wise
indigo dyed yarn and the filling, which are the natural-colored cross-wise yarn. The warp thread
is in the form of sheet. The weft thread is inserted between two layers of warp sheets by means
of a suitable carrier, such as Shuttle, Projectile, Rapier, Air current, Water current, etc. The
selection of carrier depends upon the type of weaving machinery used. The two different
technologies available for weaving machines are - Conventional Shuttle Weaving System which
is done by Ordinary Looms or Automatic Looms; and the Shuttle less Weaving System which is
done by Air jet, Water jet, Rapier, or a Projectile weaving machine. The Conventional Shuttle
loom results in lesser production due to slow speed and excessive wear and tear of machinery.

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As such, now denim is generally woven through Shuttle less Weaving System namely, Airjet
looms, rapier looms or projectile looms.

4. Finishing
Denim finishing the final woven fabric, wound on a cloth roll, is taken out from weaving
machines at particular intervals and checked on inspection machines so that any possible
weaving fault can be detected. In this quality control exercise, wherever any fault is seen,
corrective measures are taken then and there only. The woven Denim Fabrics then goes
through various finishing processes, such as brushing, singeing, washing, impregnation for
dressing and drying. Brushing and singeing eliminate impurities and help to even the surface of
denim fabric. Dressing regulates the hand and rigidity of the fabric while compressive shrinking
manages its dimensional stability. The standard width denim fabrics are then sent for making
up. In this process, the fabric is cut into the desired width according to the size required. The
made- up denim fabric is then thoroughly checked for defects such as weaving defects, uneven
dyeing, bleaching and dyeing defects, oil stains, or patches. After inspection, the final product is
categorized quality-wise. The fault fewer fabrics are sent to the packaging department while
the defective ones are sent for further corrections.

2.4 CAPACITY PLANNING:

 Nandan plans to increase its production capacity to 110 million meters per annum in
2017 .At present, it has a denim production capacity of 71 million meters per annum.

 The company is increasing spinning capacity from 54 tons per day to 124 TPD and yarn
dyeing shirting capacity to 10 million meters.

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 CHAPTER 3

MARKETING DEPARTMENT

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3.1 KEY CUTOMERS:

3.2 SWOT ANALYSIS:

1. Strengths

1. Nandan is currently the second largest denim manufacturer in India and after completion of
latest round of capital Expenditure will become the largest denim manufacturer. Company’s
plant and machinery are the most modern one offer unparalleled efficiency. Thus company has
the advantage of economy of scale and cost effectiveness compared to others.
2. Increase in spinning capacity to 124TPD from 54TPD will make Nandan backward integrated
to the tune of 85% for its yarn requirement. This will not only enhance margin but will also help
company exercise control over quality of product and timeliness of delivery. This offers big
competitive advantage for customer retention.
3. Nandan Denim has one of the largest distribution network compared to many denim
manufacturers in India. This distribution network helps the company reach those corners of
country where not all competitors can reach.
4. Company’s revenue base is quite diversified. It caters to 100 clients and out of that top 10
clients contribute close to 25% of topline only. 5. Rationalisation of Central Government subsidy
for new capex will provide competitive advantage to Nandan which has already availed it.

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 2. Weaknesses

Company is fully dependent upon a single product segment namely Denim fabric. Any weakness
in denim demand or shift in consumer preference away from denim fabric could adversely
impact company’s top line and bottom line.
2. Cotton is the key raw material and its price is very volatile. However, industry being very
competitive, it is not easy to pass on the increased raw material price to end consumer which
leads to margin contraction.
3. Company’s Net debt as on March 31, 2016 has exceeded its net worth resulting into over
leveraged balance sheet which reduces financial flexibility. However, company has taken
enabling resolution to raise
1 billion via convertible Warrants in order to strength the balance
sheet

3. Opportunities

1. Per capita denim consumption in India is among the lowest (0.3 pairs per person). With
almost 50% of population under 25, growing income level and increasing acceptability of denim
as all occasion clothing is expected to lead to double digit growth in denim demand. This
demand surge offers tremendous growth opportunity for Nandan denim which is on way to
become the largest denim manufacturer in India and fourth largest globally.
2. Currently, company derives 12%-13% of sales from export. Once new capacity comes on the
stream, Nandan can cater to export demand in much better way.

