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TABLE OF CONTENTS
ACKNOWLEDGEMENT ............................................................................................................................................ 3
EXECUTIVE SUMMARY ........................................................................................................................................... 4
PAKISTANI TEXTILE INDUSTRY ............................................................................................................................... 5
INTRODUCTION TO IMPERIAL TEXTILE MILLS LIMITED ........................................................................................... 7
QUALITY POLICY ............................................................................................................................................................. 8
VISION STATEMENT ........................................................................................................................................................ 8
COMPANY PROFILE ......................................................................................................................................................... 8
PURCHASE DEPARTMENT .................................................................................................................................... 12
RAW MATERIAL PURCHASE ................................................................................................................................. 12
PROCEDURE TO PURCHASE THE RAW COTTON .................................................................................................................... 14
PROCEDURE TO PURCHASE THE POLYESTER ........................................................................................................................ 15
SPARE PARTS AND GENERAL ITEMS ..................................................................................................................... 15
PROCEDURE TO PURCHASE THE GENERALS ITEMS ................................................................................................................ 17
PROCEDURE TO PURCHASE THE CALIBRATION/REPAIR SERVICES ............................................................................................ 18
PROCEDURE TO PURCHASE THE PACKING AND LOADING SERVICES .......................................................................................... 18
PROCEDURE TO PURCHASE THE TRANSPORTATION SERVICES ................................................................................................. 18
PRODUCTION DEPARTMENT ................................................................................................................................ 20
THE PRODUCTION PROCESS ................................................................................................................................. 20
RAW MATERIAL GODOWN ............................................................................................................................................. 20
MIXING AREA AND BLOW ROOM ..................................................................................................................................... 20
CARDING .................................................................................................................................................................... 21
DRAWING ................................................................................................................................................................... 21
SIMPLEX ..................................................................................................................................................................... 21
RING .......................................................................................................................................................................... 22
AUTOCONE ................................................................................................................................................................. 22
PACKING .................................................................................................................................................................... 22
HUMAN RESOURCE DEPARTMENT ....................................................................................................................... 24
RECRUITMENT AND SELECTION ....................................................................................................................................... 24
ORIENTATION .............................................................................................................................................................. 28
TRAINING ................................................................................................................................................................... 28
TRAINING PROCEDURE .................................................................................................................................................. 28
SALARY ...................................................................................................................................................................... 29
ALLOWANCES .............................................................................................................................................................. 30
ATTENDANCE AND LEAVES ............................................................................................................................................. 30

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SERVICES DEPARTMENT ....................................................................................................................................... 32
AIR CONDITIONING ....................................................................................................................................................... 32
ELECTRICITY CONTROL ................................................................................................................................................... 32
POWER HOUSE ............................................................................................................................................................ 32
WORKSHOP ................................................................................................................................................................ 32
SWOT ANALYSIS .................................................................................................................................................. 33
STRENGTHS ................................................................................................................................................................. 33
WEAKNESSES .............................................................................................................................................................. 34
OPPORTUNITIES ........................................................................................................................................................... 35
THREATS..................................................................................................................................................................... 36
PEST ANALYSIS ..................................................................................................................................................... 38
POLITICAL ................................................................................................................................................................... 38
ECONOMICAL .............................................................................................................................................................. 39
SOCIAL ....................................................................................................................................................................... 39
TECHNOLOGICAL .......................................................................................................................................................... 39
SIMILARITIES AND DIFFERENCES .......................................................................................................................... 40
SIMILARITIES ............................................................................................................................................................... 40
DIFFERENCES ............................................................................................................................................................... 40
RECOMMENDATIONS .......................................................................................................................................... 41
WORK DONE DURING INTERNSHIP ...................................................................................................................... 42
PURCHASE DEPARTMENT ............................................................................................................................................... 42
PRODUCTION DEPARTMENT ........................................................................................................................................... 42
HR DEPARTMENT ......................................................................................................................................................... 43
LEARNING AS INTERNEE ....................................................................................................................................... 43


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Acknowledgement
All praise to Almighty Allah alone, the most Merciful and kind, whose uniqueness, oneness and
wholeness is unchallengeable, who guides us in difficult and congeal circumstances.
The words are bound, knowledge is limited and time is short to express His dignity. It is one of
infinite blessings of Allah that he gives me with the potential and ability to contribute towards
the deep oceans of knowledge already existing.
All respects to greatest personality of the universe; Holy Prophet Hazrat Muhammad (SAW)
who is forever a source and spring of guidance in every subject of life and who enlightened our
minds to recognize our creator.
I am thankful to my worthy teachers and my department for their inspiring guidance and
constructive criticism that gave me an opportunity to learn how a real world looks like and to
gather knowledge which will really help me in my near future.
I am also very thankful to Mr.Idress, Mr.Zahid Khan of Imperial Textile Mills for their efforts
and careful supervision during my internship, who were there to help me with my queries. I
might not be able to complete my internship without their cooperation and kind behavior.

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Executive Summary
The basic objective of the report is to explain my learning and work done in the six week
internship program at Imperial Textile Mills. This learning experience is described in detail in
the different sections of this report.
1) In the first section I have provided some detail about the current textile situation of
Pakistan. After that a brief introduction of Imperial Textile Mills Limited is provided
2) The second section explains some of the major departments in Imperial Textile Mills
Limited. Some detail on what are the tasks they are performing and what they are
managing and why they are important for Imperial Textile Mills Limited.
3) The third and last section includes the SWOT analysis, the PEST analysis, some
recommendations of mine to Imperial Textile Mills Limited and my learning as an
internee in Imperial Textile Mills Limited.
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Pakistani Textile Industry
It wouldnt be wrong if I say that textile industry is the largest industry of Pakistan. Over 40
percent people of Pakistan are directly or indirectly associated with this sector.
After the independence from British rule, the subcontinent was divided in Pakistan and India,
where Pakistan consists of East Pakistan that was famous for jute production, and West
Pakistan that was responsible for cotton production. In the beginning, as there was no
industrial base in the country, and it only owns one textile mill named as Lyallpur (Faisalabad)
Cotton Mill with the capability of producing yarn and gray cloth and no printed fabrics, so
Pakistan has to export its raw material production to other countries which was little bit
profitable but not as much as it should be.
But as soon as government realized that this trend is not beneficial for the long run, they
introduced Open General Licensing Scheme (OGL). With the help of OGL the business
community started to import plants and machinery with cash dollars. In 1950, Adamjee Mills
started the work in Karachi, Kohinoor in Faisalabad, Colony Textile Mills in Multan, Nishat and
Crescent Textile in Faisalabad. These were followed by Gul Ahmed Textile Mills, Al-Karam, Star
and Rashid textile mills.
And according to a 2008 report the number of textile units is

