ganesh babu project

Download as docx, pdf, or txt
Download as docx, pdf, or txt
You are on page 1of 34

CHAPTER I- INTRODUCTION

1.1TRAINING

Training is teaching, or developing in oneself or others, any skills and knowledge that
relate to specific useful competencies. Training has specific goals of improving one's capability,
capacity, productivity and performance. It forms the core of apprenticeships and provides the
backbone of content at institutes of technology In addition to the basic training required for a
trade, occupation or profession, observers of the labor-market recognize as of 2008 the need to
continue training beyond initial qualifications: to maintain, upgrade and update skills throughout
working life. People within many professions and occupations may refer to this sort of trainingas
professional development.

1.2MEANING

Training is the process of learning the skills that you need for a particular job or activity.
Training refers to the process of imparting specific skills. An employee undergoing training is
presumed to have had some formal education. No training program is complete without an
element of education. Hence we can say that Training is offered to operatives.

1.3DEFINITION

According to the Michel Armstrong, “Training is systematic development of the


knowledge, skills and attitudes required by an individual to perform adequately a given task or
job”.

Training is defined byWayne cascio as “Training consist of planed programs undertaken


to improve employee knowledge, skill, attitude, and social behavior so that the performance of
the organization improve considerably.”

1.4TYPESOFTRAINING

 Onthejob training

 Offthejob training

1
On thejob training

On-the-job training, sometimes called direct instruction, is one of the earliest forms of
training (observational learningis probablythe earliest). It is a one-on-one training located at the job
site, where someone who knows how to do a task shows another how to perform it.
1.4.1 JOB ROTATION
➢ This training method involves movement of trainee from one job to another gain knowledge
and experience from different job assignments.
➢ This method helps the trainee understand the problems of other employees.
➢ Disadvantage it may become too much for an employee to learn.
➢ It is not focused on employee’s own job responsibilities. Employee’s basic talents may remain
under-utilized
1.4.2 JOB COACHING
➢ Under this method, the trainee is placed under a particular as a coach in training and provides
feedback to the trainee.
1.4.3 JOB INSTRUCTION
➢ Also know as step-by-step training in which the trainer explains the way of doing the jobs to
the trainee and in case of mistakes, corrects the trainee.
1.4.4 COMMITTEE ASSIGNMENTS
➢ A group of trainees are asked to solve a given organizational problem by discussing the
problem.
1.4.5 INTERNSHIP TRAINING
➢ Under this method, instructions through theoretical and practical aspects are provided to the
trainees.
ADVANTAGES OF ON-THE-JOB TRAINING
 On the job method is a flexible method.
 It is a less expensive method.
 The trainee is highly motivated and encouraged to learn.
 Much arrangement for the training is not required

DISADVANTAGES OF ON-THE-JOB TRAINING


2
 Training may not be experience enough to train.
 It is not systematically organized.
 Poorly conducted programs may create safety hazards.

1.5 Off thejob training


Off-the-job training occurs when employees are taken away from their place of work to
be trained. Common methods of off-the-job training include: Day release (employee takes time
off work to attend a local college or training center).
1.5.6 CASE STUDY METHOD
 Usually case study deals with any problem confronted by a business which can be solved by
an employee.
 The trainee is given an opportunity to analyze the case and come out with all possible
solutions.
 This method can enhance analytic and critical thinking of an employee.

1.5.7 ROLE PLAY


 In this case also a problem situation is simulated asking the employee to assume the role of a
particular person in the situation.
 The participant interacts with other participants assuming different roles.
 The whole play will be recorded and trainee gets an opportunity to examine their own
performance.
1.5.8 BUSINESS GAMES
 According to this method the trainees are divided into groups and each group has to discuss
about various activities and functions of an imaginary organization.
 This gives result in co-operative decision-making process.

1.5.9 GRID TRAINING


 It is a continuous and phased program lasting for six years.
 It includes phases of planning development, implementation and evaluation.
 The grid takes into consideration parameters like concern for people and concern for people.

1.5.10 LECTURES
 This will be a suitable method when the numbers of trainees are quite large.
 Lectures can be very much helpful in explaining the concepts and principles very clearly,
and face to face interaction is very much possible.

1.5.11 SIMULATION
3
 Under this method an imaginary situation is created and trainees are asked to act on it.
 Assuming the role of a marketing manager solving the marketing problems or creating a new
strategy etc.
1.5.12 MANAGEMENT EDUCATION
 At present universities and management institutes gives great emphasis on management
educations.
ADVANTAGES OF OFF-THE-JOB TRAINING
 Trainers are usually experienced enough to train.
 It is systematically organized.
 Efficiently create programs may add lot of value.
DISADVANTAGES OF OFF-THE-JOB TRAINING
 It is often formal.
 It is least expensive.

