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INTRODUCTION

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INTRODUCTION
Human resource is of paramount importance for the success of any organisation. it is a source of strength and aid. Human resource is the wealth of an organisation which can help it in achieving its goal. Human resource management is considered with the human being in an organisation. it reflects a new outlook which views organisations manpower as its resource and assets. Human resource is the total knowledge, abilities, skills, talents, and aptitudes of an organisations workforce. The values, ethics, beliefs of the individual working in an organisation also form a part of human resource. The resourcefulness of various catogarious of people and other people available to the organisation can be treated as human resources. In the present complex environment no business or organisation can exist and grow without appropriate human resources. So human resource has become the focus of attention of every progressive organisation. Human resource is a resource like any other natural resource. It means that management can get and use the skill, knowledge, ability, etc. through the development of the skill, tapping and utilising them again and again. Human resource management is that process of management which develops and manages the human elements of enterprise. It is not only the management of skills but also the attitudes and aspirations of people. When individual come to work place, they come with not only technical skills, knowledge, experience, etc., but also with their personal feeling, perception, desires, motives, attitudes, values, etc., but also with their personal feelings, perception, desires, motives, attitudes, values etc. so HRM will mean management of various aspects of human resource.

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An important element of human resource management is the human approach while managing people. It is an approach in which manpower resources are developed not only to help the organisation in achieving its goal to the self-satisfaction if the concerned persons. This approach focuses on human resource development, on the one hand, and effective management of people on other. HRM approach is a fundamental change in philosophy and perspective from the earlier thinking about manpower resources. It emphasizes the human aspect of individual workers and their aspiration and needs.

MEANING OF HR:
Human resource management means employing, people, developing their resources, utilising, maintaining and compensating their services in tune with the job and organisational requirement with a view to contribute to the goals of organisation, individual and the society.

DEFINITION OF HRM:
According to flippo, human resource management is the planning, organising, directing and controlling of the procurement, development, compensation, organisational and societal objectives are accomplished

SCOPE OF HRM:

Personal Aspect:
This aspect of human resource management is considered with the manpower planning, recruitment, selection, placement, induction :

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transfer, promotion, demotion, termination, training and development layoff and retrenchment, wage and salary administration, incentives, productivity, etc.

The Welfare Aspect:

The welfare aspect is considered with working conditions and amenities such as canteens, crches, rest room, lunch room, housing, transport, education, medical help, health satisfy, washing facilities, recreation and cultural activities, etc.

The Industrial Relation Aspect:

This aspect is concerned with the companies relations with the employees. It includes union management relations, joint consultation, negotiating, collective bargaining, grievance handling, disciplinary actions, settlement of industrial disputes, etc.

OBJECTIVES OF HRM: 1. To help the organisation reach its goal: HR department, like other
departments in an organisation, exists to achieve the goals of the organisation first and if it does not meet this purpose, HR department will wither and die.

2. To employ the skills and abilities of the workforce efficiently: the primary
purpose of HRM is to make peoples strengths productive and to benefit customers, stockholders and employees.

3. To provide the organisation with well-trained and well-motivated

employees: HRM requires that employees to be motivated to exert their maximum efforts, that their performance be evaluated properly for result

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and that they be remunerated on the basis of their contributions to the organisation.

4. To develop and maintain a quality of work life: it makes employment in the

organisation a desirable, personal and social, situation. Without improvement in the quality of work life, it is difficult to improve organisational performance.

5. To communicate HR policies to all employees: it is the responsibility of

HRM to communicate in the fullest possible sense; tapping ideas, opinions and feelings of customers, non-customers, regulators and other external public as well as understanding the views of internal human resources.

IMPORTANCE OF HUMAN RESOURCE MANGEMENT: Social Significance:

Proper management of personnel enhances their dignity by satisfying their social needs.

This is done by :
Maintaining a balance between the jobs available and the jobseekers, according to the qualification and needs. By helping people make their own decisions, that are in their interests.

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[Type the document title] Professional Significance:

By providing a healthy working environment it promotes teamwork in the employees.

This is done by:

Providing maximum opportunities for personal development. Providing healthy relationship between different work groups so that work is effectively performed.

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INTRODUCTION TO EMPLOYEE SATISFACTION

Employees are the assets of the organisation, motivated and satisfied employees will drive the organisation to achieve its objectives. Employee satisfaction is the individual employees general attitude towards the job. It is also an employees cognitive and effective evaluation of his or her job.

DEFINITION:
Employee satisfaction is the terminology whether employee are happy and contended and fulfilling their desires and needs at work. Many measures purport that employee satisfaction is a factor in employee motivation, employee goal achievement, and positive employee morale in the workplace.

Factors Of Employee Satisfaction Can Be The Major Following Factors:

Compensation and benefit Promotion and training Work tasks Co-workers Supervisors

Employee satisfaction is often measures by anonymous employee satisfaction surveys administered periodically that gauge employee satisfaction in areas such as:

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Management Understanding of mission and vision Empowerment Teamwork Communication, and Co-worker interaction. The facts of employee satisfaction measured vary from company to company. A second method used to measure employee satisfaction is meeting with small groups of employees and asking the same question verbally. Depending on the culture of the company, either method can knowledge about employee satisfaction to managers and employees.

