CHAPTER – I INTRODUCTION

The textile industry in India traditionally, after agriculture, is the only industry that has
generated huge employment for both skilled and unskilled labour in textiles. The textile
industry continues to be the second-largest employment generating sector in India. It offers
direct employment to over 35 million in the country. The share of textiles in total exports was
11.04% during April–July 2010, as per the Ministry of Textiles. In 2010, there were 2,500
textile weaving factories and 4,135 textile finishing factories all over India. According to AT
Kearney’s Retail Apparel Index, India was ranked as the fourth most promising market for
apparel retailers in 2009.

India is first in global jute production and shares 63% of the global textile and garment
market. India is second in global textile manufacturing and also second in silk and cotton
production

A cotton mill is a building housing spinning or weaving machinery for the production
of yarn or cloth from cotton important product during the Industrial Revolution in the
development of the factory system.

Although some were driven by animal power, most early mills were built in rural areas
at fast-flowing rivers and streams using water wheels for power. The development of viable
steam engines by Bolton and Watt from 1781 led to the growth of larger, steampowered mills
allowing them to be concentrated in urban mill towns, like Manchester, which with
neighbouring Salford had more than 50 mills by 1802.
The mechanisation of the spinning process in the early factories was instrumental in the
growth of the machine tool industry, enabling the construction of larger cotton mills. Limited
companies were developed to construct mills, and the trading floors of the cotton exchange in
Manchester, created a vast commercial city. Mills generated employment, brought economic
growth to the area and even provided town residents with educational and leisure opportunities.
Drawing workers from largely rural areas and expanding urban populations. They provided
incomes for girls and women. Child labour was used in the mills, and the factory system led to
organised labour. Poor conditions became the subject of exposés, and in England, the Factory
Acts were written to regulate them.
Before the Industrial Revolution, textiles were produced according to a small-scale
putting-out system. Under this system, merchants contracted out work to ordinary women and

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even children to produce textiles in their own homes. Articles of clothing were then sold by
merchants to the general public at markets and other retail venues. Spinning mills were
introduced to the United States in 1790 by English-born mechanist and businessman Samuel
Slater (1768–1835). The twenty-one year old had worked as a textile labourer for more than six
years in an English mill, where he learned about the workings of a cotton-spinning machine
invented (1783) by Richard Arkwright (1732–92). The British considered the Arkwright mill
the cornerstone of their booming textile industry and laws prevented anyone with knowledge
of the mill from leaving the country.

The Indian textile industry contributes to 7% of Industrial output in value terms, 2% of India's
GDP and to 15% of Country's export earnings with more than 45 million people employed
directly. The textile industry is one of the largest sources of employment generation in the
Country.

Some of the very recent developments in Indian Textile Industry:

• On a year-on-year basis, cotton textile industry has posted a growth of around 14.8 %
followed by the products produced by textile industry with a growth rate of above
11%. The textile sub-sector involved in the production of silk, wool and manmade
fibres has also seen a steep increase in its growth amounting to 8.2% on a yearly basis.
• Year 2006-2007 has also seen a phenomenal rise in the production in spun yarn sector
by an amount of 10.3%.
• Production of cloth by the Indian textile Industry has evidenced an increase in its
growth at a rate of 8.7% during 2006-2007. Among this sector, the highest rate of
growth has been seen in the Hosiery sub-sector followed by power loom sub-sector
amounting to 10.1% and 8.8% respectively.
• The overall export scenario of Indian Textile Industry is quite significant with an
increase of 10.53% during the 2006-2007 financial year. Export growth rate of cotton
textiles recorded a growth rate of 21.47%.
• Export growth rate of man-made textiles recorded a growth rate of 19.03%.Hence it
can be concluded that the growth in the textile sector was quite significant after the
disintegration of the MFA regime. The main reason behind it being the competitive
edge enjoyed by the Indian textile industry in the whole world.

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 The figure above shows total production and export of Indian Textile Industry in fabric
sector along with the production in all the sub sectors under it. This highlights includes the fact
that the total production of fabricated products by the Indian Textile Industry is between the
period 2002-2003 and 2005-2006 increased at a moderate rate from 2,55,137 crores to 4,56,417
crores.