1.6 IMPORTANCEOFTRAINING

 Toincreaseproductivityandreducecostofproductionformeetingcompetitioninthe market.
 Tosatisfythecustomers,qualityofproductsmustbecontinuouslyimprovedthrough training of
workers.
 Trainedworkerscanhandlethemachines safely.
 Trainingcreatesa feelingof confidencein theminds oftheworkers.
 Training should betreated asacontinuousprocesstoupdatetheemployeesinthenew methods and
procedures.

1.7 SCOPESOFTRAINING
 Thestudyis mainlybased on the details collectedfrom each department.
 Itprovidesabetterunderstandingatfunctionalldepartment.
 Eachand every activityofthecompany hasbeenstudiedverycarefullywithtobedata available.
 This studyhelps me familiarize with the manufacturing of emissions control products for
the automotive industry

1.8 OBJECTIVES OF TRAINING


4
 To identifying, learning about organization.
 To impart to new entrants basic knowledge and skills.
 To study the workers attitude and their working environment nature.
 To find out there relation between employer and employees.

1.9 BENEFITS OF TRAINING

 Trainers can be informed about the broader needs in advance.


 Trainers Perception Gaps can be reduced between employees and their supervisors.
 Trainers can design course inputs closer to the specific needs of the participants.
 Diagnose is of causes of performance deficiencies can be done.
 Training helps the employee to become more efficient.
 Training can be used to create positive attitudes.

1.10 LIMITATIONS OF TRAINING

 A failure to identify the specific needs of learners and for learners to own their own
development needs.
 Objectives set by trainers, rather than the learners.
 A failure to follow through learning beyond an event or course.
 Failing to achieve high value via transfer of the learning.

5
1.11 SUMMERTRAINING

Internship may be college or university students, high school students, or post-graduate adults.
These positions may be paid or unpaid and are usually temporary. Generally, an internship consists of
an exchange of services for experience between the student and an organization. Students can also use
an internship to determine if they have an interest in a particular career, to create a network of
contacts, to acquire a recommendation letter to add to their curriculum vitae, or to gain school credit.

6
CHAPTER II-COMPANY PROFILE

2.1 INTRODUCTION

Theni Gurukrishna Textile Mills Pvt. Ltd., the textile mill promoted by the ATK Group, is
located in Theni, South India, and was started in 1992. Since then it has strengthened its production
infrastructure spread across spinning, textile processing and weaving, covering almost full range of
the activities of textile industry, from raw cotton to ready to wear garments.

In Spinning, the installed spindle age of the company is 34,000 with more to be added with
ongoing capacity expansion program. We have installed Suessen Elite compact spinning machine to
offer compact yarn of various counts. All yarns are wound on the latest Murata 21C Autoconers.
Our new Rieter Open-End Spinning technology has been strengthened with in-built automatic yarn
length and quality monitoring devices. The company has a state of the art Yarn testing facility and is
planning to strengthen the quality assurance by adding sophisticated lab equipments and online
monitoring facilities.

Cotton and PolyCotton Ring Spinning - 34,000 spindles

Compact Spinning – 8100 spindles

Open End Spinning – 1800 Rotors (under expansion)

TFO yarn Doubling division – 1500 drums

We have also established Polyester Air-Jet Spinning with Murata Jet Spinning technology and this
air-jet division is currently being enhanced with start-of-the-art Murata Vortex Spinning machines.

In Weaving division presently fitted with High Speed Dobby and Cam looms 81 projectile
looms (390 to 180 cms width), 75 Ruti C shuttle looms( 220, 180 & 120cms) and 4 AirJet Piconal
(190 cms), 12 AirJet Tsudokoma (360 cms) and Novapignone Rapier looms (190cms), will soon
have more modern looms which will enhance its fabric production from the current 3.5 lakh meters
a month to 1 million meters. The company also has in-house world class Beninger warping & sizing
and processing capacities. This has helped the company to scatter to growing export market and
specialized in industrial fabrics and blankets for medical applications.

7
We have a World class Stitching and Finishing equipped with high utility imported sewing
machines.

Auto Mechanical cutting for high productivity

Stitching seat capacity of 300 machines

High range automatic utility machines

Fabric Raising Machine

Our Processing division includes 150 tones fabric bleaching capacity with 105 inches, 8-
color rotary printing unit.

