NJK Enterprises

CHAPTER-1 INTRODUCTION
Present Economic Scenario The fiscal year 2008-2009 which started with macro economic asymmetries and increasing exposure of vulnerability of sustainable growth model, was further adversely affected by unprecedented set of challenges during 2008-09. The key challenges were domestic security and political challenge, stabilization plan to address policy induced macro economic balance, deterioration in external terms of trade compounded by supply shocks, adverse effect of turmoil in global financial markets and deepening of the global financial crisis, in the form of collapse of external demand for exports and decline in availability of external capital to finance twin deficits. GDP Indias GDP growth for 2009-10 is estimated at 7.2 per cent, up from 6.7 per cent recorded in 2008-09. In the latest estimates for third quarter of 2009-10, countrys GDP stood at 6 percent corresponding to the growth of 6.2 percent during same period of previous year. With an assumption of a normal monsoon and sustainable good performance of the industry and services sectors, the latest RBI projection placed the real GDP growth at 8.0 per cent for the year 2010-11.According to the latest IMF projection, India will grow at 8.8 percent during the year 2010. Monetary policy Monitor Indicators With an increase of almost 17 percent, broad money supply of Indian economy amounted to be Rs 806190 crores by the end of 2009-10. However, the growth in money supply is a bit lower than the growth of 18.4 percent posted in the month of March, last year. The net bank credit to the Government grew by percent. This was significantly lower than the growth of 38.9 percent in the previous year to 2009-10.Sluggish behaviour of bank credit to commercial sector is also evident in 2009-10 was the growth posted was around 15.4 percent in comparison to an increase of 16.7 percent registered in

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2009. monetary policy by RBI, many commercial banks (both the Public and Private sector) have not raised their lending rates for corporate, because of comfortable liquidity conditions and healthy credit off take. But there are some indications from banking sector that, the interest rate may rise in a couple of months from now. With the new base rate regime coming into effect from July 1, 2010, and which will replace the present Benchmark Prime Lending Rate (BPLR) regime, lending rates for the corporates are expected to go up. Stock market Trends The latest available data on the monthly indices of stock market delivered an optimistic scenario of Indian stock market. As revealed in the following table, the BSE sensex rose marginally from 16356 points in February to 16773 points in March 2010. Similarly the NSE nifty swelled to 5017 points in March 2010 with an increase of 2.4 percent over the previous month. Fiscal Management During the year 2009-10, the total government expenditure has been robust at Rs 858305crores securing an increase of almost 14.7 percent from Rs 748324crores during the same month of last fiscal year. On the revenue receipt side, the total receipt has gone up by of Rs 21335crores in 2010 from Rs 437397crore in February 2009 to Rs 458732crores during February 2010. While the growth in expenditure was 14.7 percent while the revenue receipt witnessed a modest growth by 4.9 percent during the month. Despite the slow pace of revenue generation the fiscal deficit has been found to be reticent. Income tax was seen to rise by 11.4 percent during the month of February 2010 and corporate tax that grew by 10.9 percent. The increase in income tax collection was much observed to be much higher compared to the growth of 7.5 percent during the same month of previous year. However, the collection from the corporate tax had fallen from 18 percent recorded previously (Feb 2009) to 11 percent in February this year. Capital Inflows Revival in capital inflows started during the early half of 2009-10 and gathered momentum in second half of the year. Total foreign investment was amounted to be USD 66.5 billion as against USD 21.3 billion recorded during 2008-09. Out of this total investment the FDI and portfolio investments stood at USD 34.1 billion and USD 32.3 billion

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respectively; while these figures were only USD 35.2 billion and USD (-) 13.9 billion respectively in 2008-09. The strong recovery of Indian economy coupled with positive sentiments of global investors about the Indias growth prospects is responsible for the momentum of this sustained capital inflows during the year. Foreign Exchange Reserves In 2009-10, Indias foreign exchange reserves increased by $US 27.1 billion over the previous year to reach $US 279.1 billion. Foreign currency assets (FCAs) increased by $ US 13.3 billion during the year. The rise in the foreign exchange reserves from $US 250 billion recorded in the previous year to $ US 280bn was due to higher capital inflows in the form of portfolio investments during the year

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CHAPTER-2

Industry & Organization Analysis

The garment industry has emerged as a dynamic and booming industry. This trade has got socio-economic importance as it is essentially a labor intensive industry and has the potential to generate wide spread employment particularly of rural areas. The rapid growth of this industry in the last few years revealed the massive export potential. The entrepreneur are setting up new factories and trying to employ more and more professional to take care of senior positions of their organization. In order to teach the various technical aspects of garment making the industries should also gear up with sophisticated machineries and proper infrastructure facilities coupled with the pleasant environment to meet the required quality standards and to compete in the international market.

India is the worlds second largest producer of textiles and garments after china. It is the worlds third largest producer of cotton- after china and USA and the second largest cotton consumer after china. The textile and garment industry in India is one of the oldest manufacturing sectors in the country and is currently its largest. The textile and garment industry fulfils a pivotal role in the Indian economy. It is a major foreign exchange earner and, after agriculture, it is the largest employer with a total workforce of 35 mn. In 2009 textile and garments accounted for about 18% of industrial production. The industry covers a wide range of activities. These include the production of natural raw materials such as cotton, Jute, silk and wool, as well as synthetic filament and spun yarn. In addition an exclusive range of finished products are made. The Indian textile industry accounts for about 23% of the worlds spindle capacity, making it the second highest after china, and around 6% of global rotor capacity. The industry has presence of large-scale production units a well a small-scale

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independent units. The industry is manufacturer driven with spinning having large scale operations and the retailing as the weakest link. However, now India is becoming more and more customer hub, rather than a stand alone sourcing opportunity. Although, the Government is making all the necessary policies to promote textile exports at its best, lack of advanced processing capabilities, Economies of scale and Fragmented industry structure are some concerns to be addressed on priority.

ECONOMIC ANALYSIS
The Textile & clothing industry accounts for 7.2% of global trade and has growth by sixty times in the last four decades. The textile & clothing industry has value added segments where in design, research and product developments are important competitive factors. India will dominate world fiber & textile production for the next two years. Sourcing of commodity type products will be reduced to 4-5 supplying countries china, India, Pakistan, Bangladesh & Turkey. Consolidation & Restructuring will continue in the Textile & Clothing industry in the coming years. Ready made garments are Indias leading export products and achieved rapid growth in the late 1980s and the first half of 1990s. However, Indias share of world ready made garments exports has not risen since 1994. The immediate cause is apparently the slowdown in the import growth of Indias major markets, namely, the United States and EU. The USA, EU member states, U.A.E, Japan, Saudi Arabia, Canada, Hong Kong , Switzerland and Australia have been the major importing countries of our Indian ready- made garments. In India, Ludhiana, Tripura, Delhi, Bangalore, Mumbai and Chennai are the remarkably unique and dynamic centers of production. India is at present a niche player in the low-value market segment based on cotton fabrics and for seasonal and fashion garments. This reflects Indias comparative advantage in cotton cloth and its flexibility advantage in meeting small orders. With the targets of enhancing quality, establishing new market niches, and moving up the value chain, the strategy should be concentrated on the restructuring of the production base.