Importance Of Employee Satisfaction For Organisation:

Enhance employee retention. Increase productivity Increase customer satisfaction. Reduce turnover, recruiting, and training costs. Enhance customer satisfaction and loyalty. More energetic employees. Improve teamwork. Higher quality products and / or services due to more competent, energised employees.

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[Type the document title] Factors Influencing Employee Satisfaction:

Organisation Development Factors: Brand of organisation in business field and comparison with lending competitor. Missions and vision of organisation. Potential development of organisation.

Policies Of Compensation And Benefit Factor:

Wage salary Benefits Rewards and penalties.

Promotions And Career Development Factor:

Opportunities for promotion Training program participated or will do. Capacity of career development.

Work Task Factors:

Quality of task Difficult level of task.

Relationship With Supervisor Factor:

Lev el of coaching. Level of assignment for employee. Treatment to employee, etc. Working conditions and environment factors. Tools and equipment Working methods
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Working environment

Corporate Culture Factors:

Relationship with co-workers. Level of sharing

Competencies, Personalities And Expectations Of Employee Factors:

Competencies and personalities of employee are suitable for jobs. Expectations of employee are suitable for policies of organisation.

Service excellence Manage knowledge, retain intellectual capital

Positive public image

Develop effective processes

Employee satisfaction

Catalyst for change

Employer of choice attracts talent Reduced recruitment training costs

Increased staff retention

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RESEARCH DESIGN

RESEACH OBJECTIVES

TITTLE OF THE STUDY: The project the research is conducted for the purpose to fund out the employees satisfaction level in spinning and weaving company and the factors affecting the level of employees satisfaction.

OBJECTIVE OF THE STUDY: The first and foremost step in any research work is to identify the problems or objectives on which the researcher has to work on. The following objectives are identified To ascertain the different factors which affect the level of satisfaction, morale and motivation of the employees of an

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organisation and the extent up to which those factors influence the working of individual of an organisation. To ascertain the various factors that are responsible for negatively motivating and satisfying the employees and thereby what are its consequences. To find out the de-motivating factors and suggest ways to remove them, so that the employees are provided with a decent as well as satisfactory working condition.

SCOPE: Every project work is based on certain methodology, which is a way to systematically solve the problem or attain its objectives. It is a very important guideline and lead to completion of any project work through observation, data collection and data analysis.

RESEARCH METHODOLOGY

The methodology used in the project is as follows: Defining the objectives of the study Framing of questionnaire keeping objectives in mind (considering the objectives) Feedback from the employee Analysis of feedback Conclusion, finding and suggestions.
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COLLECTION DATA:

THE VARIOUS SOURCES OF DATA COLLECTION ARE: Primary sources: we approached to employees of spinning and weaving company Secondary for the purpose of surveying about the

satisfaction level of the employees. sources: we visited spinning and weaving

company,mahe websites, library.

SAMPLING: 1 This details with the methods of selecting items to be observed for the

given study. In the given project we have targeted the employees working in the spinning and weaving company for the purpose of collection of data. The sampling elements were the individual employees in spinning and weaving co. Our sampling size were 50 executives of spinning and weaving company.

THE DIFFERENT METHODS OF DATA COLLECTION ARE:

OBSERVATION: Under this method the information is solved by the way of investigators own direct observation, without asking from the respondent. For
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this, we to the workshop and spent time with the workers and supervisor during the working hours.

QUESTIONNAIRE: For this, we had prepared a questionnaire which is shown in the appendix.

INTERVIEW METHOD: It involves collection of data, presentation of oral-verbal stimuli and reply in the terms of oral-verbal response. This can be done with the help of personal interviews or telephonic interviews. In this we interviewed the employees while they were filling the questionnaire to find out their problems and satisfaction level.

DATA COLLECTION INSTRUMENTS: For collecting the data we have selected questionnaire and interview method. In this we distributed the questionnaire to respondents and personally intervened them. We had prepared the questionnaire and we met the employees personally for filling it and for interviewing.

LIMITATION OF THE STUDY: We have concluded the following limitation from the given project:

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In the actual practice it is very difficult to satisfy each and every individual. Satisfaction is a subjective term and it differs from one individual to another. Due to space and time constraint the survey was not covered among all the employees of spinning and weaving company, otherwise a more satisfied index would have been possible.