4. Threats

1. Denim is a commoditized product and industry is very competitive which always puts
pressure on average Realization. However, company is putting emphasis on value added
products to improve its average realization.
2. Textile Industry is a major polluting industry and China, the largest player in Textile globally
has stopped aggressive expansion in order to preserve environment. It is a matter of time
before which India will also impose strict pollution control norms for textile industry. This will
have adverse impact on competitiveness of domestic textile industry including Nandan Denim.
However, chances are that it may lead to closure of small and marginal players in industry
vacating the space for stronger players like Nandan Denim.
3. Overcapacity in domestic market could result into pressure on average realization for the
industry, however, this is essentially a short term phenomena.

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3.3 PEST ANALYSIS:

1. Political:
 Promotional activities are regulated in all countries by legislation.
 Value of policies and regulations of the government in business operations:-
 Tax policy, employment laws, political stability, environmental regulation, trade and
tariff restrictions.

2. Economic:
 Global economic crisis has affected the purchasing power of consumers, which is an
important determinant of the size of a market.
 The stage of the economic development of a country affects also the internal
operational campaign chosen by denim manufacturers.
 Supplier’s channels may require adaptation in relation to the stage of development of
each local market.
 Competition in the denim market is very strong .Nandan denim limited is second largest
company in India and fifth largest in the world.
 Increase in cotton prices: Beyond the decline in orders due to economic crisis, the
industry has also faced rising cotton prices.

3. Social:
 SCultural differences are important: needs and fashions are different according to
cultures.
 Denim has to adapt their products to these different needs.
 Colours are a cultural dimension: this company is made only blue colour denims it’s all
the occasions, casual, normally everywhere can it fit in the environment.
 Jeans are seen as second-skin: at the beginning, it was designed for workers and then
for cow-boys.

4. Technological:
 Development of online shopping.
 Mobile applications for iPhone and Android: this strategy takes the denim market into
an all new era.
 Social-media marketing such as Facebook: Facebook enables to encourage consumers to
connect to Facebook page of the brand and become fan. This strategy increases the
sense of belonging to the brand.
 According to Ademe (French Environment and Energy Management Agency), now there
are new ways of producing jeans which enable to take care of the health and the
environment.

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3.4 PORTER’S FIVE FORCE MODEL :

1. Potential entrants
Profitable markets that yield high returns will attract new firms. This results in many new
entrants, which eventually will decrease profitability for all firms in the industry.
The following factors can have an effect on how much of a threat new entrants may pose:

 Most easily accessible industries for an entrepreneur in India.

 Capital requirement for an industry is very low creating a regional distribution network
is easy.
 Point of sales is restricted in this industry in India.
 Creating branded awareness and franchisee amongst doctors is the key for long term
survival.
 Quality regulation by the government may put some hindrance for establishing new
manufacturing operations.
 Impending new patent regime will raise the barriers to entry.

2. Threat of substitutes
The existence of products outside of the realm of the common product boundaries increases
the propensity of customers to switch to alternatives.
Potential factors:

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 Buyer propensity to substitute
 Relative price performance of substitute
 Buyer switching costs
 Perceived level of product differentiation
 Number of substitute products available in the market
 Ease of substitution
 Substandard product
 Quality depreciation
 Availability of close substitute

3. Bargaining power of customers

The bargaining power of customers is also described as the market of outputs: the ability of
customers to put the firm under pressure, which also affects the customer's sensitivity to price
changes. Firms can take measures to reduce buyer power, such as implementing a loyalty
program. The buyer power is high if the buyer has many alternatives. The buyer power is low if
they act independently e.g. If a large number of customers will act with each other and ask to
make prices low the company will have no other choice because of large number of customers
pressure.
Potential factors:

 Buyer information availability

 Force down prices
 Availability of existing substitute products
 Buyer price sensitivity
 Differential advantage (uniqueness) of industry products
 The total amount of trading

4. Bargaining power of suppliers

The bargaining power of suppliers is also described as the market of inputs. Suppliers of raw
materials, components, labor, and services (such as expertise) to the firm can be a source of
power over the firm when there are few substitutes. If you are making biscuits and there is only
one person who sells flour, you have no alternative but to buy it from them. Suppliers may
refuse to work with the firm or charge excessively high prices for unique resources.
Potential factors are

 Degree of differentiation of inputs

 Impact of inputs on cost and differentiation
 Presence of substitute inputs
 Strength of distribution channel

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 Employee solidarity (e.g. labor unions)
 Supplier competition: the ability to forward vertically integrate and cut out the buyer.

5. Industry rivalry
 For most industries the intensity of competitive rivalry is the major determinant of the
competitiveness of the industry.
 Denim faces intense competition from the companies Arvind textile limited, Aarvee
Denim, Prashant textiles private limited, Sudarshan Jeans, Etco Denim in the segments it
targets.
3.5 BCG MATRIX:

1. Stars
Products with a high participation on a market and a high market growth rate (Denim , khakhi ,
denim fabric, shirting that bring profit but needs a large investment in textile material as well as
a technological process of production).