Steps taken by the Government for Development of Textile Sector:

In order to achieve sustainable growth, modernization, value addition, increase in

exports and for overall development of the textile sector in the country, the Government has
been implementing various policy initiatives and schemes such as the Technology Upgradation
Fund Scheme (TUFS), Schemes for the development of the Power loom Sector, Schemes for
Technical Textiles, Scheme for Integrated Textile Parks (SITP), Integrated Skill Development
Scheme(ISDS), Integrated Processing Development Scheme (IPDS), National Handloom
Development Programme (NHDP), Comprehensive Handloom Cluster Development Scheme
(CHCDS), etc. Further, the Government has also recently launched special package for
employment generation and promotion of exports in Textile and Apparel sector.

Government has taken a large number of steps through its various policy initiatives and
schemes such as Technology Upgradation Fund Scheme (TUFS), Schemes for the development
of the Powerloom Sector, Schemes for Technical Textiles, Scheme for Integrated Textile Parks,
(SITP), Integrated Skill Development Scheme(ISDS), Integrated Processing Development

3
Scheme (IPDS), National Handloom Development Programme, Handloom Weavers
Comprehensive Welfare Scheme, Yarn Supply Scheme, Comprehensive Handloom Cluster
Development Scheme, etc. to provide assistance for modernization of textile industry in the
country.

TEXTILE INDUSTRY IN TAMILNADU:

The State of Tamil Nadu has always been in the forefront of economic growth in the
country. The State has made impressive strides over the years to carve out a niche for itself in
the fields of engineering, automobiles, textiles, leather, Information Technology, electronic
hardware and hi-technology industries. The Gross State Domestic Product (GSDP) stood at
157.85 billion US dollars at constant prices in 2016-17. The industrial GSDP of Tamil Nadu
grew at an impressive rate of 8.79% from the year 2011-12 to 2015-16 at constant prices higher
than the National average of about 7.6%. To maintain its position as a progressive State, the
Government has taken proactive steps like the release of Vision 2023 Tamil Nadu document,
formulation of Tamil Nadu Infrastructure Development Act, Rules and Regulations, along with
Tamil Nadu Transparency in Tenders (Public Private Partnership and Procurement) Act and
Rules. The United Nations Report on Probity in Public Procurement has recognized
Tamil Nadu as the first State to have a legislative frame work to deal with Public Private
Partnership procurement. The Vision 2023 Tamil Nadu document which lays out the road map
of development for the State, aims to achieve a consistent economic growth rate of 14% per
annum in a highly inclusive manner and to identify and remove the bottlenecks in development,
prioritize critical infrastructural projects, and work to propel towards the State of Tamil Nadu
to the forefront of development.
Some of the textile products from Tamil Nadu which are universally recognized for
the excellent craftsmanship and their uniqueness are Kancheepuram Silk Sarees, Bhavani
Carpet (Jamukalam), Madurai Sungadi Sarees, Coimbatore Kora Sarees, Paramakudi Sarees,
Salem Silk Dhoties, Erode and Karur Home Textiles, Tirupur Knitwear Garments, etc. Tamil
Nadu acts as the hub of textile exports from the country viz., Tirupur for Knitwear Garments,
Coimbatore for Yarn, Karur for Home Textiles and Chennai for Woven Garment exports. The
State accounts for 19% of the Nation's Textile output with a robust network of all the sub-
sectors of the Textile industry. State Textile industry is the largest economic activity after
Agriculture. Tamil Nadu is the leading State in the Country in Textile sector and having major
stakeholders with 46% of Spinning capacity, 60% of yarn export, 20% of Power loom capacity,
12% of Handloom capacity, 70% of Cotton Fabric Knitting capacity, 20% TUFs investments,

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direct employment to around 31 lakh people, more than Rs. 50,000 crore exports and 1/3 of
textile business in the country.

TEXTILE INDUSTRY IN COIMBATORE:

A major hub for manufacturing, education and healthcare in Tamil Nadu, Coimbatore is
among the fastest growing tier-II cities in India. It houses more than 25,000 small, medium
and large industries with the primary industries being engineering and textiles.

Coimbatore is called the "Manchester of South India" due to its extensive textile industry, fed
by the surrounding cotton fields.

BUDGET ALLOCATION FOR TEXTILE INDUSTRY:

The budget is expected to give major impetus to the textile and apparel consumption
by increasing the purchasing power of middle class and farmers. It has focused on empowering
rural India and the middle class of the economy.

The industry welcomed setting up of seven mega textiles parks under MITRA, and duty
reduction on nylon raw materials. However, the levy of 10% import duty on cotton saw mixed
reactions. The grant to the textiles and clothing sector in Union Budget 2021-22 is Rs 3,614.64
crore, about 10% higher than the revised Budget amount of Rs 3,300 crore in 202021. The
Budget also puts emphasis on infrastructure development and research & capacity building as
the grant for these sectors has been increased by about 43.7% and 77.5%, respectively,
compared to last year.