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COMPANY PROFILE

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COMPANY PROFILE
TEXTILE INDUSTRY- A PROFILE

The textile is a term used for industries primarily concerned with the design or manufacture of clothing as well as the distribution and use of textiles. Technology has completely revolutionized the textile industry. Not so long ago it was considered a cottage industry which had a very tittle return: but now textile industry is the backbone of many countries across the world especially the south-east Asian countries. New innovations in clothing production, manufacture and design came during the industrial revolution these new wheels, looms and spinning processes changed clothing manufacturer forever. These were various stages from a historical perspective where the textile industry involved from being a domestic small-scale industry, to the status of supremacy it currently holds. The cottage stage was the first stage in its history where textiles were produced on a domestic basis. During this period, cloth was made from material including wool, flax and cotton. The material depended on the area where the cloth was being produced and the time they were being made. The textile industry is one among the largest six industries in the country with annual growth rate of 15%. It provides employment to about 30 million people in the aggregate. It contributes 32% of Indias foreign exchange earnings through merchandise export constituting 20% of industrial production and 7.5% of GDP. 8% of the total indirect revenue comes from textile sector. This sectors contributes to the economy of various developing countries. Textiles amount for 14% of Indias industrial production and around 27% of its export earnings. From growing its own raw material (cotton, jute, silk and wool) for providing
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value added product to consumers (fabrics and garments), the textile industry covers a wide range of economic activities, including employment generation in both organised and unorganised sectors. Manmade fibres account for around 40% share in a cotton-dominated Indian textile industry. India accounts for 15% of worlds total cotton crop production and records largest producer of silk. It is the second largest employer after agriculture sector in both rural and urban areas. India large pool of skilled low cost textile workers, experienced in technology skills. Almost all sectors of textile industry have shown significant achievement. Indias cotton textile industry has a high export potential. Cost competitiveness is driving the penetration of Indian basic yarns and grey fabrics in international commodity markets. Small and flexible batches can be manufactured in India and provide a larger variety of casual wear and leisure garments at significantly lower costs. Besides natural fibres such as cotton, jute and silk, synthetic raw material products such as polyester staple filament yarn, acrylic fibre and viscose fibre are produced in India. The Indian textile industry has been using cotton- the white gold od India- as raw material is for about 185 years. The first cotton mill was set up in Calcutta in 1818. Cotton textile in India is a well-established manufacturing industry and the main export market is Russia and other former soviet republics. India has 34 million cotton textile spindles for manufacturing cotton yarns. 65% of the raw material consumed is cotton. The power loom sector forms the largest portion of the decentralised part of textile industry, which is expanded from 24000 units in 1951 to 800000 units in 1989. Many of the cotton mills originally started with intention of hiring local farm girls for a few years. The mill job was designed to give them a bit more money before they went back to the farm life. With the inflow of cheap labour from Ireland during the potato famine, the setup changed, as the girls become easily replaceable. Cotton mills were full of the loud clanking of the looms, as well as lint and cotton fiber.
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When the mills were first build a worker would work anywhere from one to four loom. As the design for the loom improved as that it stopped itself whenever a thread broke, and automatically refilled the shuttle, the number of machines a worker could work increased up to 50. The government adopted the national textile policy in 2000 to harness opportunities for increasing Indias share in global trade. The policy aims to increase the value of textile and apparel exports from the current US$ 50 billion by 2010. It also aims to increase cotton productivity by the least 50% and upgrade its quality to international standards. The government will encourage the establishment of world- class integrated textile complexes and processing units. A scheme for setting up integrated apparel parks has been initiated. This will enable the ready-made garment industry to set up modern units with excellent infrastructure. Rapid implementation of the textile up gradation fund scheme aimed at providing an impetus to the modernisation textile and jute industries a priority with the government a provision of US$ 41 million in 200102 and incentive for modernisation is offered by enhancing the depreciation rate of machinery installed under the scheme to 50% annum. In some states, the textile sector is in great crisis. Kerala is one of them.

NATIONAL TEXTILE CORPORATION

National textile corporation (NTC) is the single largest central public sector enterprise under ministry of textile through its 9 subsidiary companies spread all over the India. The headquarters of the holding company is at New Delhi. The strength of the group 22000 employees. NTC was incorporated in April 1968 from managing the affairs of sick textile undertaking, in the private sector, taken over by the government. Starting with 16 mills in 1968, this number gradually rose to 103 by 1972-73. In the year 1974 all these units were nationalised under the sick textile undertaking
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(nationalisation) act 1974. The number of units increased to 119 by 1995. These 119 mills were controlled by NTC (HC) ltd with the help of 9 subsidiary corporation, with an authorised capital of Rs 10 crores which was raised from time to time and which is now Rs 5000 crores and the paid up share capital of the corporation is Rs 3062.16 crores ason, 31.03.2008. In the year 2002 BIFR/GOI approved revival of 53 viable mills and closure of 66 unviable mills.65 unviable mills have so far been closed under the ID act after paying MVRS to the employee by raising funds through private placement of bonds, 2 mills (one viable and one unviable) located in the state of Pondicherry have been transferred to the state government of puducherry w.e.f 01.04.2005. NTC now has 52 mills and 99 showrooms as on 1.4.2008. BIFR approved a modification to the NTC scheme in the year 2006, which was necessary due to the changed scenario of the textile industry and direction of GOI and GOM. The 2nd modified revival scheme now prepared has been submitted to BIFR through IDBI for approval, which will be received shortly as per the hearing conducted by BIFR on 27.05.08. In the implementation of the revival scheme sanctioned for NTC mills, government has decided to modernise 22 mills by itself through generation of funds from the sale of its surplus assets. The remaining 30 mills requiring heavy dose of modernisation, for which NTC did not have adequate resources fro modernisation after meeting the cost of servicing the bonds raised and also to quicken the modernisation process, private partnership through joint venture was explored for 18 mills. Also,12 mills are to be closed further where most of the employees have opted for MVRS and production activity is totally since the last 2 year, looking to the reduced number of mills and in line which the contemporary industrys trend all 9 subsidiary companies have been merged with NTC-HC make it into a single company w.e.f 01.04.2006.