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With total working capacity of

The share of textile industry in the economy of Pakistan along with its contribution to GDP,
employment, exports, investment, foreign exchange earnings, and value added makes it the
largest manufacturing sector for Pakistan.
According to Pakistan Economic Survey and APTMA the contribution of Textile Sector to the
economy of Pakistan is given below.

The product variety ranges from cotton yarn to knitwear. Garment made-ups and bed wear are
the most important export products with an export value of about $1.35 billion each. Knitwear,
readymade garments and cotton yarn also have important shares in total exports.
Overall, the US and the EU are Pakistans largest trading partners accounting for 25 percent and
20 percent share of Pakistani exports respectively. Other major importers include China, UAE
and Saudi Arabia.

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Introduction to Imperial Textile Mills
Limited
Imperial Textile Mills is a yarn manufacturing concern located at Khanpur Bagga Sher, MM
Road Muzzafargarh. The Mill has started its operations since 1992.
ITM is not so old but still a large textile mill. The mill is equipped with the state of the art
equipment and machinery and is involved in the production of all kind of knitting and weaving
yarn. And its main specialty is production of P/C yarn.
The most part of the sales is generated from exports. Customer satisfaction from the point of
order placement to after sales service is given priority over other aspects as it is the main
component of the policy.
In order to renovate and balance manufacturing facilities with the aim of bringing improvement
in the products and expanding the product base, continuous reinvestment is made on a regular
basis.
Proper investment in the Human Resource Development is also the key function of the business
plan of ITM. Attention is also placed on the concerns related to the environment of the
workplace and the surroundings. For this purpose the mills is inspected on a regular basis to
ensure that relevant environmental regulations are properly followed.
Due to its good reputation ITM enjoys the confidence of both foreign and local customers and
financial institutions.
Imperial Textile Mills is ISO 9002 Certified.
In order to face the difficulties and enjoy the opportunities that exist in the trade world of
textile, Imperial Textile Mills is adopting and accepting the best quality management approach
so that it may assure the best quality for its product consumers.
Imperial Textile Mills have made many changes to improve their systems and is still striving for
continuous improvements. So as a result of their dedication to Total Quality Management, new
systems are successfully installed and the gaps are highlighted during regular evaluation for
these systems usefulness.
The Quality Management Systems of Imperial Textile Mills are ISO 9002 Certified, which is the
global acceptable quality management system criterion to increase customers satisfaction.

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So in this regard, the top management of Imperial Textile Mills has defined a quality policy.
Quality Policy
The quality policy of Imperial Textile Mills acknowledges commitment to quality and its intent
to maintain ongoing compliance with the ISO 9002 standards
We are committed to meet the customers requirements and maintain effective quality
management system through active involvement of all employees
This quality policy is relevant to Imperial Textile Mills organizational goals and meets
the needs of customers. The policy is communicated to employees through boards
displayed in the factory premises, and through training sessions.
The quality policy is understood and implemented through the management
commitment the produce required quality products.
Vision Statement
The vision of Imperial Textile Mills is
To transform Imperial Textile Mills into a quality conscious textile spinning unit maintaining an
excellent level of ethical and professional standards, thus contributing towards betterment of
country's prosperity.
Company Profile
Company Name: Imperial Textile Mills Limited
CEO: Khawaja Masood Ahmad
Business Type: Manufacturer
Unit type: Spinning
Products: Carded Yarn, Combed Yarn
Brands: Imperial
Employees: Above 550
Main Markets: China, Canada
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Machinery Detail
Blow Room: Ohtori-Trutzchler,
Carding: Crosrol UK / Howa Japan
Lap Farmer: Toyoda SL-100 Japan
Combers: Toyoda VC5A Japan
Drawing: Reiter Germany/ Howa Japan
Simplex: Howa, Japan
Ring Frame: Howa, Japan
Auto Winder: Schelafhorst Germany, Murata Japan,
Laboratory: Swiss
Humidification: Local Plus Luwa, Swiss
Capacity
Number of spindles installed: 16464
Production capacity: 6.133 (M) KGS
Number of shifts per day: 03
Number of working days: 300
Nature of business
The principal business of Imperial Textile Mills is Manufacturing yarn and clothes.
Manufacturing Units
The Manufacturing Units are located in Muzaffargarh and Faisalabad.
Spinning Unit: Village Khanpur Bagga Sher, District Muzaffargarh.
Weaving Unit: P-16, Bhali Road, Off Tariq Road, Cannal Park, East Cannal Road
Faisalabad.
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Offices
The head office is located at 4
th
Floor, Institution Engineers of Pakistan Building, Gulberg iii
Lahore, Dealing with imports and exports.
Part of exports
The company exports more than 90% of the production.
Competitors
Imperial Textile Mills is facing strong competition both locally and internationally. Many textile
mills are competing with the Imperial Textile Mills.
Some of the competitors are
Mahmood Textile Mills
Multan Spinning Mills
Colony Textile Mills
Ahmad Fine Textile Mills




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Purchase Department

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Purchase
Department
Raw Material
Raw Cotton Polyester
Spear Parts and
General Items
Spare parts and
general items
Transportation
services
Repair services
Packing and
loading services
Purchase Department
The main purpose of purchase department is to buy the required items either for production or
items to continue the daily routine of tasks. So in this regard, the functions of purchase
department can be divided in two parts.