NJK Enterprises

Company profile

INDIAN DESIGNS Pvt.Ltd factory has started operations in 1993 as a Private Ltd. Co., in Nagawar Main Road, Bangalore-560 045. Indian Designs Exports Pvt. Ltd. has grown considerably and attained its position as a trusted and preferred vendor to the well known buyers around the world. In addition to servicing the apparel manufacturing needs of major international corporations, the company also partnered with many smaller clients around the world, and has grown with them over the years. Relationship building has always been an integral part of Indian Designs Exports Pvt. Ltd. founding principles and its many long standing clients around the world bear ample testimony to this fact and it is producing world class Tops and Bottoms of men and Women for various buyers in U.S.A and Europe. Further, it is established six modern fully self contained Manufacturing units in different places the details are as follows. INDIAN DESIGNS(Manufacturers & Exporters of Readymade Garments)

NJK Enterprises
INDIAN DESIGNS EXPORTS Pvt.Ltd. (Manufacturers & Exporters of Readymade Garments) N.J.K ENTERPRISES (Manufacturers & Exporters of Readymade Garments) N.J.K ENTERPRISES Unit-II(Manufacturers & Exporters of Readymade Garments)

NJK ENTERPRISES is an one of the unit of the Indian Designs Pvt.Ltd. The NJK ENTERPRISE is Located in D.No. 66/34/58, Ashok Kumar Godown, K.G.F road, Bangarpet-563 114, Karnataka state.

Vision
The NJK ENTERPRISES has a great Vision to be one of the best managed apparel companies, by maintaining the high standards in all that they do and implement new plants besides bringing moderation in the existing manufacturing units. This industry has the vision to adopt new technology to achieve improvement in the process of manufacturing standard products. Simultaneously, the company is very keen in implementing the various welfare activities for its employees so as to keep them healthy and comfortable.

Values
The organizations quality policy reads as NJK ENTERPRISES, in partnership with its business associates, will strive to achieve the highest standards of customers satisfaction through innovation and continuous improvement in its products and services.

Culture
A NJK ENTERPRISES fosters an extremely open culture where the emphasis is on people and the focus on performance with customer orientation.

Objectives of the study:

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1. The objective of undergoing this is to get the practical exposure of the functional departments of the organization such as: - Marketing, HRM, Finance, and Production department. 2. To understand various product manufactured by the organization. 3. To know the internal communication and external communication. 4. To study how the theoretical knowledge is practically applied in different departments in the organization, and to appreciate practical organizational problem to meet the ever-changing needs of swiftly progressing industry.

Clients
A large proportion of clients have remained with company over the years and enjoy preferred vendor status with many of them. They have taken note of commitment and diligence and this has reflected in their continuing support to company among the vast array of choices available to them.

Columbia Sportswear Company Esprit Fat Face GAP H&M Old Navy Quiksilver Replay We White Stuff and many others.

Infrastructure :

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Biggest asset is highly trained and diligent work force, efficient production systems and our regularly updated infrastructure which includes:

Power operated sewing machines Pocket Welting Machines Auto jig machines

Fusing machines

Smocking machines Toppers Metal Detecto

Additional In-house facilities: Sampling Section:

Fully self contained sampling section staffed by Experienced tailoring staff ensures swift, efficient and accurate samples to meet the needs of many buyers. developments of prototypes and

Design:
Experienced in-house creative designers constantly monitor global trends and incorporate new ideas into fabric and garment developments on a seasonal basis. Design directions provided by our various clients are also utilized as a benchmark to provide them with focused collection in line with their needs.

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Embroidery:
Three multi head Tajima embroidery machines are installed to embellish garments with a wide range of basic to complex embroidery, appliqus and badges

Laundry:
To complement garment production and enhance many styles with value added finishes, modern high capacity industrial washers and dryers provide a range of exciting options in diverse wash effects. The laundry unit is set up to handle approximately 20000 garments a day and handles enzyme wash, stone wash, bleach wash, chemical sand wash, distress wash, pigment wash, sand blasting, spray wash, enzyme and softener washes. Washing capabilities are constantly upgraded with the help of training by external wash technicians called in to demonstrate new and emerging wash processes

Computer Aided Pattern Making and Cutting :

To improve efficiency, eliminate fabric wastage and reduce costs, a computerized plotting, pattern making and cutting system is employed. Indian Designs Exports Pvt. Ltd. has the facility to receive digital patterns electronically and also to transmit digital patterns electronically for review and approval.

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Product Profile: Mens Wear

Shirts Bottoms

Ladies Wear

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Kids Wear

BIRD VIEW
Name Address of the registered office : NJK ENTERPRISES : D No. 66/34/58,Ashok Kumar Godown, KGF Road, Bangarpet-563 114, Kolar District,

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Karnataka. Constitution Date of Incorporation Proprietors : Private Limited Company : 1993 : Nassir Humayun Javed Harun Kaleem

CHAPTER-3 ORGANISATION CHART

Accounts Asst.
Assistant Manager Accounts & Admn.

Admn. Assistant Welfare Officer Junior Assts. Stores In charge MIS Assistants
Supervisors - Sample

Workers

Senior Technical Officer

Workers

Supervisors SF line

Workers

D I R E C T O R

G E N E R A L M A N A G E R

F A C T O R Y M A N A G E R

A.P.O. Cutting

Supervisors Cutting Batch Supervisors

Workers Workers

Production officer Sewing

A.P.O. Sewing

Training Teacher Production Officer Finishing & Dispatch Supervisors Inspection

Trainees Checkers

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Supervisor Dispatch Supervisors Quality

Workers Quality Auditors Inline Quality Checkers

Quality Officer

Industrial Engineers

Supervisors Maintenance

Mechanics

CHAPTER-4 FUNCTIONAL AREAS PRODUCTION DEPARTMENT Introduction:

The production department is one of the core parts in every process- based industry. Addition, it plays a vital role in the organization for smooth going in every Garment industry. NJK Enterprises producing mens wear, ladies wear, kids wear as per the order or quotation. Quotation or order is given by the merchandiser and also merchandiser is supplying the fabric as per the customer requirements. he is given the style format of the material given to the industrial manger. He Prepare the lay or specimen for cutting the fabric.

Classification of Production Department Fabric Inspection Department Cutting Department Sewing Department Wrinkle free Department

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Finishing Department Quality Control Department

PRODUCTION PROCESS FLOW

Fabric & trims reception & inspection

Prod. Order & Cad review

Material issue

Cutting

Sewing & inspection

Final inspection & trimming

No wash

Wrinkle free Washing Final inspection & ironing

Final inspection & Ironing

Final inspection & ironing

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Packing Quality audit Dispatch

FABRIC INSPECTION

After fabric is received, it should inspect to determine its acceptability from a quality viewpoint: otherwise, extra cost in garment manufacturing may be incurred due to either the loss of material or time. Fabric inspection is usually done on fabric inspection machines. These machines or designed so that rolls of fabric can be mounted behind the inspection table under adequate light and rerolled as they live the table. Defects in a fabric can be seen readily whit these machines. These inspection machines either power-driven or the inspector pulls the fabric over the inspection table. The defects are located, marked, and recorded on the inspection report.

Fabric Stores
Reception of fabric Take 30cm of fabric of each roll for shrinkage and wrinkle free test

Fabric inspected (100%) 6&4point system

Take fabric of 10cm for center selvedge variation

Name the different shades of lots 16 Store the fabric (shade Issue the fabric as per wisethe brand wise) & consumption

NJK Enterprises

Fabric Inspection Process

Physical Checking

60cm

Each lot from 2 rolls

Inspection

CSV Test

30cm for lab

Pass

Rejec FRA

Report to consult person

60 cm for washing Shrinkage Shade band Shade grouping Reject

Souring manager or merchandiser

Fab supplied to supplier

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Match with

Pass

STANDARDS FOR INSPECTION

All the fabric is inspected as per the 4 point inspection system. Under the 4 point system penalty point are assigned based on the standard fault size (internationally accepted). For every type of fault colored stickers are put to identify serious defects in the subsequent process. Fault description under the 4 point inspection system.