INVESTMENT OPPURTUNITY & POTENTIAL ACROSS TEXTILE VALUE

CHAIN:

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 CHAPTER – II ORGANIZATION PROFILE

LOYAL TEXTILES was established in the late 1800’s, by Sir ED Sasson, as a

spinning and weaving mill with imported machines from England. Karumuttu Thiagarajar
Chettiar, a visionary and doyen of the South Indian Textile Industry took over the mill in the
year 1953. The company transformed into a modern textile mill under his visionary
management. Loyal has been steadfast in following its founder’s policy of constantly
upgrading the technology to Indian Textile Industry.

The year 1979 witnessed the introduction of air jet weaving technology. The first
open width continuous dyeing plant was commissioned for knitting in the year 2006 and the
first ozone based waste water treatment plant in 2007. In 1996, Loyal began its international
journey by acquiring ‘controlling interest’ in a Marketing and Logistics company that was
involved in design, marketing, warehousing and logistics in Italy for technical garments in
workwear segment.

The Group’s annual turnover is INR 1,400 Cr (US$ 200 Million), out of which, INR
1,120 Cr (US$ 160 Million). Revenue is generated from exports. Loyal Group exports
products to various countries which includes Argentina, Australia, Bangladesh, Brazil,
Belgium, China, Cambodia, Colombia, Croatia, Dominican Republic, Dubai, El Salvador,
Egypt, Germany, Hong Kong, Hondrous, Indonesia, Italy, Iran, Israel, Japan , Korea,
Lithuania, Latvia, Mauritius, Morocco, Madagascar, Portugal, Poland, Philippines, Pakistan,
Peru, Russia, Spain, South Africa, Sri Lanka, Tunisia, Turkey, Thailand, Taiwan, Vietnam,
United Kingdom and the USA.

LOGO OF THE COMPANY

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MISSION & CORE VALUES OF THE COMPANY

Mission:

• Our quest is to become the most admired group by all our stakeholders i.e.,
• Customers, Employees, Share Holders and Society at large.
• We shall pursue world- class standards in our People, Products, Processes and
Performance.
• We seek quantum growth to lead in the International and domestic market and
enhance our international presence by encouraging Innovation and Nurturing
Intellectual Processing.
• We will be always conscious of the path we take to ensure highest ethical and moral
compliance even as we remain totally focused on our goals.

Vision:

• With a strong commitment to quality and customer satisfaction, our vision

encompasses the following:
• To be one of the most admired textile companies which follows and supports
sustainable environmental friendly processes right from cotton cultivation to Product
distribution; practices high level of integrity and fairness in dealing with all the stake
holders.
• To remain focused on developing Specialized and Technical products for safety and
functional wear.

Energy Policy:

Almost 70% of the energy requirements of the mills is met from Loyal’s own
Windmills and Solar Plants. In order to reduce specific energy consumption several measures
are being taken continuously. All manufacturing units have only LED lighting systems.

Environmental Policy:

Loyal textile mills have reverential respect for the environment, At all the
manufacturing units, It has both ETP and STP, besides rain water harvesting. All units have a
very high degree of green cover, harvesting the grass grown in the mill premises a large
number of cows are reared which in turn give bio fertilizer and bio-pest control solutions
besides gas for cooking food for the hostel inmates. A total of 75 million litres of rain water

7
storage has been created in the various units of the company, Large number of different birds
reside in the mill premises, the presence of several fruit bearing trees cultivated specially for
the birds to feed upon,

Policy on child labour:

They don’t recruit trainees below 18 years of age and age proof insisted to ascertain the
same for employment.

CORE VALUES OF THE COMPANY:

• To promote a profitable and sustainable business activity and that meets the hospital’s
needs.
• To gain a competitive edge.
• To provide excellent customer service.
• Satisfying the changing needs of consumers for total delight.

• Continuous improvement by total committed participation of all.

• Improve the effectiveness of quality management.

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 CHAPTER – III

DEPARTMENTS AND ITS FUNCTIONS

The main objectives of the departments in company are, understanding the

functions of different departments in spinning industry, and identifying the various
equipments used in the company.