Raw Material Purchase
Raw material purchasing is the most important function of the Purchase Department. Because
the quality of the final product depends on the raw cotton that is purchased, so it become
necessary to make sure that right thing is purchased. Special attention is also needed when
there is business of exports; minor errors may result in a huge loss and puts a question mark on
the credibility.
People involved
Following people are involved in the purchase of Raw Material
General Manager: He defines, review and approve the raw cotton and polyester quality
range limit. He then finalizes the Internal Quality Standards for cotton
and polyester with Director. He is also responsible to demand required
quantity of raw material with respect to production capacity.
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Director: He is responsible for purchase of raw cotton and polyester in accordance
with the defined quality standards.
Lab A.S.M: He is responsible to perform the visual inspection of the polyester fiber
bales.
Cotton Clerk: He is responsible for raw material receive and co-ordination with
laboratory for the verification of quality.
Evaluation and approval of supplier/broker for raw cotton
procurement
Raw cotton is one of the raw materials used in Imperial Textile Mills. The purchase of raw
cotton is only made from the approved suppliers. All raw cotton is purchased from different
areas of Punjab and Sindh directly or through approved Brokers.
The Director evaluates and approves subcontractors for raw cotton and all the subcontractors
are reevaluated after one year. This evaluation is made on the basis of
ISO 9000 QMS/ISO 14000 EMS,
Capabilities of meeting the product/service quality requirements,
Timely deliveries,
Cost competitiveness.
All the evaluation records are kept in the Head Office.
After the evaluation, when a contractor is selected, two types of Master Lists are prepared by
the Account Manager in the Head Office
Master List of approved Subcontractor, Ginners
Master List of approved Subcontractor, Brokers
And these lists contains
Name of the contractor
Approval date
Revaluation date
Approved by
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Evaluation and approval of subcontractors for Polyester Fiber
procurement
In Imperial Textile Mills second raw material is Polyester Fiber. This is purchased only from
approved subcontractors. Here again the Director approves the subcontractor that supply the
fiber. The criteria for selecting a subcontractor is same as mentioned above in Raw Cotton.
After the selection of a subcontractor a Master List of Approved Subcontractors Fiber
Provider is prepared.
Procedure to purchase the Raw Cotton
Following procedure is followed while purchasing the Raw Cotton
Director instructs cotton selectors to draw samples from Approved Subcontractors.
Samples are sent to the laboratory of ITM for testing purpose.
These test are performed
o Staple length values for 2.5% & 50%
o Uniformity Ratio
o Floating Fibers %
o Micronair
o Moisture %
Sample are recorded on the Cotton Arrival Report
Director instructs the brokers to purchase the cotton.
Director prepares, reviews and approves the Cotton Purchase Slip. This slip contains
data that describe the product ordered like the quality and quantity of Raw Cotton.
Approved Brokers with the Cotton Selectors arrange to take delivery of the cotton
purchased and dispatch it to the Mills.
On receiving the raw cotton, the gate clerk prepares the Inward Gate Pass for Cotton
Excise Incharge prepares Cotton Receipt Weight Note that explains the weights of
individual bales and sends a copy to the head office.
Sample is taken from this purchase and again tested in the laboratory.
After all this, the Cotton is stored in Mills Godown.
If the raw cotton is rejected (not meeting the requirements), the General Manager notifies to
the Director about the rejection. And if the performance of any broker in continuously not
satisfactory, the Director can disqualify and exclude his name from the approved Broker/Ginner
list.
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Procedure to purchase the Polyester
Following procedure is followed while purchasing the Polyester
When required, the Director arranges to purchase polyester from approved
subcontractors.
Director communicates the demand to the fiber manufacturing company.
Fiber Manufacturing Company send polyester to the mills
On receiving the fiber, the Gate Clerk prepares the Inward Gate Pass for M.M Fiber
Excise Incharge prepares Polyester Receipt Confirmation Report and sends a copy to
the Head Office.
After the arrival of Polyester Fiber at Mills, the Lab A.S.M performs the visual inspection
and verifies the fiber bales against the standards.
These visual inspections are made
o Denier
o Staple Length
o Color
If results are satisfying, then it is stored in Mills Godown.
If non-conformity is found then a Non-Conforming Report is prepared by the Lab
A.S.M and he notifies this to the General Manager and GM notifies this to the Director
so that corrective actions are made.

Spare Parts and General Items
Other then raw materials, the purchase department also purchase the
Spare parts and general items
Transportation services
Repair services
Packing and loading services