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NTC has completed its modernisation of its 22 mills by December 2008 simultaneously these mills are carrying out revolution of old machineries proposed to be retained and have also undertaken necessary civil, electrical and other preparatory works for new machines so that the machines are

commissioned within the scheduled timeframe. After modernisation NTC is projected to produce 600 lakh of yarn and 250 lakh meters of cloth annually with a turnover of more than rs.931 crores in the year 2009-10. NTC conform to the standards laid down by the textile research association. To ensure the supply of quality of the products to the consumers, testing of raw material and finished goods is done at two stages that are at the mill level and at the subsidiary level. Further the textile research centre has been engaged to study the performance of the mill for reducing the cost of manufacturing. They have also fixed achievable norms which can be achieved by the mill with existing conditions/status of machinery and manpower. To make most efficient use of available and to leave leverage assets to generate resources for modernisation. To reduce surplus manpower through voluntary retirement scheme as also retain and redeploys the manpower. To improve the productivity of machines to better upkeep and maintenance of the equipment with the view to improve the productivity at achievable norms. As labour productivity is concerned efforts are made to standardise / finalise work load norms per operative as per standards laid down by the textile research association in different region. Thus efforts are being made to make best use of resources whether land machines or manpower.

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[Type the document title] VISION:

To be a world class eco-friendly integrated textile company, transferring into a household name though innovative ideas and technology.

MISSION:
Brand to be the nations clothier. Be a national player providing 1. Clothing solutions to nations masses. 2. Opportunity for the nations people themselves with a nation.

OBJECTIVES:
1. To achieve 90% utilisation in 20 modernised mill. 2. To get ISO certification in case of units. 3. To reduce the cost of production by 7%. 4. To reduce 200 surplus manpower through modified voluntary retirement scheme and to retain and redeploy at least 10% of the remaining manpower. 5. To improve machine productivity by 20% and to ensure better upkeep and maintenance of the equipment with a view to improve productivity to achievable norms. 6. To take up modernisation of 3 additional mill through JV on the same lines as was done for 16 mills. 7. To take 25 more showrooms as profit centers. 8. To achieve minimum turnover of RS.50 crores in retail marketing division. 9. To get converted captive yarn worth Rs 50 crores.

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FINANCIAL PERFORMANCE: . as on 31.3.2009, the authorised capital of the company has been Rs.5000 crore and the paid up share capital is Rs.3062.16 crore. . the national income of the company for the year 2008-09 has been 523.66 crores and surplus of Rs.118.09 crores. The company has released an amount of Rs 293.10 crore from sale of surplus assets during the year.

CHALLENGES

FACED

BY

INDIAN

TEXTILE

AND

APPAREL INDUSTRY:
Textile supply chains complete on low cost, high quality, accurate delivery and flexibility in variety and volume. Several changes stand in the way of Indian firms before they can own a large share of the global market.

Scale:
Except for spinning, all other sectors suffer from the problem of scale. Indian firms are typically smaller than their Thai counterparts and there are fewer large firms in India. The central tendency is to add capacity once the border has been won rather than ahead of the demand. Customers go where they see both capacity and capabilities. Large capacity typically goes with standardised products. These firms needs to develop the managerial capabilities required to manage large work force and design an appropriate supply chain. For the size of the Indian economy, it will have to have bigger firms to producing standard products in large volumes as well as small and mid-size firms producing large variety in small to mid-size batches. Then there is the need for emergence of specialist firms that will consolidate order, book capacities, manage warehouses and logistics of order delivery.

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[Type the document title] SKILLS:

Three issues must be mentioned here. A. There is paucity of technical manpower. B. Indian firms invest very little in training its existing workforce and the skills are limited to existing process. C. There is an acute shortage of trained operators and supervisors in India.

Cycle Time:
It is the key to competitiveness of a firm as it affects both price and delivery schedule. Cycle time reduction is strongly correlated with high first pass yield, high throughput times, and low variability in process time. Indian firms have to dramatically reduce cycle times across the entire supply chains which are currently quite high.

Domestic Market:
The Indian domestic market for all textile and apparel product is estimated at and 26 bn and growing. While the market is very competitive at the low end of the value chain, the mid or higher ranges are overpriced. Firms are not taking advantage of the large domestic market in generating economies of scale to deliver cost advantage in export market. The free trade agreement with Singapore and Thailand will allow overseas producers to meet the aspiration of domestic buyers with quality and prices that are competitive in domestic market. Ignoring the domestic market, in the long run will peril the export markets from domestic producers. In addition, high retail property prices and high channels margins in India will restrict growth of this market. Firms need to make their supply chain learner in order to overcome these disadvantages.

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[Type the document title] INSTITUTIONAL SUPPORT:

Textile policy has come long ways in reducing impediments for the industry- sometimes driven by global competition and at other times by international trade regulation. However few areas of policy weakness stand outlabour reforms, power availability and its quality, customs, clearance and shipment operation from ports, credit for large scale investments that are needed for industry for up gradation of technology, development of manpower for the industry in india and not by this sector alone. In conclusion, competitive strategies are developed by sector level and its their individual and collective initiative that secure higher market share in the global trade.