The various departments are

1) Purchase Department
2) Stores Department
3) Production Department
4) Quality Control Department
5) Marketing Department
6) Sales Department
7) Accounting and Finance Department
8) Human resource Department

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1. PURCHASE DEPARTMENT

The first function of textile mill is purchasing raw materials. Raw materials
include the purchase of cotton. Before the purchase, samples of cotton are received after
checking it the purchase order is made.
The purchase is done through the brokers, commission agents, or through the
direct dealing of the spinning mills. They purchase cotton as bale wise.
The cotton is being purchased from the states of Maharashtra, Madhya Pradesh and Guntur
in Andhra Pradesh.
The company purchases the cotton once in every 15 days or sometimes it may
extend to 30 days.
After the order is being confirmed by the buyer the merchandiser will sit with
the other concerned departments and then the exact quantity required and the breakup of
the trims and accessories with respect to colour, size, etc., will be given by the
merchandiser to the purchasing department in the form of a sheet which is generally
followed in the industry for all the orders irrespective of the buyer. Once the purchasing
department receives this format, then the purchase order is sent to the concerned
department for accessories and trims.
After receiving the goods from the supplier they are rechecked for the quantity
and replaced if any of them are not meeting this criterion. The goods are generally received
in breakups as suggested by the merchandiser according to the requirements stated by the
planning and the production department and this breakup will have specified date and
quantity and if this breakup is not being mentioned then the order is being placed with the
11

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 supplier several times for small quantities and purchase orders have to be sent all the time
so, in order to overcome this a breakups are being is given.
Then the purchasing department has to follow up with the supplier for deliveries
as and when the merchandiser asks for the new set of the materials.

2. STORES DEPARTMENT
Storekeeper maintains complete list of raw material and peripheral suppliers
along with their price list to contact them immediately during emergency circumstances.
Storekeeper has to decide the minimum and maximum quantity of materials to be stored
in the godown.
After receiving the goods it is the duty of the store keeper to ascertain or verify
that the goods received are matched with the specification mentioned. If there is any
deviation the storekeeper should receive the explanations for the same from the supplier
else if the explanations are not satisfactory then the storekeeper should return the goods
once again to the supplier. This company follows the FIFO method.
Further, spare parts for machineries such as belts, wheels, pulli (related to belt),
travellers, chains, cops, aprons and so on are maintained in the stores department.

3. PRODUCTION DEPARMENT
1) MIXING
At the first stage of production process hand stock mixing is done. The bales
are taken in the ratio of 70:30, At the first stage of production process hand stock
mixing is done. The bales are taken in the ratio of 70:30, that is 70% polyester & 30%
of cotton. The bales are arranged as layer by layer. The process is done in a special
room called mixing room, which is in a lower temperature than that of the normal
room temperature.

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2) GINNING

The factory has 3 ginning factories with a capacity of 60,000 kgs of lint per
day to gin 30mm plus and extra long staple cotton without contamination. The unit follows
the best work practices, giving no room for any foreign fibre contamination.

3) CARDING
This process seperates the cotton fibers from impurities and removed short and
Immature fibers. The carding engine delivers cotton on a filling web which is
collected together to form a loose rope of fibers called ‘Silver’. These silver as a product is
stored in cans. These silvers are collected in coir cans. Carding machine used here is
‘Lekshmi Rieter . There are 35 semi high production carding machinesand 7 high
production carding machines.

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4) COMBER
Objective of the comber is to remove short fibers , lambs and impurities present in card
silver. When the silver is passed through the comber machine, the short fibers are unmoved and
thus larger staple length can be optained. Comber functions as to remove fiber hook and
parallalize the fiber, to bring about fiber to fiber seperation and to remove short fibers.

5) DRAWING
The ‘silver’ lacks uniformity and so silvers are processed in the drawing frame.
Here the silvers are made uniform in thickness by doubling process and fiber gets drawn
straightened by drafting process. Hence both doubling process and drafting process are
taken places. Doubling is done to improve the uniformity of the fiber, parallelisation of
the fiber is achieved through drafting ie, without breaking continuity. Silver from cardig
are stretched or down in states by passing them through a drawing frame. Eight carding
silvers are converted into one silver through the drawing frame, and it is more narrow in
14 which fiber have been blended and aligned more closely.