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People involved
Following people are involved in the purchase of Spare Parts and General Items
General Manager: He reviews and approves the purchase indent, adequacy, correctness and
product satisfaction. He also reviews the subcontractors of all calibration
and repair for inspection, measuring and test equipment.
Purchase Officer: He is responsible to evaluation of items bought and he actually purchases
the items from approved subcontractors along with his purchase team.
Director: He approves the subcontractor for spare parts and general items. He also
approves the goods transporters.
Admin Manager: He is responsible to evaluate the goods transporters.
All the items are purchased from the approved subcontractors and these contractors are
evaluated on the basis of
ISO 9000 QMS/ISO 14000 EMS,
Capabilities of meeting the product/service quality requirements,
Timely deliveries,
Cost competitiveness.
This evaluation is done made again after one year.
After the evaluation of subcontractors certain Master Lists are prepared that contains
Subcontractors Name
Approval Date
Revaluation Date
Approved By
These master lists are prepared and managed in the different locations
Master List Name Managed By Managed In
Master List of Approved Subcontractors Spare Parts and
General Items
Purchase
Officer
Head Office
Master List of Approved Subcontractors
Calibration/Repair, Packaging and Loading
General
Manager
GM Office
Master List of Approved Subcontractors Goods,
Transporters
Admin
Manager
Admin Office
MLOA Subcontractors Spare Parts and General items Purchaser Main Store
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Procedure to purchase the Generals Items
A Demand Book is reviewed and approved by GM for its adequacy and correctness
with respect to maintenance schedule.
Store Incharge prepares proper Purchase Indent in duplicate reviewed and approved
by the GM for its adequacy and dispatches first copy to the Head Office.
After receiving the Purchase Indent the purchase officer circulates the inquiry among
approved subcontractors.
If the item is new, Store Incharge adds a new code in the Coding Control Register
The quotations received from approved subcontractors are attached with Purchase
Indent.
Purchase Officer sends this to Director and gets approval.
Purchase Officer prepares the Purchase Order and sends for approval.
Order is placed after approval.
Purchase Officer verifies the products provided by the subcontractor.
Purchase Officer collects the items from subcontractor.
Purchase Officer dispatches the items to Mills.
Imports
After establishing the need of any spare part the Director communicates with the approved
subcontractors for calling quotations and other information.
Director reviews and approves and then L/C is made for that purchase process.
After the verification of these documents by Director the procedure is completed.
Cash Purchase
Purchase officer carries out the cash purchase at Head Office and brings the commercial
invoice of subcontractor.
Mills purchaser carries out cash purchase and brings the commercial invoice from
subcontractor.
Store Incharge prepares GRIR (Goods Receipt and Inspection Report) that is reviewed
and approved by General Manager.
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Budgeted Purchase
This sort of purchase is carried out in order to maintain desired level of certain items. It includes
packing material and ring travelers that are directly purchased from Head Office after analyzing
their stock reports.
Purchase Officer prepares the Purchase Order that is reviewed and approved by
Director for this purpose.
Procedure to purchase the Calibration/Repair Services
The mill gets the services of approved subcontractors for the calibration and repair of
inspection, measuring and testing equipment in the same way mentioned above.
Procedure to purchase the Packing and Loading Services
The mill gets the services of approved subcontractors for the packing and loading services of
the finished goods in the same way mentioned above.
Procedure to purchase the Transportation Services
The mill gets the services of approved subcontractors for the dispatch of yarn.
After successful evaluation the Director gives the approval.
Bilty is issued by the transporter as a proof of taking over the yarn is kept over the
Truck/Containers driver and second copy retained by Excise Incharge.
The Admin Manager reviews bilty to ensure correctness of contents.
Disputes
All non-confirming materials are reported to subcontractors as soon as possible along with the
information on type on non-conformity found in the materials. Purchasing authority negotiates
with the subcontractors and asked by subcontractor for corrective action proposal or the
materials are returned to the subcontractor as appropriate.
Verification of the Purchased Product
The mill verifies the purchased product at mill and then the record of these activities are kept
and saved.

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Production
Department

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Production Department
This department is usually the heart of every organization that is involved in any sort of
production. Here the raw material is converted into the finished goods. The work done by
Purchase Department can go in vain if production is not done carefully. So special care is more
needed here because what is produced here actually goes in the hands of the final consumers.
The Production Process
The production process involves certain stages and certain people to convert the raw material
into finished goods. Each stage is defined below.
People Involved
All departments heads are responsible to identify the product in the production process
through proper identification.
Raw Material Godown
The process starts with the identification of raw material available in the Godown.
Raw Material is identified by its Name and by Origin. (With identical lot numbers).
(1 lot = 100 Bales)
If Material is imported then it is identified by Invoice Number and L/C Number.
Before receiving the inspection, the Material is identified as Not Ready For Use.
If Material has passed the inspection then it is identified as Ready For Use.
If not passed, then it is identified as Non-Conformity Product.
When the Raw Material is usable, it is sent to the production area and feeded to the
Blow Room for the process to get started.
Mixing area and Blow Room
The main purpose of the Blow Room is to clean and purify the cotton. This is the first step in
processing the Cotton. Here Raw Cotton is the input, while the Lap is the output of this room.
Bale Breakers are installed here.
The Bale Breaker have the beaters in them
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These beaters move the cotton into different ways and open it by splitting the cotton
with the help of spikes installed on the edges.
They break the cotton in a loose form.
Then this cotton is passed through a lighted path so that all the impurities like stones
could be detected and removed.
Some terminologies must be discussed here
o Scutchers: The machine where main output Lap is shaped.
o Distributors: The pipes through which the cotton is sent to Scutchers.
o Hopper Feeders: Used to regulate the flow of cotton in Scutchers. Ensure
the constant and uniform supply of cotton.
o Krischner Bearer: These are the beaters installed in Scutchers. They perform
the opening and cleaning of raw cotton.
Carding
The lap, which is the output of Blow Room is the input of this Carding Room. Here the output is
Card Silver. Here laps are opened, cleaned, drafted and short fiber is extracted.
The production manager checks the cotton and it comes in the drums type containers.
The lap is rotated on the Lap Rod
These Lap Rods are placed into the machines that perform different function on these.
After this, the Lap is converted into Silver.
Drawing
The main function of this room includes
Doubling Doubling the length of cotton fiber.
Drafting The length of fiber is increased 50%.
Parallelization Fiber of silver ropes is made parallel to each other.
Straightening Fiber are made straight here.
Simplex
After attaining cotton from drawing and carding processes then it is further passed back to
blow room process called Roving and then cotton is sent to next step. Here input is Finisher-
Combed Silver and output is Roving