2. Cash cows
Denim Fabric that is main sources of profit.

3. Dogs
Products with low growth rate and low rate of market participation.
(khakhi with low participation on a market that stagnates - stops producing them).

4. Problem children (question mark)

Products with a high growth rate and small market participation (khakhi (cotton) that bring
small profit, but are promising so they cannot be neglected).

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 CHAPTER 4

HUMAN RESOURCE
MANAGEMENT

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 4.1 ORGANIZATIONAL CHART:

4.2 HUMAN RESOURCES:

The Company attaches significant importance to continuous up gradation of Human Resources

for achieving the highest levels of efficiency, customer satisfaction and growth. As part of the
overall HR Strategy, training programs have been organized for employees at all levels through
both internal and external faculties during the year under review. As on 31st March, 2016, the
employee strength was approximately 2900.

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4.3 INDUSTRIAL RELATIONS:

The industrial relations during the year under review continued to be cordial. The Directors
place on record their sincere appreciation for the services rendered by employees at all levels.

4.4 COMPLIANCES:
1. Passion, People, Performance

 Denim Thinking is a core value at Nandan Denim. We are truly passionate about what
company make, their teams strive to deliver world class denim fabrics. Denim is soul of
Nandan Denim; their strength is thier people who enable us to achieve our goal to be
the global leader in the textile and denim industry. Nandan Denim depends on the
talents, enthusiasm and dedication of their employees. Company measure themselves
by these qualities, and measure their business accomplices in the same way. Consistent
with these qualities, they need their teams, foremen, subcontractors, suppliers, and
others to maintain the most extreme reasonableness, trustworthiness and obligation in
all parts of their operations and practices.

 All suppliers, vendors, contractor comply to their compliances strictly to make Nandan
family free from discrimination and other malpractices. their strive to build a system
which is based on team work in compliances to highest international standards.

4.5 EMPLOYMENT STANDARDS:

1. Discrimination

Enterprise partners should not distinguish in recruitment and paid work practices. Decisions
about hiring, salary, advantages, teaching possibilities, work assignments, advancement,
discipline and termination must be based solely on proficiency to present the job, rather than
on the basis of individual characteristics or convictions, such as race, nationwide source, gender,
belief, age, disability, marital rank, parental rank, association membership, sexual orientation or
political attitude. Additionally, enterprise partners should apply effective measures to defend
migrant workers against any form of discrimination and to provide appropriate support services
that contemplate their exceptional status.

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2. Wages & Benefits

Salaries must equal or exceed the smallest salary required by law or the current commerce
salary, whichever is higher, and legally mandated advantages should be provided. In
supplement to compensation for normal employed hours, workers must be compensated for
overtime hours at the rate lawfully needed in the country of manufacture or, in those countries
where such regulations do not live, at a rate exceeding the normal hourly compensation rate.
Wages are absolutely vital for meeting the rudimentary desires of employees and sensible
savings and expenditure. We seek enterprise partners who progressively lift employee dwelling
standards through advanced salary systems, benefits, welfare programmers and other services,
which enhance value of life.

3. Forced Labor

Enterprise partners must not use forced labor, if in the pattern of jail labor, indentured labor,
bonded labor or else. No employee may be compelled to work through force or intimidation of
any form, or as a means of political coercion or as penalty for retaining or expressing political
views.

4. Child Labor

Business partners should not employ young kids who are less than 15 years of age, or less than
the age for completing compulsory education in the country.

5. Working Hours

Workers should not be needed, except in extraordinary attenuating factors, to work more than
60 hours per week encompassing overtime or the local lawful obligation, whichever is less.
Workers should be allowed at least 24 consecutive hours rest within every seven-day time span,
and should obtain paid annual leave.

6. Freedom of Association & Collective Bargaining

Enterprise partners should identify and respect the right of employees to connect and
coordinate associations of their own selecting and to bargain collectively. Enterprise partners
should develop and completely implement mechanisms for settling developed arguments,
encompassing employee grievances, and double-check effective communication with workers
and their representatives.

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7. Disciplinary Practices

Workers should be treated with esteem and dignity. No employee may be subjected to any
personal, sexual, psychological or verbal harassment or abuse or to penalties or punishments as
a discipline.