Fault size 0 inch to 3 3 to 6 6 to 9 9 and above

Point assigned One Two Three Four

Sticker color Yellow Green Blue Red

One the inspection process completed penalty points per 100 sq. yds in calculation as follows.

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Total no of points X 3600 Fabric quantity in meters X width in inches X 1.0936

STANDARDS FOR FABRIC ACCEPTANCE

This standard gives the acceptance criteria used in the inspection and it is based on penalty per 100 square yards calculated as per the 4 point inspection system. Standards Penalty points per 100 square yards 40 point/100 Sq yards 30 points/100 Sq yards Above 40 points/Sq yards Above 30 points/Sq yards Criteria accept the lots for power loom fabrics. accept the lots for mill made and imported fabrics. reject the lots for power loom fab. reject the lots for mill made and imported fabrics. STANDARD FOR PRODUCT IDENTIFICATION AND SYSTEM FOR HANDLING INSPECTED MATERIALS The standards are For identifying and tracing all the inspected and accepted {passed quantity (bales or fabric thans)} green color sticker is put. Later it is packed in Hussein bags using green colored packing strap.

STANDARD OPERATING INSTRUCTION

1. Take the fabric for inspection as per quality in charge instruction according to the sample scheme. 2. Fill up the piece goods quality control inspection report with the help of the packing slip, and fabric folder specification. 3. For any yarn dyed checks, compare the fabric with standard swatch for pattern and color change, if any difference noticed, inform the in charge immediately.

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4. Cut 6 strip to check shade variation a) b) 5. From center to selvedge Between the pieces and inform if any deviation found.

Measure folds length in 3 different places and average it. If the measurement is 100 cms accept, incase it is less than 100cms mention this as pinning storage and multiply average values with meter age mentioned in the piece (sticker) to get actual meter of the bale inspecting.

6.

Count the folds of the piece to check any difference between sticker meters and the actual meters.

7.

Measure the width of the fabric in 3 different places and calculate the average width, (tolerance from the standard). If any deviation, inform the in charge immediately.

8.

Check ends per inch (epic) and picks per inch (pipe) with the help of the pick glass before beginning of the inspection.

9.

Start checking the fabric (by laying and spreading the fabric on the m/c or table) put following stickers whenever you notice faults as per the following classifications.

FAULT DESCRIPTION Fault size 0 - 3 3 - 6 6 - 9 > 9 Quality objectives: 1) To increase the production from the existing level every year. 2) Continuous improvement a) Production Point assigned One Two Three Four Sticker color Yellow Green Blue Red

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b) Waste elimination c) house keeping 3) To train & develop multi skill in the employees. 4) To ensure seconds should be below 4% 5) To ensure minimum 97% of shipment.

CUTTING DEPARTMENT Cutting Inspection

Marker gives the marker plan acc to sizes, ley, all the components with respect to the size, on a paper, which is done by plotter. Then lays are laid on the table one above the above accurately; on this lay marker planned paper is placed. Cutter with straight knife cuts according to the marker plan, thus different components are cut

Inspection in cutting
All the cut components are inspected If there are any defects, that panel is rejected ,and that rejected panel is Again it is inspected by Quality control personnel.

are cut i.e. another replica is made.

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Then inspected components i.e. acc to sizes all the components are stored in a bag. Further, this bag is sent for sewing section.

~TRIMS~

Reception of material Lab test Return to supplier Visual inspection as per master

Store the trims brand wise

Reception of excess trims

Receiving production order

Issue trims 22 per consumption t o as respective batches

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CUTTING PROCESS
Spec sheet Receive fabric from stores Consumption approved and checked Laying Marker planning and plotting Spreading marker sheet Patterning and grading Digitizing

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Numbering Fusing 100% inspection Bundling

Issue the bundles to batches

Cutting is the very first and important process in the garment manufacturing. The cutting department receives the fabric from the fabric department after inspection. The main objective of cutting section is cutting of garment parts accurately, economically and in the sufficient volume to keep the sewing room supplied with work. As soon as fabric receives after inspection, a sample of fabric is sent to testing for shrinkage test, once it approved then widthwise segregation is done for fabric bundles and then issued to the cutting process. According to the size ratio and production rate of sewing department cutting section plans for the lays to be laid.

INSPECTION PROCEDURE
Every fabric has to be inspected 100% incase 15% with the consent of concerned merchandiser approvals. The fabric is inspected in a full width The distance from the machine should not be more than 3 feet. Any defect shall be counted in accordance with the length of the defect.

Marker Planning
Marker planning is a creative process. According to the style of the garment the pattern master prepares the pattern for one size, this is said to be Base size pattern & also he gives the fabric consumption. Then this Base pattern is graded and according to size ratio marker plan is prepared.

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Here in computerized marker planning is done. This method includes digitizing or scanning of base size patterns in to the computer and the computer does pattern grading. Before preparing the marker plan, size ratio is to be set. According to the size ratio marker plan is prepared. Here for marker planning Gerberg system is used, which consist of 3 workstations namely, 1. System management: In which the Base size patterns are scanned. 2. Pattern designing system (PDS): In which grading is done, and 3. Marker making: In which marker plans are prepared. After scanning the base size patterns, the system grades the patterns and then the system displays the patterns of different sizes, then the plotter plot the marker on to paper & also gives the fabric consumption for a particular style. Then this marker plan is issued to the cutting department where the cutting master again checks the marker plan and the patterns are placed of the fabric lays in more efficient manner, tries out to reduce the fabric consumption if possible. The cutting master takes care of marker gaps.

Spreading
The main objective of spreading is to spread the fabric lay accurately as per the length of the maker with minimum waste at end of a lay. In cutting department fabric lays are laid manually as per the marker length, at the end of the lay the workers cut the fabric with round knife cutters. During spreading they take care of shades in the lays of fabric, they do check the width and length of the fabric and give report. They maintain a report of how many layers are been laid and the laying being done by whom. In certain cases 2 end bits are joined together to make the required length. This is possible if shades of both the end bits are matched.

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CUTTING
Cutting is very important and necessary process without which the garment cant be stitched. Cutting should be done according to the marker plan & is carried out by cutting master and cutting in charge. Here cutting is carried out by straight knife, band knife, die cutter and drilling machines Straight knife: - This is used to cut panels and some of the larger parts of garments. Band knife: - This is used to cut small parts and to mark the notches at the required places. Drilling machine: - This is used to make the drill hole on back panels. Die cutter: - This is used to cut fusing parts and other parts which requires accurate line cutting.

CUTTING DEPT PROBLEMS, CAUSES & THEIR REMEDIES

1. FUSING GUMMARK: Awkwardly appearing white patches on the surface of the fused parts. CAUSES: 1. Airgap between fused parts. 2. Non-uniform pressure & temperature not being optimized. 3. Misplacing of lining cloth. (Wrong side being fused). REMIDIES: Ensuring that there is no air gap between the two fusible parts before fusing & optimizing the speed & temperature & correct alignment of the two parts before charring to fusing bed. 2. PRESISION OF CUT: All the frayed edges & others are the result of lack of precision of cut. CAUSES: 1.Improper maintenance of m/c parts. 2. No inspection on the damaged parts. 3. No replacement of worn out m/c parts.

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4. Most importantly lack of Quality awareness among the Cutting operators. REMIDIES: Thorough & periodic inspections of m/c parts & replacing the worn out parts. Replacement of the cutting blades is done after certain period of work operations. 3. WEAVING FAULTS: All the fabric faults like flaws, drills, and knots are the causes of improper operations & fabric inspection faults. REMIDIES: Fabric suppliers may identify all the above-mentioned faults & additional faults may be detected during examination of fabric prior to spreading. And detected parts have to be halted then & theyre it instead of taking them to spreading.