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Here Roving machines are installed.
The main functions are Twisting and Drafting.
In twisting the machine twists the thread to make it cohesive.
Ring
Here again the main function is drafting and twisting. In this step small pones are developed for
further process and wastes are made out.
Autocone
Here the yarn that is being formed by the ring section is wrapped on cones. Different types of
thread are wrapped on different colors cones.
Here if the thread breaks, it is automatically rejoined and the waste is removed. Here also some
wastes are extract called; Oily hard waste and hard waste.
Packing
Cones manufactured in proceeding step are now kept in moisturize room for absorbing
required moisture. Cones are packed into bags or cartoon according to customer requirements.
The detail is mentioned on the cartoons that is
Count
Brand
Gross Weight
Net Weight

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HR Department
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Human Resource Department
Personnel Management or Human Resource Management could be the key activity for any
organization. No matter machinery and structure is also important, but at the end there are
people who are going to run and work with those machineries. Employees can lead an
organization to success or failure. It all depends on how they are managed and how efficiently
and properly they are used. Imperial Textile Mills also have a particular way to manage the
employees.
The main objective of the department is to manage
Recruitment and Selection
Orientation
Training
Job Placement
Salary
Rewards and Bonuses
Providing Other Facilities
Attendance and Leaves

Recruitment and Selection
Recruitments are usually made when an organization starts working and it is done to fill the
total number of people required to work in an organization. In ITM, huge recruitments were
made at the time of starting the business and then later on recruitments are made when any
position is vacant or there is a need to hire more employees according to the need of work to
be done.
The recruitment of employees of different levels is done by different people in ITM. For
example
Selection of lower level personnel of the production unit is done by the Administrator.
The Hiring, Training and Lay off of the labor and their supervisors are done by the
Administrator.
Technical staff and management are hired by the GM with the consent of HR
department of the head office.
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Recruitment Criteria
The complete recruitment criteria is given below
Sr. No Department Designation No. of Employees Criteria
1 Chief Executive 1 ------
2 Director 1 ------
3 General Manager 1
Graduation in
Textile+5 Year
Experience
4 Technical Manager 1
Graduation in
Textile+ 2 Year
Experience
5 Admin Manager 1
Intermediate+ 5
Year Experience
6 Accounts Manager 1
ACMA, CA + 2 Year
Experience
7 Account Assistant 1
B.Com+ 2 Year
Experience
8 Purchase Officer 1
Matric+ 5 Year
Experience
9 Cotton Selector 1
Matric + 2 Year
Experience
10 Excise Excise Incharge 1
Intermediate + 5
Year Experience
11 Cotton Clerk 1
Matric + 2 Year
Experience
12 Gate Clerk 1 Matric
13 Store Keeper 1
Intermediate + 1
Year Experience
14 Store Clerk 1
Matric + 1 Year
Experience
15 Purchaser (Mills) 1
Matric + 2 Year
Experience
16 Lab Lab A.S.M 1
Intermediate + 2
Year Experience
17 Uster Operator 1
Matric + 1 Year
Experience
18 Testing Clerk 1
Matric + 1 Year
Experience
19 Wrapping Boy-1 2 Matric
20 Wrapping Boy-2 3 Matric
21 Cone Checker 3 Matric
22 Packing Clerk 1 Matric
23 Mixing Clerk 1 Matric
24 Labor Labor Officer 1
Intermediate + 3
Year Experience

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Sr. No Department Designation No. of Employees Criteria
25 Record Clerk 1
Matric + 2 Year
Experience
26 Time Keeper 1 Matric
27 Roller Cover Shop Fitter 1 Literate + 1 Year
28 Helper 2 Literate
29 Foreman 1 Literate + 5 Years

30 Head Electrician 1 Literate + 3 Years
31 Senior Electrician 1 Literate + 2 Years
32 Electrician 4 Literate + 1 Year
33 Helper 3 Literate
34 Air Condition Foreman 1 Literate + 5 Years
35 Head Fitter 1 Literate + 1 Year
36 Assistant Fitter 1 Literate + 1 Year
37 Operator 4 Literate + 1 Year
38 Helper 1 Literate
39 Workshop Foreman 1 Literate + 5 Years
40 Turner 1 Literate + 1 Year
41 Fitter 1 Literate + 1 Year
42 Plumber 1 Literate + 1 Year
43 Welder 1 Literate + 1 Year
44 Helper 2 Literate
45 Blow Room Foreman 1 Literate + 5 Years
46 Fitter 2 Literate + 1 Year
47 Assistant Fitter 1 Literate + 1 Year
48 Helper 2 Literate
49
Head Jobber
(Back Process)
1 Literate + 3 Years
50
Jobber (Blow
Room, Card)
3 Literate + 2 Years
51 Picker Tenter 3 Literate + 1 Year
52 Doffer 9 Literate
53 Card Foreman 1 Literate + 5 Years
54 Head Fitter 1 Literate + 2 Years
55 Fitter 1 Literate + 1 Year
56 Grinder Fitter 1 Literate + 1 Year
57 Assistant Fitter 2 Literate + 1 Year
58 Helper 2 Literate
59 Card Tenter 15 Literate + 1 Year
60 Doffer 15 Literate
61 Drawing, Simplex Foreman 1 Literate + 5 Years
62 Head Fitter 1 Literate + 2 Years
63 Fitter 1 Literate + 1 Year
64 Assistant Fitter 1 Literate + 1 Year
65 Helper 3 Literate
66 Jobber 3 Literate + 3 Years
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Sr. No Department Designation No. of Employees Criteria
67 DDT 9 Literate + 1 Year
68 DST 12 Literate + 1 Year
69 Doffer 21 Literate
70 Ring Foreman 1 Literate + 5 Years
71 Head Fitter 1 Literate + 2 Years
72 Fitter 4 Literate + 1 Year
73 Assistant Fitter 2 Literate + 1 Year
74 Helper 10 Literate
75 Head Jobber 1 Literate + 3 Years
76 Shift Jobber 3 Literate + 2 Years
77 Jobber 6 Literate + 1 Year
78 4 Sider 96 Literate + 1 Year
79 Doffer 48 Literate
80 Auto Cone Foreman 1 Literate + 5 Years
81 Head Fitter 1 Literate + 2 Years
82 Fitter 2 Literate + 1 Year
83 Senior Fitter 1 Literate + 1 Year
84 Assistant Fitter 3 Literate + 1 Year
85 Helper 1 Literate
86 Jobber 3 Literate + 3 Years
87 Winder 6 Literate + 1 Year
88 Operator 51 Literate + 1 Year
89 Doffer 24 Literate
Selection Process
When the vacancies are created, the applications are invited through Press or personal
contacts.
The applications are vetted and merit list is prepared depending on the education.
The candidates are tested as per their trade/category.
The documents are forwarded to the Head of Department/Factory Manager. They
interview the candidates and write their suitability report.
The documents are put up before General Manager who gets formal approval from
Director to decide about their Pays & Allowances.