6) SPINNING
Loyal has a total of 135,000 spindles 4,888 rotors and 176 Air Vortex spinning
heads. The spinning capacity is spread over four locations (Kovilpatti, Sattur, Arasanur and
Naidupet - Andhra Pradesh) Loyal's spinning blocks typically do not exceed 25,000
spindles in one shed to ensure that different blends, are run in different sheds. It has two
small 2,000 spindle units to produce technical fibre yarns and special yarns, It has three
units with a total capacity of 45,000 spindles to produce PC or CVC yarns, It has two units

13
with a capacity of 24,000 spindles to produce Melange yarns, A dedicated inhouse R&D
unit with 2,200 spindles ensure development and on time sampling. Almost 98% spinning
is compact spinning. 9,000 spindles with Siro compact spinning and 3,000 spindles with
electronic drafting to produce multicount or slub yarns.
Majority of the spinning frames have auto doffing and link cone winding
configuration. All auto-coners have the latest version of Loepfe clearers with to Zenith
provision both polypropylene and colour eliminate contamination.

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7) TWISTING AND GASSING UNIT
The twisting unit at Sattur houses Murata and peas Metler parallel winding
machines, 22 TFO machines, 160 drums RITE gassing machines and 720 drum winding
machines . The unit is also equipped with Xorella Yarn conditioning machines to
condition hosiery yarn. The company also has 240 gassing positions to produce gassed
yarns for the global market.

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 8) WEAVING
The weaving preparatory consists of Beginner warping and sizing machines with
5 warping machines, 2 sectional warping machine and 4 sizing machines, with size pick-
up measuring and control device. It has a wide width air jet looms with dobbies and twin
beams. The air jet looms are from Toyota, Picanol, and Mythos Somet. The two weaving
machines of the company Have 460 air jet looms of widths 190 cms, 210 cms, 220 cma,
280 cms, 340 cms. Crank, cam and dobby looms with single and double beam options
with up to 6 welt feeders are also available.
Loyal employs the most energy efficient centrifugal compressors and use coated
aluminum tubes to reduce flow resistance. Air consumption is monitored online to ensure
that all looms use minimum amount of air. The loom sphere humidification system reduces
power and water consumption.
The company produces 170,000 - 200,000 metres of fabrics per day of width
from 129 cms to 360 cms of count range from 6s to 100s including very densely woven
fabrics.

4. QUALITY CONTROL DEPARTMENT

A firm belief in the fact that quality is the key to success, this company
empowers its unit with almost all aspects of delivering nothing but the best in quality.
Quality is a measurement system cover the entire organisation from sales through shipping.
It is a procedure or set of procedure intended to ensure that a manufactured product or
performed service adheres to a defined set of quality criteria or meets the requirements of
the client or customer. This quality analysis department prepare a weekly report and is
submitted to factory manager and is forwarded and signed by the General Manager.

Inspection System
The company does 100% inspection of the knit fabrics with intelligent
Inspection machines, Using in-house software, the machines capture al the data on defects,
contamination and grade the fabrics to ensure 100% customers delight. Once inspected and
rolls cut to stipulated weight, they are automatically packed and made ready for dispatch.
The ‘Seven gate quality assurance system’ provides a strong platform for zero defect.
The fabric rolls are stored in Rack supported warehouse, with full automation.
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Reports given by quality control department:

• Daily production statement

• Daily yarn quality statement
• Daily electrical statement
• Delivery inspection report

Types of test:

• Yarn twist

• Linear density

• Yarn strength

• Yarn elongation

Yarn twist

Twist is defined as the spiral disposition of the components of yarn, which is generally
expressed as the number of turns per unit length of yarn, it is essential to keep the component fibres
together in a yarn. The increase in twist, the yarn strength increases first, reaches a maximum and
then decreases.

Linear density

The fineness of the yarn is usually expressed in terms of its linear density or count. There are
a number of systems and units for expressing yarn fineness. For the determination of the count of
yarn, it is necessary to determine the weight of a known length of the yarn. For taking out known
lengths of yarns, a wrap-reel is used. The length of yarn reeled off depends upon the count system
used. The increase in the count shows the decrease in the density of the yarn and the decrease in the
count shows the increase in the density.

Yarn strength and elongation

During routine testing, both the breaking load and extension of yarn at break are usually
recorded for assessing the yarn quality. An important factor which affects the test results is the
length of the specimen actually used for carrying out the test. The strength of a test specimen is
limited by that of the weakest link in it. If the test specimen is longer it is 17 likely to contain

17
more weak spots, than a shorter test specimen. Hence the test results will be different for
different test lengths due to the weak spots.

4. MARKETING DEPARTMENT

Marketing is a human activity directed at satisfying needs and wants through an

exchange process. The aim of marketing is to make sales in orders to earn reasonable profit for
the producer.
Marketing has an intensive position in today’s business activities. Marketing of
products helps in gaining popular and profits easily.
● To market the products, enquiry is the first important step.