4. WRINKLES ON FUSED PARTS: This can be often observed on the fused parts after fusing. CAUSES: The cause of this defect is due to Air gap between the two parts that are taken to fusing. REMIDIES: By proper Alignment of the two parts that are to be fused, the Air gap can be prevented & ultimately preventing the room for wrinkle formation. 5. FUSION OF PLIES: Cut edges of thermoplastic fabric are often susceptible to be fused together during cutting, CAUSES: The main cause is if the cutting knife becomes hot as a result of friction with the fabric fusion is created between plies. REMIDIES: An anti-fusion or an interleaving paper may be used between plies to avoid this problem. 6. LACK OF LAY SUPPORT: The cutting system must provide the means not only to support the fabric but also to allow the blade to penetrate in to the bottom most ply & serve all the fibers. CAUSES: 1.No accuracy in lying of plies. 2. Folded parts are left as it is & the top lays are laid over it. 3. Cardboard used at bottom for support of lay should be of Uniform thickness.

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REMIDIES: Negligence by the workers is only due to the fact that there is no Quality awareness in them. Such awareness is created through demonstrations on various skills involved the operation so as to manufacture the International Standard products.

SEWING DEPARTMENT In-Process Sewing

Sewing department receives fabric bundles of different pieces or parts of garment & these bundles are issued to the batch to perform a sewing operation. Each line batch consists of 3540 machines for parts and panel preparation and assembly batch consists of 70-95 machines, this will vary deepening upon the style of the garment.

Batch Setting:
Once the sample gets approved from the buyer, batch setting is done for a particular style of the garment. Batch setting is very critical process if any thing goes wrong in settings then it directly affects the production and as well as the quality of the garment. Batch setting is done by the floor in-charge with IED Managers guidelines. Batch setting depends on the style of the garment. And the number of machines set in the batch for each operation depends on the production required per hour & per day.

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Once the batch is set, the actual garment manufacture will begin & the target is set for each and every operation, which in turn gives the estimated production. Hourly production target and daily production target is fixed by the IED Manager by his experience knowledge. The Target setting depends on: Shipment Date Style Number of workers & no. of machines Workers Efficiency

After the sewing is completed the garment moves to the trimming section, then to checking department, then to final checking and dispatch to finishing department.

In production, for each line theyre being one Supervisor who controls the total line and his main aim is to get the required production with in time. There will be 2 feeding helpers whose responsibilities are to feed the materials in to the batch from the cutting department and to maintain the hourly production & daily production reports. There will be one Q.C. person who checks out for the mistakes/defects. After the sewing is completed the garment moves to the trimming section, then to checking department, then to final checking and dispatch to finishing department.

QUALITY CONTROL
Quality is an essential requirement of any product. Quality is a relative term and is generally explained with reference to the end use of the product. Granting the quality is a major concern for any garment industry. Qualities refers as to get the product to the customer as per the specifications given by the customer and also to obtain good stitching and good material with out any defect.

In-Process Quality Control

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One of the keys to producing good quality merchandise is a process of quality control program it is possible to control out going quality with only a good final audit. With out an effective in-process quality control program, cost of excessive seconds and repairs will be high. It is far more effective to correct the problem at the operator level, than after the garment is completely assembled, pressed, packed and prepared for shipping.

PURPOSE OF INPROCESS QUALITY AUDITING

The primary process of in process auditing is to identify problems early in the production process. A problem caused by the operator, the machine, cutting or other factors in process auditing helps to find specific problems in production and concentrate on correcting them. Unless in process quality auditing is been adopted the cost of excessive seconds and repairs will be high. It is fare more effective to correct the problem at the operator level, than after the garment is completely assembled, pressed and prepared for shipping. Good in process control assures that the final audit allows timely delivery

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FLOW CHART OF SEWING SECTION

LOADING OF CUTTING PARTS

SETTING OF WORKSTATIONS

INLINE CHECKING CHECKING TRIMMING

END OF LINE CHECKING

BATCH AUDITING 31

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SENDING PIECES TO WASHING/FINISHING

SEWING (Casuals)
Loading of parts

Parts preparation In line checking Right panel ready Left panel ready

In line checking Assembly End line checking Pre-finishing

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Wrinkle free process

Finishing

Dispatch

SEWING (Formals)

Loading of parts

Parts preparation In line checking

Right panel ready

Left panel ready

In line checking Assembly End line checking

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Finishing

Dispatch

INSPECTION DONE AT END OF DEPARTMENT

Fabric store

Cutting Dept.

Sewing Dept.

Pre-Finishing Dept.

Finishing, final audit, & Packing.

Wrinkle free dept.

Flow chart above shows checkers at end of the department, which must be shifted to starting of the department. This will have the following advantages: There is no need of extra checkers. Defective and faulty material will be discarded immediately. And will be prevented from flowing through next process and will save time and cost of the company.

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The actual source of defects will be known and necessary actions can be taken. The company can easily achieve 100% shipment every time. Quality is improved. And finally moving towards zero defects-zero seconds.

WRINKLE FREE DEPARTMENT

Spraying

Bottom wash

Drying

Blowing

Ironing

Curing

Lab test for Tensile strength, Tear strength, Crease appearance and Smoothness rating.

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Finishing

Dispatch

2. Necessary before going to the process:

Before going to the processing, it is necessary to judge what wrinkle free performance does the market requires as it is impractical to assume perfect performance. 1. 2. A reasonable performance goal, say 3 to 3.5 minimum on smoothness and crease would be a good starting point. The fabric strength of the garments, for 8 oz mens pant, a minimum accepted is 22kg and anything less allows a weak product prone to bust at the seams. While determine the ultimate goal, the following relationship has to be always kept in mind: 3. Wrinkle free performance % resin owl fabric performance. The main goals of wrinkle free finishing are to meet the following requirements. Crease retention: A subjective measure used to evaluate the after wash recovery of creases pressed in after curing. Uses a scale from 1 to 5, 5 being the best rating. Smoothness: A subjective measure used to evaluate the after wash fabric smoothness compared to after press smoothness. For best scaling a scale from 1 to 5.5 will be used. tensile

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Tensile: An objective test used for measuring the warp and fill breaking strengths. The before and after tensile are efficiency indicators of the entire finishing process. The garment industry considers a minimum 22kg, for trousers, as consumer acceptable. Tear: An objective test used for measuring the tearing, or shear resistance of a finished fabric. The before and after tear strengths are the indicators for the efficiency of the entire finishing process. The garment industries consider a minimum of 1.5kg in case of trousers acceptable for the consumers.

Garment pH: It is used to measure the amount of alkali or acid residuals remaining on the fabric after finishing. The pH ranges from 5.5 to 7 are normal for wrinkle free products. As many people develop rashes when exposed pH ranges below 6.0, it is imperative to maintain finished garments above this limit if possible. Level of formaldehyde: A distinction should be made between low formaldehyde and no formaldehyde. In some instances, no formaldehyde can be construed to mean extremely low formaldehyde release by the finished garment; many resins develop formaldehyde while in the finish bath. While considering the formaldehyde levels, it has to be ascertained the source whether it is bath or the finished garment.