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Orientation
Orientation becomes the necessary part after the selection is made for any kind of worker and
the manager. The concerned Officer or Manager is made responsible for conducting the
Orientation in which usually the place of work and tasks to be performed are introduced. It is
also told to whom they should report or who is concerned with their work.
Training
Every time the training becomes necessary when a new innovation or new concepts are
introduced in Imperial Textile Mills. The objective of such training is to keep all the personnel
up to the date and make them trained enough that they can produce what is demanded from
them. Such employees that are well known about the all operations and also work according to
the updated environment try to make such products that satisfy the customers needs. Chief
Executive is responsible for the training of the employees and keeps an eye on the new trends
that when there is a need of training for the employees. Chief Executive orders for the training
program and in this way employee are trained to enhance their abilities.
Training Procedure
The nature of the company is that most of the technical work is done through skilled labor and
that skilled labor is mostly trained when any new technology or new thing comes into
existence.
The training procedure is as follows.
Identification of Training Needs and Resources
The management has provided adequate resources to implement the training program.
There is a Directory of Training in which all the training topics are defined.
Every year it is being reviewed and updated.
CEO reviews that directory after six months in-order to evaluate the skills and weak
areas of the employees.
Departmental Heads are responsible to give training to their workers.
ISO Coordinator prepares and MR (Management Representative) approves the training
schedule.
ISO Coordinator sends the Training Session form to the labor office, where Labor
Officer maintains the individual training record.
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MR is responsible to revise the training needs of the employees once in a year in order
to evaluate past performance of employees and provide training according to the skills
of the employees and workers.
Regular Training
Regular training to all new recruitment of Head Office and Mills is provided to them. As it is not
pre-planned, it is not mentioned in the Training Schedule.
Refresher Training
Refresher training is provided to the existing employees of Head Office and Mills according to
Directory of Training Needs.
Auditors Training
Director hires the consultants to provide the audit training to the internal quality auditors of
the company. Auditors receive the training for ISO 9000 from an expert of ISO 9000 auditing;
any recognized quality institution or the auditors previously conducting internal quality audits.
Salary
Two types of employees are working in ITM
Daily Workers
Regular Staff
Daily Workers
The workers, who are employed on daily wages, get their payment on the piece rate system.
The costing department works out the detail of the payment in such a manner that every
worker should get more than the laid down in labor laws.
Regular Staff
The wages/pay is fixed at the time of appointment Depending on the performance, annual
increments are given.


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The detail is given below.
Unskilled Labor: R.s 7000
Skilled Labor: R.s 7200
Supervisor: R.s 12000- 15000
Jobber: R.s 10,000
Foreman: R.s 25,000
Tech Staff: R.s 8400- 11000
Allowances
These allowances are usually given to employees at ITM. They vary according to the position of
an employee.
Old Age Benefits
Life Insurance
Pensions
Retirement benefits
Health insurance
Fuel/automobile
Attendance and Leaves
Attendance Policy
An "Attendance Card" is given to every worker and he brings it in the Mills in the morning
when he comes to work. From that card the attendance is shifted to a register for the purpose
of making "Daily Attendance Report for a Shift". This report contains information as;
No. of workers that should be on work.
No. of workers actually on work.
No. of workers present.
No. of workers absent.
No. of workers that have come on time.
No. of workers that have come late.
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Leave Policy
The leave policy is as under
Un-confirmed Workers
Are not entitled any leave. They can avail leave without pay for the specific period.
Confirmed Workers/Staff.
They are entitled
Casual Leave 10 Days
Annual Leave (Executive) 15 Days
Annual Leave (Non-Executive) 14 Days

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Services department
The main objective of the department is to provide support services to whole the unit and
production process.
The following chart explains the support services provided by this department

Air Conditioning
Services department control the temperature at the production unit to facilitate the production
process. This helps the mill to keep the machines cooled down. So the machines dont get
warmed up and dont create any sort of problem form the workers and the management.
Electricity Control
Services department also control the amount of voltage to be supplied to the whole mill and
the machinery installed in the production unit. So they are responsible of how much electricity
is needed at a specific room and then they provide it the required energy.
Power House
This department is also responsible for producing some energy that could be used as a backup
in case of power failure. This helps the mills to finish all the tasks and orders on time.
Workshop
In workshop, the maintenance and repairing of damaged parts of machinery is done. This also
comes under the services department.