CANNANORE SPINNING AND WEAVING MILLS, MAHE A PROFILE

The cannanore spinning and weaving mills, mahe is one of the important spinning mill in the northern kerala which provides employment to more than 250 employees. It is a subsidiary of NTC ltd. Bangalore. In 1964, the firm started its operation which was promoted by mr. kayath Dhamodharan. Due to the financial problems and labour problems the mill was closed on 23rd June 1971. Thereafter on 2nd may 1972, it was taken over by government of India under industrial development (regulation) Act and subsequently nationalised and become effective from 1st April 1974, from its nationalisation the mill was put under the control of the national textile corporation (A.P.K.K and M)ltd. The mills comes under the Bangalore subsidiary of NTC, which covers 16 mills scattered in the states of
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Andrapradesh, Karnataka, Kerala and mahe. At present NTC is a whole is a single company having holding company headquarters at New Delhi and the registered office is at Bangalore. The long term settlements were entered between the management and the union in the mill on the service conditions and wages. In 1972 under an expansion program, the spindle capacity of the mill was raised from 20160 spindles to 30420 spindles. The mill is facing strategically financial problem. The mill is running in huge loss. The reason behind it is the competition that it faces from pvt ltd companies and the mill was started in 1964 and it uses the technology that has installed during that time. The mill has several departments. It is mainly producing cotton yarns from cotton fibres. If is products come under the brand name NTC. However competition increases, every firm needed to survive by taking into consideration all new technologies which will help to produce large volume of products in low cost of production. The present chairman cum managing directors of NTC is mr.k Ramachandran pillai. The general manager of the cannanore spinning and weaving mill is mr. V S jayaraj. The main product of the mill is yarn and the raw material used are cotton and polyester etc. the mill has the capacity of 304420 spindles and the main market is at bhivandy in Mumbai.

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[Type the document title] ORGANISATION STRUCTURE

ORGANISATIONAL STRUCTURE OF CANNANORE SPINNING AND WEAVING MILLS, MAHE

GM

Spinning manager

SPIN

Accounts manger

DPM

Deputy engineer

ASM

Accounts staff

Supervisor staff

Time office

Personnel section

ASO

Workers
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Quality checking
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PLANT LOCATION AND LAYOUT

The mill is located at pallor, mahe (part of the union territory of Pondicherry) about 30 km from cannanore, 64 km from Calicut and is 6 km from mahe town. The mill is well connected by various facilities which are essential for a manufacturing firm. The layout includes different sections which are described below. ADMINISTRATIVE SECTION MANUFACTURING SECTION. Blow room section Preparatory section Spinning section winding section packaging section storing section

ENGINEERING SECTION humidification plant work shop generated room power house REST HOUSE CANTEEN SECURITY SECTION

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[Type the document title] THE IMPORTANT DEPARTMENT AND THEIR

FUNCTIONS:

PRODUCTION DEPARTMENT:
Spinning is the main production activity of the mill. A spinning manager leads production department. There is an assistant spinning manager for maintenance and a deputy spinning manager. All production activities are looking after by production department. Production, planning and control works are done efficiently by preparing annual, quarterly and weekly production plants by the department. The main functions of the production department are given below. Preparation of yearly production plants based on marketing strategy, marketing budget and production capacity and revise the plan according to the market information provided by NTC. Work out material input requirements on the basis of production plants and give instruction to arrange for the supply of the same. Monitors and controls the use of material for production. Ensures that the production processes are carried out according to the plants.

PRODUCTION PROCESS:
The factory contains various machinery and each machine is settled through various departments. These are given below,

Mixing:
Here no machines are used. The mill purchases different varieties of raw material from various sources. Then they are opened and mixed in

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proportion. The variety of cotton are used to reduce the costs. To identify different raw material, colour is used.

Blow room section:

The aim is to feed the mixed fiber into blow room to separate waste from fiber and to open out thick masses of raw material into loose form. After that the mixed fiber becomes in the form of a lap to facilitate easy handling in the subsequent process. There are three blow rooms; tow cotton blow rooms and one polyester blow room. Cotton goes to the next department through pipeline. One lap of cotton in about 20kg.

CARDING
The lapped sheets are fed to the carding machines to get the thin sheets of mixer and then condensed into the rope form called carding sliver which is then fed to suitable container called can. There is 100 times drafting and parallelization of fiber taking place to remove the short fiber.

PREPARATORY SECTION:

A. DRAWING
In order to have a constant weight unit length, silver obtained 3399999999999999999from carding are drawn in the draw frame. The contributes less 5% of production cost on yarn. The quality of drawing silver determines the quality yarn. Here also paralysation take place. Here, 8 silver is fed into the machines and the out put becomes one thin fiber.

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[Type the document title] B. SIMPLEX

Here the input is the drawing silver and the output is the rope form of yarn. The drawing silver passes through the simplex machine to get the silver thinned out to the level required for the yarn. Three activities are taking place heredrafting, twisting and winding.