3.METHODS OF APPLICATION OF RESIN:

There are various methods for applying resin on the garments those are: 1. 2. dipping and extraction metered addition

Dipping and extraction: The garment procedure should make the decision whether or not to pre rinse the garment. Under known incoming fabric conditions, pre-rinsing is not required. If there is any question about the fabric to be finished, pre-rinsing of the garment with known alkaline detergent must be done. If the bath pH stability is a problem, pre-rinsing with 0.25% to 0.5% owg citric acid can cure the source of alkaline contamination.

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Garments can be dipped inside out or right side out. Under most of the conditions, the garments dipped inside out will show better physicals and overall wrinkle free performance. The garments are saturated in the treating solution and time of 25 to 30 minutes is recommended for keeping the garments dipped in the solution. The garments are taken out and the resin solution is extracted from the garments till the absorption 655 to 70%. This is known as wet pick-up of the garments. The 65% to 75% figure can taken out as (wet Wt-Dry Wt)/ (Dry Wt).

Drying of the garments: The drying of the garment is very important factors for the manufacturing of the right product. The garment is tumbled dried, leaving 10 to 15% of the moisture in the garment. It is cooled further for a minimum period of 10 minutes. Lengthening of the cool-down cycle is a way to salvages a lot of problem related to garment moisture inconsistencies. PRESSING Pressing can be defined as compression of two surfaces with fabric within. When the two surfaces are flat, it is called flat pressing. While buck pressing, 3D shaped heads are in use. Flat pressing is generally used in laundries and by some garment manufacturers where shaping is not critical, for example, linen and some under pressing. Bucks are shaped (combination of concave and convex) pressing surfaces with the matched bottom and top pair that shapes the garments along with the pressing operation. Upper bucks are called heads while lower bucks are called bucks. THE CURING OVEN The next phase after pressing is curing the garment in oven. This part of the process gives the fabric its final memory-crease retention and fabric smoothness. There are two types

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of curing oven: Batch and conveyor. The batch oven comes in different sizes and is suitable for lower production requirements, typically ranging from 120 to 500 pants per hour, and up to 675 shirts per hour. Garments are on hangers and are loaded on to a rolling rack and placed into oven for the 15 minute curing cycle, then removed and another rack put into the oven. Conveyor ovens with capacities of 500 to 1500 garments per hour are available. In this case, the garments are loaded onto a moving conveyer which travels from the pressing area and through the oven. In order to minimize floor space, the new conveyor raised ovens have a four pass system where the conveyor moves the garment back and forth in the oven, eventually exiting from the same side as they entered. Both types of oven will provide the same quality of curing, even though they are different in design. Important features include: 1. 2. 3. Even distribution of hot air from top to bottom, ensuring that the complete garment receives the correct curing temperature. In the conveyor oven, the air in the delivery plenum is pressurized to achieve efficient and even air flow. The control panel provides an electronic programmable temperature controller and adjustable range timer or conveyor speed as well as controls for the heating assemblies. Accurate control of time, temperature and air flow are essential to good curing in the oven. There are sophisticated electronics devices known as moles which are used to check the actual curing conditions on the garment. The mole has several thermal sensors attached to various parts of the garments cuff, knee, crotch and waist band, inside and outside. It is passed through on the conveyor on a garment and after the curing cycle, the mole will give an accurate print out of the temperature at each location at every point in the oven during the cycle. Adjustments to all the conditions in the oven can be made accordingly. A control system can also be fitted to the oven, which monitors conditions on a continuous basis. In the event of a garment return or reject, the conditions at the time that bundle or individual garment was cured in the oven can be pin pointed. As a general guide, curing process actually takes place in a window of about 5 min, allowing the 5 min just prior to it for build up of temperature, and the 5 min immediately there after for cooling down inside the oven. Normally, garments are placed in a holding station after curing to all them to cool down to

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ambient temperature. There should be minimal handling garments during the process avoid unwanted surface creases.

CONCLUSION It is strongly advised on any new product to establish performance measures based upon real world expectations and real world tests by people wearing ones products. In many cases, the tests and test measures used in the past will do just fine. However, due to new fabric construction technology changes or other unforeseen circumstances new problems arise. Understanding the scope and limitation of WR finishing through every stages of processing, from initial fabric purchase to final, consumer wear ensures a highly successful program from step one.

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2.4 Finishing Department :

FINISHING Finishing is final department in garments industry here the quality of the garment is thoroughly checked as per the buyer standards. Some of inspected defects are altered in this department then after packing is done as pre buyer requirement and dispatched to wear house Finally the inseam and out seam measurement is checked Inspection of garment is carried out. If there is any defect in a garment, then it is sent for alteration if not it is sent to dusting. The defects which are rectified after alteration sent for inspection if it is not rectified sent to seconds department. Seconds department tries to save the garment from rejection so that the seconds percentage reduced. If the garment is saved by alteration then it is sent for inspection Dust adhere on the surface of the garment are removed by dusting. Then the garment is folded as per the buyer requirements Stickering and tagging is carried out according to the buyer specifications After Stickering and tagging, final audit is carried out and the garment is checked out thoroughly at each point After final audit the garment is packed in a poly bag and sent to wear house

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Process chart
Measure of inseam

Rectified Alteratio n

Inspectio n

Dusting Seconds Folding

Stickering and tagging

Final audit

Packing

Dispatch

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QUALITY CONTROL DEPARTMENT :

Quality is an essential requirement of any product. Quality is a relative term and is generally explained with reference to the end use of the product. Granting the quality is a major concern for any garment industry. Qualities refers as to get the product to the customer as per the specifications given by the customer and also to obtain good stitching and good material with out any defect.

In-Process Quality Control

One of the keys to producing good quality merchandise is a process of quality control program it is possible to control out going quality with only a good final audit. With out an effective in-process quality control program, cost of excessive seconds and repairs will be high. It is far more effective to correct the problem at the operator level, than after the garment is completely assembled, pressed, packed and prepared for shipping.

PURPOSE OF INPROCESS QUALITY AUDITING

The primary process of in process auditing is to identify problems early in the production process. A problem caused by the operator, the machine, cutting or other factors in process auditing helps to find specific problems in production and concentrate on correcting them. Unless in process quality auditing is been adopted the cost of excessive seconds and repairs will be high. It is fare more effective to correct the problem at the operator level, than after the garment is completely assembled, pressed and prepared for shipping. Good in process control assures that the final audit allows timely delivery.

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Quality control dept

Quality control dept

Pre-production n audit Stores

Cutting audit

Sewing audit

Finishing audit

Spreading

In line

Pre-finishing

Sampling

Cutting

End line

Wrinkle free

Re-cut

Finishing

Marker sheet

Recording hourly & daily reports, and informing relative concern

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PROCESS FLOW CHART

FABRIC & TRIMS RECEIPT

FABRIC & TRIMS INSPECTION

PRODN. ORDER & CAD RECEIPT /REVIEW

MATERIAL ISSUES

CUTTING

SEWING

TRIMMING & CHECKING

FINAL INSPN.

No wash

Wrinkle Free

Wash

Final Inspn. Ironing Packing

Final Inspn. Ironing

Quality Audit

Dispatch

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MARKETING DEPARTMENT INTRODUCTION:

The term market has its origin in Latin known Marcatus implying Merchandise or a place where business is conducted. In general it refers to a place where buyers and sellers meet personally to finalize the deal after personal inspection. It is also called to be as an Atmosphere or a Region or supra system in which the forces of demand and supply operate directly and indirectly to bring about transfer in the title of goods and services. But for a marketing student it is used in a economic sense. In this sense it is does not refer to any particular piece where goods are bought and sold but whole of any region in which buyers and sellers are interacted with each other. It is a set of those activities necessary and incidental to bring about exchange relationship. According to the American Marketing Association defined Marketing is the performance of business activities that directs the flow of goods and services from the producers to the consumers. WHAT IS MARKET? 1. PLACE CONCEPT: As arrowed by was sugar is control commodity of sugar government direct all the general and sales will open tender advertisement and center thing are not need in this sugar mill. 2. AREA CONCEPT: Davangere Sugar Company was started very good place over all the factory of production factory is having come by top 32000acres of cane land through out Bhadra cannel. 3. DEMAND CONCEPT: Today a market is extended with the total demand; have market means of people having unmeet wants purchasing power to make their demand effective and the mill to send their income to fulfill those wants. This is considering a good approach to define a target market regiment.