Services
Department
Electricity
Control
Air
Conditioning
Power
House
Work Shop
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SWOT Analysis
SWOT analysis could be the most valuable tool to identify the status and position of an
organization in a specific environmental mechanism. It could help to determine that how an
organization will respond and behave and what will be its strategies if it faces these internal
and external environmental stimuli. So as a conclusion, this analysis best captures the picture of
the organization within a given context. To determine this picture of Imperial Textile Mills, I
have done the following SWOT analysis, based on my observation during my internship
program and on the comments and views of the organization's one of top manager, Mr. Idrees
Strengths
1. ISO Certified
Imperial Textile Mill is ISO 9002 certified, means that it meets the international standards of
quality, which is helping the Mill to create a positive value in the mind of customers.
2. APTMA member
As being the member of All Pakistan Textile Mills Association, ITM possesses some powers that
are also owned by the other members of APTMA. This enables ITM to fight and get their voice
heard against any policy that is made by the government against any textile mill and that can
create problems in the daily routine of work.
3. Motivated workforce
As they are following the international standards of production, employee satisfaction and
workplace, they are providing a better pay along with occasional bonuses and other facilities
like insurance and pension plans and also providing a safe workplace environment to their
employees that is creating a sense of satisfaction among the employees and it keeps them
motivated to work hard.
4. Latest machinery
They are using latest machinery for the production work, which helps them to complete the
orders in time and increasing the productivity of the employees
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5. Own power generation plant
ITM have own power generation plant which is helping ITM to complete the orders in time by
minimizing the time loss of production. And it is also helping to cope with the current energy
problems faced by our country.
6. Cheap labor
Due to its geographic location, cheap labor is available to Imperial Textile Mills that is helpful in
reducing the cost.
Weaknesses
1. Manual work
Apart from using the latest machinery for the production purpose, most of the official work of
keeping the records of items, sales, employees and other things is still done with the help of
traditional pen and paper method, and the use of computer for the same purpose of record
keeping is less.
2. Centralized decision making
The decisions are made by the top management which is weakness of the ITM because they
have no proper idea about the situation and their decision can be not fruitful for the company.
3. No promotional activities
Imperial Textile Mills is not involved in any promotional activities. So involvement in the
promotional activities is needed.
4. No value added products
Imperial Textile Mills is not exporting any value added products. That is why profits are not as
much as they should be.
5. Poor organization culture
The organization culture is not as strong as it should be. Means that culture practices are not
visible enough for a person who is new to the company, and it will take time to learn all the
practices and culture that is followed in ITM.
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Opportunities
1. Computerized record keeping
They can adopt the computers for the record keeping purpose. Keeping the digital databases
will help them to easily generate needed reports with only a little effort, they can save the data
as they wanted to, and can gain other advantages of storing data in a digital manner.
2. New and qualified staff
ITM can hire young, better, energetic and more qualified staff that can work with the latest
machinery and can help in creating and managing MIS system for ITM.
3. Proper utilization of resources
If the cost of different matters which is not utilizing properly is controlled by ITMs
management they can produce more in a few costs. It has to develop a further systematic
process for controlling and managing resources.
4. New products for existing markets
If Imperial Textile Mills expand its product line then it can offer more and better products to its
current customers, which in return will increase the customer loyalty.
5. New markets
Imperial Textile Mills has opportunity to explore new international and growth oriented
markets and offer its current products to these new markets by exporting its products to
countries like United States, UAE, Saudi Arabia.
6. Start promoting the product
Imperial Textile Mills can still start to promote its products. The promotion may lead Imperial
Textile Mills to a tremendous increase in the sales of its products.



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Threats
1. Power shortage problem
As our country is facing difficulties due to electricity and power shortage, it is creating problems
for ITM as well. This power shortage is causing problems in the working hours which might
reduce the productivity of employees and the mill itself. In order to cope with these problems
ITM is looking forward to their own energy resources to keep the pace of production at a stable
acceptable level.
2. Increasing cost of production
Cost of production is not merely based on the cost of energy; which is increasing day by day; it
also includes other costs like cost of labor in shape of their wages and incentives. So in future if
a new law of minimum wage or some other law like this is passed, then this will certainly
challenge ITM to stay in budget.
3. Increasing number of local competitors
As more and more players are entering in this field, the competition is increasing which in a
result is decreasing the profit of every textile mill. So for the survival purpose ITM have to
introduce new and more quality products to its customers so that they wont switch to other
mills.
4. International competition
Today more fierce competition is generated by large and emerging new international
competitors that include China, Thailand and Indonesia.
5. Change in buyers demand
As the competition increases, there are more chances that the buyer will switch to other
suppliers products that is providing a slightly better thing. Or he will demand more and better
products from the existing supplier. So in this case ITM have to work hard to keep its current
customers in its hands, so that they wont switch to other suppliers.
6. Government policies and interference
Policies imposed by governments could also be like a constant threat to ITM and other textile
mills. For example previously government introduced a rule for textile mills to pay 40% of their
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profit as dividend. Now that brings difficulties for the mills with low budget. So in the future if
same or other type of rule is introduced again, then this will cause problems for all textile mills
including ITM as well.
7. Unreliable agricultural sector
No matter our country is an agricultural country, but still the agricultural sector is unreliable
due to weather, irrigation system and the economic condition of the farmers. So less
production of cotton may result in an increase in the prices of the cotton which as a result may
increase the cost of the final product.
8. Global Economic Instability
In the last few years the world have witnessed a worst economic crunch that have caused the
countries to think beyond the current possibilities and friendships and choose something that is
both economically and socially beneficial for their country. So in this regard the countries are
trying to produce the things they can, showing less dependability on external providers of these
things. And if they are not able to produce themselves then they look for places that provide
them these things at a low cost. As Pakistani products are sometimes priced higher than other
countries, so the buying country chooses what is beneficial for him. If the situation remains the
same then it can create problem for Pakistani producers and exporters.
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PEST Analysis
PEST analysis uses certain factors that determine how external forces are affecting the working
condition of any organization.
These factors includes,
a) Political
b) Economical
c) Social
d) Technological
Political
As we already know that the political condition of Pakistan is not very stable. The government
doesnt have eligible people to work and to make proper policies regarding the economic
situation of Pakistan.
Most of the policies made by the government are usually of no benefit to the textile industry.
Clash between the federal government and the provincial government is affecting that trade
policies. Using energy production issue to blame each other is not solving any of the power
shortage problems. So as a result the textile industries have to rely on its own resources to
complete the production which is causing a huge increase in the cost of final product. Also the
law of minimum wage is adding to the problem.
The rules regarding taxes and tax collection also have an impact on the textile sector.
Export and import policy and quota policy also plays a vital role in the development of the
future of any textile mill. Custom rules and regulations regarding exporting the products and
importing the machinery could also add to the problem if not created and revised in proper
manner.
Government should apply sustainable policies for the benefit of the exporters as well as the
investors.