● For parties’ interest, instruction is sent to the weaving section to finish the goods within time
period given.

● This enables the concern to market the product at quite competitive rates for the sale of the
products.

5. SALES DEPARTMENT

Production of goods is done for sales. Sales means transfer of goods from one person
to another in the course of business for cash, deferred payment or valuable consideration. The
effectiveness of sales in the organisation is the most important factor for the progress of the
firm, because the final result depends on the efficiency of the department.
To maintain its customer base, sales department takes responsibility for making sure
buyers are happy, as well as trying to up sell them. The division is proactive in contacting
customers with surveys and special offers and is reactive in attempting to solve any problems
that might cause the company to lose customers.

Objectives of sales department:

● Converting Sales & Customer Acquisition

The sales department’s main objective would be to make sales. The company stated
that making sales is not the only objective. The main goal is to make sales as efficiently and
inexpensively as possible. They also shorten their sales cycle.

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● Retaining Existing Customers
Retaining existing customer is as important as customer acquisition. It is less
expensive, easier and of course a lot less time-taking. Customer retention is an integral part of a
sales department which must not be overlooked at any cost.
The company sells the produced yarn to brokers at various places such as Coimbatore,
Madhya Pradesh, Maharashtra and Mumbai. Sales are made based on both cash and credit basis.

6. ACCOUNTS DEPARTMENT
Accounts are the important of any company. The accounts department provides
authorization and control to all other subsystem to utilize money more effectively through a well
designed mechanism.
Accounts department is headed by the accountant. He maintains record for each and
every transaction relating to business. All the financial decisions taken are reviewed by the
managing director before being put into action.
This department is in charge of all the tax computation involved with any local
purchase and sales made. They also take care of handling the company’s tax processing and
provide proper accounting documents such as profit and loss account, balance sheet to the
auditing authorities on demand.

Functions of accounts department:

● Collection filling of all vouchers and bill receipts.

● Handling bank transactions.
● Handling debtors and creditors transactions.
● Preparing periodical documents to analyze business growth.
● Wages salary computations.

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 7. HUMAN RESOURCE DEPARTMENT
The human resource department is responsible on those aspects which are primarily
concerned with the relationship of management employees and with development of the
individual and group.

LOYAL TEXTILES has exceptionally established the way of harmony with the
employees. Fair and fabulous working environment enable the workers to do their work more
enthusiastically. Monthly and weekly wages are available based on their preference.

Training of workers
Training is done in a very excellent manner as a huge percentage of workers are the
apprentices, the human resource manager just gives instruction to the workers and the
supervisors give the training. Training is provided to the workers for a period of 15 days. Every
worker has to attend 6 hours of training each day.

Recruitment
The company recruits the workers based on their skills. The company has both
permanent and temporary employees. There are nearly 75 employees working in the company.

Wages
Wages are paid on weekly basis. If the employees work overtime, then additional
payment is made. In addition to this, bonus is also paid to the workers during festivals.

Working hours
Each employee works for eight hours. The work of the organisation is split into three
shifts. Therefore the company runs entirely for 24 hours.

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 CHAPTER – IV

SWOT ANALYSIS

gSWOT, which stands for Strengths, Weaknesses, Opportunities and Threats is an

analytical framework that identifies the internal and external factors that are favorable and
unfavorable for a company.
Strengths
1. Reasonable cost
2. High effciency process
3. High product quality

Weakness
1. Weak research and development facilities
2. Inability to retain skilled personnel
3. Limted material selection

Opportunities
1. Expansion of product lines
2. High volume, high gain
3. Equipment invention

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Threats
1. Market competation
2. Environmental impact
3. Mainteance and update

LEARNING FROM THE INTERSHIP

This is my first exposure to a professional environment. I received some practical
knowledge. This 15-day institutional training program was a very enlightening experience in
several aspects. I understood the importance of practical exposure and industry experience.
During the course of this program, I learnt the importance of proper management. I came to
understand the real time functioning of the industry. I learnt the importance of employee -
management relationship in an organization.

CHAPTER – V

CONCLUSION
During the period of my training in LOYAL TEXTILES AND MILS, I have learnt a lot of
functional aspects of various departments, the purchase, production, accounts department etc.,
I have also been trained with the flow and delegation of authorities from the top level to middle
and lower level management.
The training enables me to have a correct view of the various practical aspects and difficulties
of the various theoretical aspects and immensely benefited from the training program

22