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Factors affecting the exchange process are: 1. Demand and Supply. 2. Price. 3. Market information with sellers and buyers. 4. Legal control and regulation to ensure fair price. a) MARKETING: .Marketing is a comprehensive term and it includes all resources and a set of activity necessary to direct and facilitate the flow of goods and services from product of distribution. Businessman regards marketing as a management function to plan, promote and deliver products to the clients or customers. Human efforts, finance and management constitute the primary resources. CONCEPTS OF MARKETING: Marketing of sugar sales of Davangere Sugar Company arrive is the have of standard in India. 1. SALES ORIENTED: The failure of production orientation has reshaped the concept. It states that a mere good product is not enough but also needs aggressive salesmanship, advertising, sales promotion are top importance. The assumptions are: a) Produce the best product b) Finding the buyer for the product c) Conveying the buyers etc. 2. CONSUMER ORIENTED: In this stage only such products are brought forward to the market are capable of satisfying the tasty preference and expectation of consumers. 3. SOCIAL ORIENTED: The concept was during 1970s that is understood consumer needs and matching the product accordingly. The concept carrier for consumer welfare like pollution environment

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and quality of human life. The marketer will not offer a product to consumers it is not in the best interest of consumers. The marketer will offer long run consumer and public welfare. Modern marketing begins with the customers, not production cost sales, technological lend marks and it end with the customer satisfaction and social well being. Under the market driven economy buyer or customer is the Boss. TYPES OF MARKET: 1. Marketing is price of marketing. 2. On the basis of selling area, are have local, national and international marketing. 3. On the basis of nature of goods sold, they have consumer goods market and industrial goods market. 4. On the basis of nature and magnitude of selling, they have whole sale and retail market. BENEFITS OF MARKETING: 1) Marketing facilities the flow of goods. 2) It makes goods and services more useful to the consumers by creating place, time & possession utilities. 3) Marketing helps the consumers to get what they want. 4) Efficient marketing reduces the cost of distribution. 5) It provides employment to a million of people. 6) It helps the business to earn more profit. MARKETING MIX: It is the pack of four sets of variables namely product, price, promotion and place. It is the blend or compound of all the marketing efforts revolving around the four elements of product, price, promotion and place.

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Marketing Mix Product Product variety Quality Design Features Brand name Packaging Sizes Service Warranties Returns Price least price Allowances Payment period credit terms sales promotion Advertising sales forces public relations Direct marketing

1. The Product mix: The fabric product is the force of marketing and the marketing efforts. It is the some total of physical and psychological satisfaction provides to the buyers. A product is the some total of parts like materials used in its construction and ability to perform. Its packaging, its brands and the intangible associated with it all that speaks about its personality or image. The product mix is made up of variable like: 1) The product line and the product range. 2) Product design. 3) Product package 4) Product quality 5) Product labeling 6) Product branding 7) After sale services and guarantee.

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2. The Price mix: The price is the value of product expressed in terms of money. It is a harmful instrument in which both the buyers and sellers keenly interested. It is the price of the product that ensures the decent returns on investments, guarantees stable economic structure, create maintenance and extends market and market share. It is made up of variables like: i) ii) iii) iv) v) Pricing policies and strategies. Terms of credit. Terms of delivery. Margin Resale price maintenance.

3. The place mix: The place mix stands for the matching arrangement of the smooth flow of goods and services from the producer to the consumer. It is concerned with the creation of place, time and possession utilities. It signifies physical distribution and the channel of distribution. The basic place mix variables are: i) ii) iii) iv) Transportation Warehousing Inventory levels Channels of distribution

4. The promotions mix: Promotion mix is the communication mix which deals with the personal and impersonal persuasive about the producer or service after manufacturer. The promotion mix variables are: i) ii) iii) iv) v) Personal selling Advertising Sales promotion Trade fairs and exhibitions Public Relations

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General Manager

Deputy General Manager ASSISTANT General Manager Senior Manager

Assistant Manager

STRENGTH: o The company is having a very good number of loyal customers in the Indian Markets. o The Sales is more than the production. WEAKNESS: o Reduction in the market share is one of the weakness which the company is facing in the current situation.

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Human Resource Management

It is a management function that helps managers recruit, select, train, and develops members for an organization and compensating the employees service in tune with the job and organizational requirements. TRAINING Training means to give information or skill through instructions or practical. It is a method for increasing the knowledge and skill of the people for a specific job. Training is the art of increasing the knowledge and skills of employees for doing a particular job. The training methods are: On the job training Off the job training Apprenticeship training

Performance appraisal
It is an assessment of an individuals performance in a systematic way. It includes analysis, review or evaluation of behavior of an employee. It may be open /confidential, Oral/documented, and formal/informal.

Bases for appraisal

Skills Line checker opinion

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Communication
It is an important aspect in efficient running of the organization. It is the process of exchanging information and understanding among people. It can be one way or two ways, top down or bottom up approach.

Leadership
It is an interaction between persons, in which one person presents information in a manner that the other becomes convinced that his outcomes will be improved, if he behaves I the manner suggested/desired.

Motivation
It is a process, which begins from inner state of need deficiency and ending with need fulfillment.

Compensation
The compensation package consisting of pay and benefits is a major expense for the organization. A compensation level determines employees lifestyle, status, self worth and feelings towards the job. In this company, more women employees are working thats why there is no discrimination between men and women employees. Bas

Compensation & Benefits:

Incentives on commission basis for field engineers. Salary is paying according to the cost of living of the place of work. Service calls made by employee which has helped the customer economically as well as productivity of the Organization should be rewarded monetarily in the form of a small percentage of the cost saved. Performance based incentives for potential employees.

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Employee should be involved in the planning of welfare facilities and benefits. Reward the promising employees with roles on interesting projects. Employee should be promoted by giving more responsibilities and better compensation.

Participative Management:
An individual interaction facility can be introduced to ascertain the needs and grievances of the employee on regular basis Introduce a scheme where in employee suggestions are entertained and best suggestion is rewarded. Motivate employees by having frequent outings and picnics, which brings better emotional bondage between employees. Introduce a scheme where in best employee of the month is recognized based on the performance indicators and rewarded on the same. Accomplishments should be recognized and must be made aware to all employees.

Individual development:
Chart out career plan for each employee with proper guidance. Need assessment should be strengthened and take proper actions on the same. Provide scope for spirituality at work in order to reduce work stress. Scope for flexible timings.