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Economical
Growth rate of a country could also be important for the textile sector.
Both national and international economic conditions are not suitable for the textile industry of
Pakistan. The demand for our products is decreasing gradually as more countries are now
participating in the production of same products.
Similarly the decreasing value of Pakistani rupee is also adding to the problems. The economic
condition of Pakistan can also affect the foreign investors. Increasing rate of inflation is
increasing the cost of production, which as a result decrease the profit margin of the investors.
Increasing fuel prices is one of the causes of this situation.

Social
The change in the lifestyle of the people could also affect the growing demand of the ITM
products. The change in the lifestyle and needs in different demographics also affect the
demand of the customers.
The workforce attitude toward the job is positive and the reason behind this is the lack of
availability of suitable jobs in the job markets. People find this sector Good Enough until they
find another job.
Technological
Technological advancement in all the sectors of the country has changed the entire socio-
economic environment. Especially in the textile sector there is a lot of technological
development. ITM Excellent computerized machines and devices are installed in the ITM has
made extension in its present setup by installation of well advanced technology imported from
foreign countries.
And at the same time the new technological developments such as e-commerce, e-banking and
information technology are improving the overall efficiency and productivity of this sector.

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Similarities and Differences
During internship I have found some things that are also found in books and some other things
which are not found in books. For example
Similarities
Some things that I found similar
Most of the HR practices like recruitment, selection, leaves policies are same as
mentioned in the books.
ISO policies and rules are not only implemented but are also strictly followed.
Selection of raw material is important because it affects the final product.
Computerized record keeping reduces the cost and increases the efficiency.
Having your own raw material increase the efficiency.
Decentralization is not that much accepted in Pakistan.
In case of economic instability, people will still work even with low pay.
Innovation increases your efficiency.
More quality is better than more quantity.
Differences
Some things that I found different
Organization culture is not that much visible as mentioned in the books.
Not having a proper HR department doesnt means that the organization cannot
properly manage the Human Resource.
You can survive even without promoting your product.





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Recommendations
The office staff should maintain decorum in the office and should not talk in loud voice
and also irrelevant discussion during work should also be abolished.
ITML should try to end one man show that is prevailing in the company of centralization
because it is not in the benefit of the company.
Employees should be trained on a proper way and in this way their abilities should also
be enhanced.
Management Information System should also be introduced in the company in order to
keep the necessary documents safe and up to date.
HR department of the company should also be improved and properly made because in
this way it can perform better.
Training of the employees should be done regularly so that the confidence should be
gained by them.
Working hours of the company should not be more than the capacity of the employees
so that they can perform their task better.
If the working hours of the employees have been increased then they should be paid
more for that extra work.
The mill can provide transport services to their female staff or to the people who come
from a long distance.
The mill should produce value added products and should stat promoting them.

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Work Done During Internship
During the period of internship I learned from the departments that were managing all the
work there like HR Department, Production Department and Purchase Department.
Purchase Department
Here I came to know that purchase department is there to maintain the stock of raw material
and other stuff at a desirable level, so that the mill could work at the level where it should be
working, otherwise if enough resources are not available, then the mill could have stopped the
working. Apart from purchasing the raw material and keeping an acceptable level of inventory
in stock, checking the raw material, their quality, quantity, rates, suppliers and on time delivery
of these purchased material was also the concern of the Purchase Department.
In this department I have prepared some reports like Cotton Arrival Report and others in
which it was mentioned that cotton is received as a sample and after that the cotton will be
taken in the lab to assure the quality of that cotton. Same report was made at the arrival of
polyester also that it has been arrived as a sample for testing. During the inspection process I
was also there where a report was made to check the quality of the cotton and I prepared the
report with the help of Lab A.S.M that whether the quality of the cotton is good enough to
purchase it or not.
Production Department
I have already mentioned above that the Production department is the most important
department of the company. In this department raw material is converted into finished goods.
The process starts with raw cotton and ends with the packed yarn that is produced in this
department. In this department they have assigned me some tasks like to prepare a document
of the raw material before its inspection as Not Ready for Use and after Inspection as Ready
for Use and in case of non-conformity as Non-Conformity Product. The basic purpose of
these reports was to make sure that only the acceptable and tested cotton is installed or used
in the production process, otherwise the cotton with any defects could bring problems to the
machines or the final product itself.
Other than that the task was also to ensure that required number of people are operating and
working efficiently to produce the output.
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HR Department
HR management is being done in the mills though there is not a proper HR Department but still
they are working as HR department. In that department I was assigned some tasks like to work
with the attendance register and to manage a detail of the employees taking overtime. The
reason behind this was to ensure that the employees working overtime are paid properly. I also
saw that how people are recruited and selected. In that department I also noted about the
salary and bonuses criteria and also the pension method by the company.



Learning as Internee
The purpose of the internship was to gain practical experience of the real world. And I hope
that I have accomplished that objective. I have learnt that quality is the thing that matters the
most. Quality in the products always satisfies your customers. During production, problems
could be added to the product at any level. In order to solve the problems you must make sure
that you are not leaving any loopholes behind. In order to get to the root of the problem try to
inspect the process of production on every level.
Purchasing the right thing will lead you to selling the right thing. So this must also be taken into
consideration. Any defective purchase could be returned but it cannot bring back the time that
is lost during this process. So selection of a credible supplier also becomes important when the
matter is of timely delivery and production of products.
Human Resource no matter skilled or unskilled have own vital importance and no one can deny
it. They can show some miracles and can cause disaster for an organization. We refer an
organization as an individual but in the end there are employees who run the whole
organization.