SPINNING
Under this section, the simplex bobbins are fed to the ring frame reel it passes through several pairs of rollers running at a higher speed. The output is called spinning bobbins and they are rounded on which is known as cops. One cop euals 7100 meters of yarn. Here also drafting, twisting and winding take place with a speed of 15000 resolution per minute.

DOUBLING
Yarn are required to be doubled and are needed to be processed in doubling machines. Doubling may be carried out after winding also.

WINDING
Here the yarn is span n ring frame winds on paper cones. Yarn in the form of cones weigh about 1 kg or 1.25k and are send for packaging.

PACKAGING
In this section, the cones are packed in polythene bags and woven sacks. 40 comes are packed in a single bag having 60kg.

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[Type the document title] PERSONEL DEPARTMENT:

The principal resources of an organisation is the people. Manpower is the one of the important resources for the industries and the business. Manpower in that resources through which management wants to direct and control all other resources like material, machines, money and others. The person in charge of the personal department is the deputy personal manager. The mill has 452 workers. At present, the mill is working for six days in a week with 3 shifts per day.

First shift Second shift Third shift

8.00 AM to 4.30 PM 4.30 PM to 1.00 AM 1.00 AM to 8.00 AM

The following are the various aspects of the personal department. Training, recruitment and selection Compensation Promotion Transfer

STORES DEPARTMENT:
All kinds of purchases are made through this department. Employees of this department do a series of work in order to purchase the best quality material at lower rate. Whenever the department faces the problem of shortage of small items which needed for the production process which costs
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less than 500, then the department buys it directly from the local market. If there is shortage of raw material, costing more than 500, then the department calls for quotation from put side parties. After getting them, they passed to the production department. Bin card system is in use to find out the balance amount of raw material. The maintenance system they follow are preventive maintenance system and break down maintenance system. All machines are having safety guards and fire extinguishers.

ENGINEERING DEPARTMENT
The head of engineering department is the deputy engineer. The objectives of this department is the smooth functioning of the mill activities, thus the department has well revised the system that they are bound to use. They mainly keeps records of wire purchase and consumption or for any kind of purchases of wire for the purpose of motor rewinding and power log and daily report book to examine that how much units of electricity power has been consumed by the mill. There are two types of Motor for humidification sucking motor and section motor. No generator

is used here.

COTTON DEPARTMENT:
All the records regarding material are kept with the cotton department.

The required material are ordered to the concerned suppliers and when it came into the factory, the cotton department keeps all information about the material in separate books. It is known as cotton-polyester register. The register contains value of material number of bales and lorry receipt number.

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QUALITY CONTROL DEPARTMENT;

The existence of a business concern depends the quality of goods it

produces. Assistant spinning manager is in charge of quality control department. For assessing the quality of yarn produced in the mill, there is quality control section under cotton department with various department with various measurement equipment. -for assessing the quality or content of the cotton and its mixture, the counter machine is used. -for testing the strength of the yarn, a separate tea strength tester machine is used. -for assessing the twist tester machine is used. -for testing the quality of raw material, ooster-fibre-tester method and advanced fibre information system are used.

SALES DEPARTMENT
The sales department of the mill deals with the procedures of direct

selling. The companys main market for the finished goods produced is at bhiwandi in Mumbai. The sales proceedings are done by various agencies which undertakes the selling activities at the rate, which is fixed by the company. The agencies are given sales commission at the rate of 1.5% on the basis of ex-mill value. This is the value got by deducting all kinds of costs which the company incurred when the finished products are sent to the market. The main agents are sanjay vanijya, saraf yarn fab and shah enterprises. At a time, there is a sale of 160 bags. The yarn is 0.06% insured. The head office works as a middle man between the mill and the agents

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[Type the document title] ACCOUTING DEPARTMENT:

All the accounting works are carried out through this department. Accounts manager leads this department and the department is also practicing computerised accounting. It carries out both cost accounting and financial accounting principles and procedures and also follows mercantile or accrual accounting system. Mercantile accounting system gives a complete picture of all kinds of transaction if it is cash or credit, relating to a period.

COST ACCOUNTING:
There is a separate cost clerk in the mill. The mill follows integrated cost accounting system. Various costing statements are annually prepared and they are audited by the cost auditor. Material records, labour records and various overhead records are maintained separately. Raw materials are valued at weighted average cost and work process is valued at material cost. Main function of the department is the preparation of profit and loss account per month.

FINANCIAL ACCOUNTING SYSTEM:

Under this system, all kinds of transaction whether cash or credit relating to a period is recorded in the books of accounts. For caring out the activities, the mill maintains the books of accounts which include raw material account, stares account, finished goods account, finished goods waste accounts and wages and salaries account. Annual financing statement such profit and loss account and balance sheet prepared by using computers.

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PRODUCT PROFILE:
The product is yarn and the brand name of the product is ENTYCE. Product range varies according to the customer requirements. Presently the mill producing 60s k, 62s k, and 60s PC. Earlier there was 45PV, 30s PC PC and 63s PC. 60,62,45,30,63 are the counts. When count increases, thickness of the yarn decreases. K means 100% cotton and PC is a mixture of polyester and cotton in the ration 67:33. There is also 2/60s PC and 2/60s k, where two yarn are twisted together and made a double yarn. They are sold in local market. In the mill, they are producing 86 km of yarn from 100km of raw material and the waste is saleable and reusable. The cotton is purchases from cotton corporation of India and polyester is purchases from indorema syndicate and reliance.