The Company has an enviable track record of managing its intellectual capital successfully. Fostering people development and harnessing their creative potential to the maximum, identifying and grooming management talent and leadership development at all levels remain a priority. Introducing global HR practices, systems and best practices in the areas of talent development, compensation management, recruitment etc., is enabling and preparing us to

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address future challenges effectively. Implementation of People soft systems. Variable Pay plan and Job Banding are the major initiatives taken in this direction. In the recently concluded Organizational Health Study, an overwhelming majority of your Company's employees felt happy at work and found it a professionally rewarding and personally satisfying experience. They said that they would advocate your Company to potential recruits and looked forward to continue with your Company long term. The Group's Corporate Human Resources have played and continue to play a critical role. RETIREMENT AND OTHER EMPLOYEE BENEFITS (i) Defined Contribution Plan The Company makes defined contribution to Provident Fund and Superannuation Schemes, which are recognised in the Profit and Loss Account on accrual basis. (ii) Defined Benefit Plan The Companys liabilities under Payment of Gratuity Act (funded), long term

compensated absences and pension are determined on the basis of actuarial valuation made at the end of each financial year using the projected unit credit method except for short term compensated absences, which are provided for based on estimates. Actuarial gain and losses are recognised immediately in the statement of the Profit and Loss Account as income or expense. Obligation is measured at the present value of estimated future cash flows using a discounted rate that is determined by reference to market yields at the Balance Sheet date on Government bonds where the currency and terms of the Government bonds are consistent with the currency and estimated terms of the defined benefit obligation. (iii) EMPLOYEE STOCK OPTIONS The stock options granted are accounted for as per the accounting treatment prescribed by Employee Stock Option Scheme and Employee Stock Purchase Guidelines, 1999, issued by Securities and Exchange Board of India, whereby the intrinsic value of the option is recognized as deferred employee compensation. The deferred employee compensation is charged to the Profit and Loss Account on straight line basis over the vesting

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period of the option. The employee stock option outstanding account, net of any unamortized deferred employee compensation, is shown separately as part of Reserves.

STRENGTH: NJK is one of the leading Co providing largest Employment Opportunities. Providing good compensation as well as Retirement Benefits. Stock Option scheme is one of the added advantage for the Employees.

WEAKNESS: They are using old Performance Appraisal methods There is no accurate Recruitment & Selection policies.

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Finance Department
BASIS OF PREPARATION The financial statements have been prepared under the historical cost convention on an accrual basis in compliance with all material aspect of the applicable Accounting Standards in India and the relevant provisions of the Companies Act, 1956. The accounting policies have been consistently applied by the Company, and are consistent with those used in the previous year. FIXED ASSETS Fixed Assets are stated at cost, less accumulated depreciation and impairment loss, if any. Cost comprises the purchase price and any attributable cost of bringing the asset to its working condition for its intended use. DEPRECIATION/AMORTISATION a) Depreciation on Fixed Assets is provided on Straight Line Method at the rates and in the manner specified in the Schedule XIV of the Companies Act, 1956, except in the case of the following, where depreciation is equally charged over the estimated useful lives. In NJK Enterprises having worth of more than Rs50Lacs and more than 85 machineries are used to produce the product, like sewing machines, cutting machines and finishing machines. To maintaining these assets company have to maintain depreciation fund. Estimated useful life

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Capital Expenditure on Assets not owned - 5 years Office Computers - 4 years Vehicles - 5 years Assets at Showrooms - 5 years Furniture, Fixtures and Equipments - 6 years Leasehold Land/Improvements - Over the primary period of the lease Catalyst - On the estimated life as technically Assessed (ranging from 1.5 to 3 years) b) INTANGIBLE ASSETS ARE AMORTISED EQUALLY OVER: Trademarks/Brands 10 years Specialized Software - 3 years, Goodwill - Not being amortized. c) Depreciation on the Fixed Assets added/disposed off/discarded during the year is provided on pro-rata basis with reference to the month of addition/disposal/discarding. Continuous process plants are classified based on technical assessment, and depreciation is provided accordingly. IMPAIRMENT OF ASSETS The carrying amounts of assets are reviewed at each Balance Sheet date if there is any indication of impairment based on internal/external factors. An asset is treated as impaired when the carrying cost of the assets exceed its recoverable value. An impairment loss, if any, is charged to the Profit and Loss Account in the year, in which an asset is identified as impaired. Reversal of impairment losses recognised in prior years is recorded when there is an indication that the impairment losses recognised for the assets no longer exist or have decreased.

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BORROWING COST Borrowing Costs, attributable to acquisition and construction of qualifying assets, are capitalized as a part of the cost of such asset upto the date when such assets are ready for its intended use. Other borrowing costs are charged to the Profit and Loss Account.

TRANSLATION OF FOREIGN CURRENCY ITEM Transactions in foreign currency are recorded at the rate of exchange prevailing on the date of transaction. Foreign currency monetary items are reported using closing rate of exchange at the end of the year. The resulting exchange gain/loss is reflected in the Profit and Loss Account. Other non-monetary items, like fixed assets, investments in equity shares, are carried in terms of historical cost using the exchange rate at the date of transaction. Premium/Discount, in respect of forward foreign exchange contract, is recognised over the life of the contracts. Profit/Loss on cancellation/renewal of forward exchange contract is recognised as income/ expense for the year. DERIVATIVE INSTRUMENTS The Company uses derivative financial instruments, such as forward exchange contracts, currency swaps and interest rate swaps, to hedge its risks associated with foreign currency fluctuations and interest rate. Currency and interest rate swaps are accounted in accordance with their contract. INVESTMENTS Current Investments are stated at lower of cost and fair value. Long term investments are stated at cost after deducting provisions made, if any, for other than temporary diminution in the value.

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INVENTORIES Raw materials, components, stores and spares are valued at lower of cost and net realisable value. However, these items are considered to be realisable at cost if the finished products, in which they will be used, are expected to be sold at or above cost. Work-in-progress and finished goods are valued at lower of cost and net realisable value. Finished goods and work-in-progress include costs of conversion and other costs incurred in bringing the inventories to their present location and condition. Cost of inventories is computed on a weighted-average/FIFO basis. Proceeds in respect of sale of raw materials/stores are credited to the respective heads. Obsolete, defective and unserviceable inventory is duly provided for. GOVERNMENT GRANTS Government Grants are recognised when there is reasonable assurance that the same will be received. Revenue grants are recognised in the Profit and Loss Account. Capital grants relating to specific fixed assets are reduced from the gross value of the respective fixed assets.

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CHAPTER-6 Swot Analysis

Strengths
1. World class sewing felicitated par with international standards 2. Excellent sourcing capability in both domestic and global 3. Capacity to manufacture in large valume. 4. Economic volume production up to date technique and methods adopted 5. Assured quality 6. In time delivery 7. All types of facilities and amenities provided to the employees

Weaknesses
1. Inadequate focus on exports 2. No vast dealer network 3. losing established and skilled labor

Opportunities
1. Increasing demand for textile product 2. New designs to satisfy the current trend 3. Utilizing skilled manpower to maximum extended 4. Modernization of company activities

Threats
1. Developments of small scale industries in a large numbers 2. May loose order to other company.

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MCKINSEYS 7-S FRAME WORK INTRODUCTION : Japanese first introduced this model. The 7-S model is better known as McKinseys 7S. This is because the two persons who developed this model. Tom peters and Robert Waterman, have been consultants at Mc Kinsey and company at that time. They published their 7-S model in their article Structure is not organization (1980) and in their books The art of Japan management (1981) and in search of excellent (1982). The model starts on the precise that an organization is not first structure, but consists of seven elements: Structure Skill Style Strategy System Staff Shared value.

They argued that when things went wrong, these Ss were manipulated to give a solution. Out of the 7, the three Ss across the top of the model are described as Hard Ss strategy, structure and system. The 4Ss across the bottom of the model skills, staff, style, shared value are less tangible, more cultural in nature, and were termed soft Ss by McKinsey. These are difficult to describe since capabilities, values and elements of corporate culture are continuously developing and changing. They are highly determined by the people at work in organization. The McKinseys 7-S model is widely discussed framework for viewing the interrelationship of strategy formulation and implementation.