4.6 CORPORATE SOCIAL RESPONSIBILITY (CSR) ACTIVITIES

1. Social responsibility

Corporate Social Responsibility is a form of corporate self- regulation integrated into a business
model. CSR is about capacity building for sustainable livelihoods. With the same objectives,
Chiripal Group gave birth to Chiripal Charitable Trust. The CSR activities of the Group are guided
by the vision and philosophy of the Chairman, Mr. Vedprakash D. Chiripal, who got this
inspiration from his parents. He enunciated the value of trusteeship in business and laid strong
foundation for its ethical and value-based functioning. As a responsible "Corporate Citizen", the
Group is engaged in various social welfare activities. Through its social commitment, it intends
to promote initiatives, for educational and health awareness amongst the weaker sections of
the society.

2. An effort towards saving lives

Every year, it organizes an annual blood donation camp with support from Prathma Blood
Centre, at the corporate office and all over the Group units, where thousands of units of blood
is collected, through voluntary donation and active participation of our staff members and
workers.

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 CHAPTER 5

FINANCE MANAGEMENT

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5.1 KEY BENEFITS OF CAPACITY EXPANSION:

 Faster delivery and timely execution due to limited dependency on external factors
along the value chain

 Maintaining consistency and quality standards

 Improved operating margins to result in positive operating leverage and better return
ratios

5.2 EXPORTS TO AID TOP-LINE GROWTH

 Of the total denim fabric produced in India, about 25% to 30% (200 MMPA) is exported.
Encouraging Government textile policies and favourable exchange movement have
made Indian denim fabric manufacturers highly competitive in the global market.
 In recent times, fabrics exported from China have become costlier than those from India
owing to multiple reasons. Recent Chinese cotton policies and strengthening of Yuan
have weakened the competitive edge of the Chinese denim fabric manufacturers,
besides the ever-rising cost of power and manpower
 Owing to the above factors, the denim fabric manufactured in China costs $2.6-
$2.65/metre, higher than production cost of $2.5/ metre in India, as per the Technopak
analysis. This has made India a more lucrative destination for international buyers to
purchase denim fabric. The geopolitical instability of Pakistan, another major denim
fabric exporter, has also worked in India’s favor.
 Additionally, the emergence of Bangladesh, which imports bulk of denim fabric from
India as a favoured destination for RMG manufacturing, has also boosted India’s exports.
Given these factors, India’s share in the world trade of denim fabric is expected to
improve, benefitting the domestic players.
 Favourable Indian textile policies and movement of exchange rates both Rupee viz-a-viz
USD and Yuan viz-a-viz USD has the made Indian denim industry further competitive, as
compared to China.
 Exports currently account for ~40-50% of the top-line of Indian denim manufacturers’
domestic sales.

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5.3 GOVERNMENT BENEFITS:

The Gujarat government provides a host of benefits to companies for setting up textile plants
over and above the benefits applicable under the Central Government’s Textile Upgradation
Funds Scheme.

The major benefits applicable to the Company are:

Key Subsidies:
 Interest Subsidy (in addition to Central Government subsidies)
 Power tariff subsidy
 VAT/Entry Tax reimbursement

5.4 TURNOVER:

Chiripal Group, with a total turnover in excess of ` 4000 crore in 2015-16. Established in 1972,
the Group is currently diversified across several businesses like Textiles, Petrochemicals,
Chemicals, Packaging, Infrastructure and Education. The Chiripal Group is widely recognized as
the textile house with manufacturing facilities for POY, Text rising Cotton Spinning, Denim
Weaving, Knitting and Processing, Home Furnishing. The Group’s eco-system provides a distinct
opportunity for Group companies to extend a large basket of solutions as per the customers’
requirements.

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 POLYESTER YARN PRODUCTION PROCESS

Polyester fibers, the synthetic fibers, are long chain polymers derived from coal, air, water, and
petroleum. They are formed through chemical reaction between an acid and alcohol. In this
reaction, two or more molecules combine to make a large molecule whose structure repeats
throughout its length. These molecules are very stable and strong. There are variations in the
compositions and therefore in the properties of polyester fibers.

TYPES OF POLYESTER
The polyester fibers are generally available in two varieties- PET (polyethylene terephthalate)
and PCDT (poly-1, 4-cyclohexylene-dimethylene terephthalate). PET is the most common
production. It is stronger than PCDT, while PCDT has more elasticity and resilience. PET can be
used alone or blended with other fabrics for making wrinkle free and stain resistant clothing
that can retain its shape. PCDT is more suitable for heavier applications, such as draperies and
furniture coverings. Modifications can be introduced in each of these varieties for obtaining
specific properties.