DATA ANALYSIS AND INTERPRETATION: INVENTORY TURNOVER RATIO

Inventory turnover ratio = cost of goods sold Average stock

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TABLE SHOWING INVENTORY TURNOVER RATIO OF CANNANORE SPINNING AND WEAVING MILL LTD

YEAR

SALES

AVERAGE STOCK

STOCK TURNOVER RATIO

157102774 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 145712923 96141630 115825482 69503132

25707043

6.11

19391286 20040172 24985526 19787218

7.51 4.79 4.63 3.51

Source: complied from the annual accounts of CS and W MILL Ltd.

INTEPRETATION:

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It is revealed by the table that the inventory turnover ratio is increases to 7.5 In the year 2005-2006 which shows the efficient management of inventory because more frequently the stocks are sold, the lesser amount of money is required to finance the inventory. It then shows decreasing trend in the following year and finally reached to 3.51 in the year 2008-2009. The ratio measures the velocity of conversion of stock into sales. A high turnover ratio indicates that the inventory is sold fast. A low turnover ratio reflects over investment in inventories and accumulation of huge stock. A ratio of 6 or 7 times is considered satisfactory. Therefore, here the ratio is satisfactory for first two years. But from the table, it can be inferred that the firm has not improved its inventory management system when compared to the previous years.

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[Type the document title] INVENTORY CONVERSION PERIOD (IN DAYS)

Inventory holding period(in days) = 365 days Stock turnover ratio

TABLE

SHOWING

INVENTORY

CONVERSION

PERIOD

OF

CANNANORE SPNNING AND WEAVING TABLE YEAR DAYS STOCK TURNOVER RATIO INVENTORY CONVERSION PEROD. DAYS) 2004-2005 2005-2006 2006-2007 2007-2008 2008-2009 365 365 365 365 365 6.11 7.51 4.79 4.63 3.51 60 49 76 79 104 (IN

Source: complied from the annual accounts of CS and W MILL Ltd.

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[Type the document title] INTERPRETATION

Inventory conversion period ( in days) shows the average time taken for clearing the stocks or converting the stock into sales. Lesser the time, better the efficiency will be. Here the first two years the ratio shows less days for clearing the stocks i.e. 60 and 49 days. But last three years ratio shows a higher days for clearing the stocks, which indicates the blockage funds in inventory. The company should adopt the modern inventory management techniques for better performance.

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DATA ANALYSIS & INTERPRETATION

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[Type the document title] TABLE - 1 Table showing respondents opinion whether they understand the companys mission and goals?
particulars Yes no No. of respondents 38 12 percentage 76% 24%

ANALYSIS:
From the above table it is clear that 76% of the respondents understand the companies mission and goals, and 24% of the respondents does not understand the companies mission and goals.

Graph -1

no. of respondents
100 90 80 70 60 50 40 30 20 10 0 yes no 24 no. of respondents 76

INTERPRETATION:
From this it is clear that majority of respondents understand the companies mission and goals.

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[Type the document title] TABLE - 2 Table showing the respondents opinion whether the company treats employees well?
Particular Yes no No. of respondents 42 8 Percentage 84% 16%

ANALYSIS:
From the above table it is clear that 84% of the respondents agree that company treats employees well, 16% of the respondents does not agree that the company treats employees well.

Graph - 2
100 90 80 70 60 50 40 30 20 10 0 yes no 16 percentage no. of respondents no. of respondents percentage 84

INTERPRETATION:
From the above it is clear that majority of the respondents agree that the company treats employees well.

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[Type the document title] Table3 Table showing respondents opinion whether their job is significant in the accomplishment of the companys mission?
options Yes no No. of respondents 46 4 % 92% 8%

ANALYSIS:
From the above table it is clear that 92% of the respondents agree that their job is significant in the accomplishment of the companies mission, 8% of the employees disagree that their job is not significant in accomplishment of the companies mission. Graph3
92 100 90 80 70 60 50 40 30 20 10 0 yes no 8 no. of respondents percentage

INTERPRETATION:
From the above it is clear that majority of the respondents agree that their jobs are significant in the accomplishment of companies mission.

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[Type the document title] Table4 Table showing respondents opinion whether their job give them a sense of personal satisfaction?
Options Yes No No. of respondents 48 2 % 96% 4%

ANALYSIS;
From the above table it is clear that 96% of the respondents agree that their job gives them a sense of personal satisfaction, And 4% of the respondents disagree that their job give them a sense of personal satisfaction. Graph 4
84 90 80 70 60 50 40 30 20 10 0 yes no 8 percentage no of respondents 16 42 no of respondents percentage

INTERPRETATION: From the above it is clear that majority of the respondents agree that their job gives them a sense of personal satisfaction.

table5
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table showing respondents opinion whether they think that the communication channel in this organisation are effective. options Yes no No. of respondents 37 13 Analysis; % 74% 26%