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It helps to focus on managers attention on the importance of linking the chosen strategy to a variety of activities that can affect the implementation of that strategy. Originally developed as a way of thinking more broadly about the problems of organizing effectively, the 7-S framework provides a tool for judging the strategies. It is much more difficult to plan or to influence the characteristics of the soft elements. Although the soft factors are below the surface, they can have a great impact of the hard structures, strategies and systems of the organization.

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1. STRUCTURE: It is the part for specialization and co-ordination. It comprises of the basis organization of the company, its departments, reporting lines areas of expertise, and responsibility (and how they inter-relate), and the way in which the parts of a thing are arranged or organized.

Board of directors
Mr. Naseer Humayun Mr. javed haroon Mr. Ravikumar Mr Shiv Bhat Managing Director Executive Director Director Marketing V.P. Business Development

The main theme of the organization structure is comprehend all the possible dimensions of the organization structure as in developing the ability to focus on these dimensions which are currently important to the organizations evaluations - and to be ready to refocus as a crucial dimensions shift. 2. SKILL : It consists of the capabilities and competencies that exist within the company. It is the talent, craft or accomplishment, naturally acquired or developed through training and abilities appropriate for a specific job. The employees need to have both specific as well generic skills. Generic skills mean problem solving skills, decision-making skills, communication etc. Specific skill like time management, shop floor management, building teams, leadership and motivation, creativity, advances safety and environment, industrial safety and environment. Training: The company being a young company with the history of 11 years is set to develop a full-fledged training department. The training to an employee shall be of three types. They are:

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On the job training by concerned supervision. Off the job training.

For training program most of the engineers, officers are sent to various institutions where training programs are conducted time to time as per the training needs identified by the concerned department head looks after the training. Training process of the company: 1. Identification of training needs 2. Selection of trainees 3. Training Budget 4. Selection of trainers 5. Training Calendar 6. Conducting the training program 7. Feedback from participants 3. STYLE: This includes the Leadership style of top management and the overall operating style of the organization. Style impacts the norms people follow and how they work and interact with each other and with customer. The management training is totally democratic there are no restrictions to any employee to express his opinion. The company has got open door policy i.e. any level of employee can meet directly to his superior or managing director with out any hesitation. Strategy refers to the systematic action and allocation of resources to achieve the companies aim. The integrated vision and direction of the company as well as the manner, in which it drives, articulate, communicates and implements that vision and direction. It can also be defined as the choice of direction and action that the company adopts to achieve its objectives in a competitive situation.

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4. SYSTEM: Systems are formal and informal procedures that govern everyday activity, covering everything from management information systems, through to the point of contact with the customer. Finance department is doing enough to properly plan and control the funds. There is regular program verification. In the company is followed purely on basis of merit basis. Promotion will be given on the basis of pure merit system. The company follows inventory control system, Raw materials will be held in the stores for 15 days only. Finished goods will be held in the stores for 2 days. 5. STAFF: It refers to the people working in an organization. The companys people resources and how they are developed, trained and motivated. The process of staffing includes various processes like recruitment and selection procedures, training etc. It refers to how the people are developed, trained, socialized, integrated, motivated and how the employees career is shaped in an organization. 6. STRATEGY: Strategy refers to the systematic action and allocation of resources to achieve the companies aim. The integrated vision and direction of the company as well as the manner, in which it drives, articulate, communicates and implements that vision and direction. It can also be defined as the choice of direction and action that the company adopts to achieve its objectives in a competitive situation. Waste Control Strategy: In order to survive in the market company follows waste control strategy. The company maintains all the materials in a systematic & in a scientific way, the best example is, company generates electricity by making use of the waste gas i.e. CO2 produced during the production process.

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Pricing : The name NJK Enterprises itself is the mark of quality for the customer. The company has left the opinion of transporting Garments to the Buyers site to the Buyer. So, one can buy the Pig opinion of transporting Garments to the Buyers site to the Buyer. So one can buy the Garments at the company Site or can order. The company has across different Price terminologies/ Price Strategies. They are as follows: List Price Discount Payment periods Credit Terms Seasonal Pricing Area wise pricing Pricing on demand List price is nothing but the selling price. It is also called as Basic Price. 7. SHARED VALUES: It refers to the core or fundamental values that are widely shared in the organization and serve as guiding principle that are important. These values have great meaning because they focus attention and provide a broader sense of purpose. Values are things that you would strive for even if they were demonstrably not profitable. Values act as an organizations conscience, providing guidance in time of crisis. The values and beliefs of the company ultimately they guide employees towards valued behavior. It refers to the simple goal statements in determining corporate destiny to fit the concept; most people in an organization must share these values.

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CHAPTER-6

FINDINGS 1. The NJK ENTERPRISES is private sector which is an INDIAN company located in Bangarpet, Kolar district, Karnataka. 2. Their production is based on new as well as old techniques. 3. Training needs of the organization to majority identified by the HRD. 4. It is a female dominated company as there are many female workers 5. All requirements and all the raw material and ancillaries would be provided by their clients itself. 6. Majority of the employees felt the job security in BRFL is good ; they have a good promotion opportunity. 7. Insufficient time for completing task. 8. Improper management of raw materials. 9. They give more importance to quality as quality assurance is their main goal.

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SUGGESTION
1. 2. 3. 4. 5. 6. 7. 8. 9. It is suggested that the employee management relation to be develop Labors welfare measures can be taken into seriously in order to reduce the turnover rate. It is recommended market can further be expanded to the international level It is suggested organization should go for diversification of products It is suggested that employee just in time for the betterment of the organization Benefits may be increased to the employees welfare. It is recommended to increase in number of training programs in order to enhance the skill, to reduce the defects, to economise the manufacturing process. Awareness of brand need in the customer mind need to be created. They can outsource the training programs.

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CONCLUSION : Analyzing all the information that I have collected during my organization study I can conclude that employees and the management of NJK ENTERPRISES have mutual interaction to achieve the organizations objectives. As per my observation there is a very good co-operation among all the departments. According to my observation the company is providing most of all welfare facilities to the shop floor employees. Hence they has maintained very good image for its quality in foreign countries that should be maintained in future. .

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CHAPTER-7 LEARNING EXPERIENCE

Earlier to this Industrial training, I was familiar to only the theoretical aspects of the organization in general and the study gave me the practical experience of corporate world.

Corporate culture and its difference functional activities were known in detail.

Co-ordination of the activities by the organization and interdependence of one of the department with other department to achieve the organizational objectives was studied during the in plant training.

Implementation of new ideas in the organization is a difficult task and the different challenges faced would implement the ideas.

Organization study helps us to improve the communication skill.

Help to achieve an exposure towards the management of the organization.

Organization study helps us to know about the work effectiveness in all the different departments.

Though the functions of the department are easy to be studied but in practical it is very difficult.

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Few things which are advantageous theoretically will not be advantageous in practical such as making decisions from top level management, implementing certain ideas change in certain methodologies.

The study gave me the working process in all the different departments.

BIBLOGRAPHY
BOOKS
K. Ashawatappa, Human Resource Management, 2007, Tata McGraw-Hill Publishing Company Limited, New Delhi. Prasanna Chandra, Financial Management, 2006, Tata McGraw-Hill Publishing Company Limited, New Delhi. K. Ashawatappa, Production and Operation Management, 2007, Himalaya publishing House, New Delhi. Philip Kotler, Marketing Management, 2007, Published by Dorling Kindersley (India) Pvt. Ltd., New Delhi.

MAGAZINES
Manuals provided by the company, books. Hand Book.

WEBSITE:
www.indian-designs.com

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