I. PET POLYESTER
For manufacturing PET Polyester, the main raw material is ethylene derived from petroleum. It
is oxidized to produce a glycol monomer dihydric alcohol which is further combined with
another monomer, terephthalic acid at a high temperature in a vacuum. Polymerization, the
chemical process that produces the finished polyester, is done with the help of catalysts. The
colorless molten polyester then flows from a slot in a vessel on to a casting wheel and takes
shape of a ribbon as it cools to hardness. The polymer thus produced is then cut into very small
chips, dried to remove all moisture and blended to make it uniform for getting it ready for
spinning into yarn.

II. PCDT POLYESTER

This variation of polyester is made by condensing terephthalic acid with 1, 4-cyclohexane-

dimethanol to form poly-1, 4-cyclohexylene-dimethylene terephthalate or the PCDT Polyester.
As for PET Polyester, PCDT is processed for melt spinning.

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1. SPINNING

Polymer chips are melted at 500-518°F (260-270°C) to form a syrup-like solution.

The molten polymer is then extruded through a spinneret and the filaments are
subsequently drawn into the desired polyester fiber. Variations are introduced to
obtain desired end results. Spinnerets having hole of different shapes such as
round, trilobal, pentalobal, hexalobal or octalobal can be used for special effects
like opacity, luster or its suppression, wicking, comfort or feel. Hollow fibers may
be produced to make it lightweight and for providing greater cushioning or
isolative properties. Crepe effect can be obtained through crimps. Certain
additives may also be combined with the spinning solutions for specific
properties. Delusterant can be added to make the fiber dull, a flame retardant
may be added or certain other antistatic substance may also be included.

2. DRAWING

After extrusion from the spinneret, the fibers are drawn or elongated, with the
help of godet wheels. Depending upon the desired properties, the polyester
fibers are usually drawn up to five times its original length. For higher tenacity,
the filaments are drawn to a greater extent. When the fibers come in contact
with the air, they solidify. Usually, the PET fibers are drawn hot as it produces
more uniform fibers. PCDT fibers are drawn at higher temperature due to their
higher melting point. During the drawing process itself, fibers may be textured
which saves time, efforts and production cost and also gives greater quality
control over the finished fibers. After the polyester yarn is drawn, it is wound on
large bobbins or flat-wound packages, ready to be woven into material.

3. TYPES OF POLYESTER YARNS

The polyester yarns have a wide range of diameters and staple lengths. The
yarns are made basically as monofilament yarns, multifilament yarns and spun
yarns.

I. Filament Yarns
PET Polyester is used to make filament yarns either in monofilament or
multifilament forms. The direction and amount of twists are decided by the
desired end use. The properties are also pre-determined. There are various types
of such yarns. There is the bright, regular tenacity polyester yarn having light,
stretch and sag resistance, used for sheer lightweight fabrics like tulle, voile and
organdy. The regular tenacity semi dull yarn used for various apparels including
lingerie. Its more dull version is used for shirts and blouses. Polyester yarns

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resistant to various chemicals, and micro organisms are produced from high
tenacity fibers for such industrial uses as conveyor belts, ropes and nets etc.

II. Textured Yarns

These yarns are made of PET multifilaments. Texturizing is either done along
with the drawing process or afterwards during throwing or texturizing process.

III. Spun Yarns

They are made of staple or cut PET or PCDT polyester fibers. The staple may be
bright, semi dull or dull and tenacity may be regular, mid or high. It may be
polished to reduce crimp and increase luster. It may either be spun alone or
blended with other staple such as cotton, wool or rayon and then spun into
yarn.

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 CONCLUSION

 The industrial visit of the Nandan Denim Ltd as a wonderful visit from our collage.
My visit how an organization is run successfully. The visit was highly educational
and helped one to give me an depth understanding of the marketing and finance
management cared out of Nandan. I came to know about the process used for
manufacturing of denim, shirting , denim fabric , khakhi and different types of
problems encountered in it. I understood the difficulties that is faced by
management of modern companies and also studies the ways they save the
difficulties and problems.

 MANAGEMENT: The judicious handling of people, recognition of performance

and encouragement for a good try has gone a long way to build a sound
foundation of people. All the basic components of management that is
production, manufacturing and organizational behavior are nicely arranged
Nandan Denim Ltd.

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 BIBLIOGRAPHY

 WWW.GOOGLE.COM
 WWW.NANDAN DENIM LTD.COM
 WWW.ECONOMICTIMES.COM
 WWW.INDIANEXPRESS.COM
 WWW.WIKIPEDIA.COM
 WWW.SLIDESHARE.COM

NEWSPAPER

 TIMES OF INDIA
 HINDUSTAN TIMES
 MARKET EXPRESS

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