From the above table it is clear that 74% of the respondents agree that the communication channel in the organisation is effective and 26% of the respondents disagree that the communication channel in the organisation is effective. Graph5;

percentage

26

yes no

74

Interpretation; From the above it is clear that majority of the respondents agree that the communication channel in the company is effective.

table6. table showing respondents opinion whether training and development provided in this organisation is valuable.
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Options Yes No

No. of respondents 46 4 Analysis:

% 92% 8%

From the above table it is clear that 92% of the respondents agree that training and development provided in the organisation is valuable, 8% of the respondents disagree that the training and development provided in the organisation is valuable. Graph6

100 90 80 70 60 50 40 30 20 10 0

92

46

no of respondents percentage 8 4 percentage

yes

no

no of respondents

Interpretation: From the above it is clear that majority of the respondents agree that the training and development provided in the organisation is valuable. Table7 Table showing respondents opinion whether they have enough freedom and authority to carry out their job tasks? Options Yes
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No. of respondents 32

% 64%
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No 18 Analysis: 36%

From the table it is clear that 64% of the respondents agree that they have enough freedom and authority to carry out their job tasks, 36% of the respondents disagree that they have enough freedom and authority to carry out their job tasks. Graph 7
64 70 60 50 40 30 20 10 0 yes no 18 percentage no of respondents 32 36 no of respondents percentage

Interpretation: From the above it is clear that majority of the respondents agree they have enough freedom and authority to carry out their job tasks.

Table 8 Table showing respondents opinion whether they are satisfied with the spirit of cooperation in the organisation. Particulars Highly satisfied
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No./ of respondents 10

Percentage 20%
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Satisfied Neutral Dissatisfied Highly dissatisfied 34 0 2 4 68% 0% 4% 8%

Analysis: From the above table it is clear that 20% of the respondents are highly satisfied with the spirit of cooperation in the organisation, 68% of the respondents are satisfied with the spirit of cooperation in the organisation, 4% of the respondents are dissatisfied with the spirit of cooperation in the organisation, 8% of the respondents are highly dissatisfied with the spirit of cooperation in the organisation.

Graph8

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70 60 50 40 30 20 20 10 10 0 0 highly satisfied satisfied neutral dissatisfied highly dissatisfied 0 2 4 4 8 34 68

no. of respondents percentage

Interpretation; From the above it is clear that majority of the respondents are satisfied with the spirit of cooperation in the organisation.

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table9. table showing respondents opinion whether they have a good relations with their immediate supervisor. Options Yes No No. of respondents 38 12 Analysis: % 76% 24%

From the above table it is clear that 76% of the respondents agree that they have a good relationship with their immediate supervisor, 24% of the respondents disagree that they have a good relationship with their immediate supervisor. Graph9

percentage

24

yes no

76

Interpretation: From the above it is clear that majority of the respondents agree that they have a good relationship with their immediate supervisor.

table10
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table showing respondents opinion whether the employees in the organisation are treated well and respected. Options No. of respondents % Yes 46 92% No 4 8% Analysis: From the above table it is clear that 92% of the respondents agree that the employees in the organisation are treated well and respected, 8% of the respondents disagree that the employees in the organisation are treated well and respected. Graph10
92

100 90 80 70 60 50 40 30 20 10 0 yes 46

no. of respondents percentage

no

Interpretation: From the above it is clear that majority of the respondents agree that the employees in the organisation are treated well and respected.

table11. table showing respondents opinion whether they are satisfied with their pay package. Options
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No. of respondents

%
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0 0% 22 44% 14 28% 10 20% 4 8% Analysis: Form the above table it is clear that 44% of the respondents are satisfied with their pay package, 28% of the respondents are neutral,20% of the respondents are dissatisfied with their pay package, 8% of the respondents are highly dissatisfied with their pay package. Graph11: Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied

50 40 30 20 10 0 0 0 22

44 28 20 14 10 4 8 percentage no. of respondents no. of respondents percentage

Interpretation: From the above it is clear that majority of the respondents agree that they are satisfied with their pay package.

Table12. Table showing respondents opinion on the other benefits which they would like to add to their pay. Particulars Bonus
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No. of respondents 15

Percentage 30
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Perquisites Free food facilities 10 25 Analysis: From the above table it is clear that 30% of the respondents want to add bonus in their pay, 20% of the respondents want to add perquisites in their pay, 50%of the respondents want to add free food facilities in their pay. 13.What more can the company do to increase your satisfaction as an employee? 20 50

table14. table showing respondents opinion whether they are satisfied with their working conditions. options Highly satisfied Satisfied Neutral Dissatisfied Highly dissatisfied No. of respondents 4 39 0 7 0 % 8% 78% 0% 14% 0%

Analysis: From the above table it is clear that 8% of the respondents are highly satisfied with their working conditions, 78% of the respondents are satisfied with their working conditions, 14% of the respondents are dissatisfied with their working condition.

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Graph14:
80 70 60 50 39 40 30 20 10 0 highly satisfied satisfied neutral dissatisfied highly dissatisfied 4 8 0 0 7 0 0 14 no. of respondents percentage 78

Interpretation: From the above it is clear that majority of the respondents are satisfied with their working condition.

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