The company's professionalism in operations, ethical motives and right technology has enabled
it to achieve the scale of operation and cost competitiveness. With years of experience and
expertise, we are confident of offering our customers quality textile product, whether it is yarn,
fabric or the finished garment.

Headed by S.Manivannan the Chairman and Managing Director, the group is managed by a
team of qualified and experienced Professionals. This has ensured that the group maintains a steady
growth curve, whilst paving way for its people to embrace newer technologies.

The Group has consistentlyinvestedin technologyand has helpedit create averticallyintegrated


entity. With an integrated Spinning, Weaving and Fabric manufacturing facility, each division
functions as an independent profit centre.

8
2.2 COMPANYPROFILE

Nameofthe Company Theni gurukrishna textile mills

YearofStarting 1992

207-a,bye
pass,road,unjamp
AddressoftheCompany atti,taminadul -
625531

Typeof Industry ManufactureofYarn

Location Theni

Chairman S. Manivannan

CorporateIdentificationNumber(CIN) U17111TN2005PTC055188

Working Hours 8Hours( IVshift)

IShift – ( 7am -3:30pm )


IIShift – ( 3:30pm – 12am)
Shift III Shift – ( 12am – 7am )
General Shift (8am–4:30pm)

9
2.3 ORGANIZATIONALSTRUCTURE

10
2.4 VISION
Increasing our sectoral competitiveness and playing for the top in terms of market shares underlie
our company vision. In addition, it is our primary principles to improve by offering high
quality,safe,creative,solution, focused products and services.

2.5 MISSION
It is our primary goal to provide professional services by understanding the developing
technology and changing sectoral expectations. It is our irrevocable value to improve in line with the
requirements demanded by keeping customer satisfaction at the maximum level.

11
CHAPTER III - INDUSTRY PROFILE
3.1 SPINNING

At the Spinning Division, the focus is on there training the purity of the
Nature–sourcedfiber. Thisisachievedbyusingajudiciousmixofconventional, people- monitored
processes and state of the art machinery.

The spinning shop floor sports a range of machinery from LMV, Reiter, Muratec and
SSM.This allows complete control over the spinning processes and there bye ensures maximum
purity.

Theni Guru Krishna Textile Mills Specializes in the Manufacture of Ne 40s to 160s in
Egyptian, Indian, Organic, BCI and Supima cotton. We also spin other fibers such as Tencel,
Refibra, Tencelcotton,Tencellineandotherblends.TheYarnisspuninsingle,double,plied,gassedand
grey varieties. The division also caters to customized demand of soft packaging.

12
3.2 YARN/ SPECIALITIES

 Single
Compact, Elli Twist and Ringspun.
 Plied
Ne60/2toNe140/2 Two foroneTwistedYam.
 Gassed
Ne60/2toNe140/2Gassedyam inhard&softpackages.
 Open end
Ne10toNe24 Open end.

3.3 WEAVING

From spinning, to weaving, the progression was a natural transition for LS

ThenigurukrishnatxetilsMills.Theexpansionwasalsoaretofanincreaseindemandforqualitywov
enfabricsfrom around the world.

Quality takes precedencein every stage of the weaving process.


ThedivisioncaterstobothEuropeanandAmericanmarkets.

13
3.4 MADE-UPS

The stitching unit produces world-class bed linen from 200 to 1500threadcounts and catersto
are demand to the world market. This division complete the cycle off or ward integration with a
capacity of 6000 sheet sperday per shift.
Innovation led LS Mills to create a distinct identity as a quality manufacturerofmadeups.
With the world wide demand forethnic Indian made upsand steadily climbing, the company has
already established aninselectmarkets.

3.5 QUALITY POLICY

To achieve and maintain customer satisfaction in supplying yarn,


fabricandmadeupsbyconformingtoagreedspecification,deliveryperiodandprice. This will be achieved
through
 Building risk based thinking and process approach through and motivation.
 Continual improvement in these activities by setting objectives and targets.
 Focus and Compliance to Customer requirements

14
3.6 SOCIALACCOUNTABILITY POLICY

 Conformingto all the requirements ofSA 8000 Standard.


 Complying with National and other applicable local laws and other requirements and respect the
international instruments.
 Continually improving the performance by reviewing policy and taking intoconsideration of
changes in legislation, code of conduct requirements and any other company requirements.

3.7 AWARDS
Our Dedication, Hard work and innovation have been recognized
bythetextileindustryandwehavereceivedtheprestigiousTexprocilawardcontinouslyfor the last 7 Years
(2013-2020)
 Gold Trophy In Category II (2013–2014)
 Silver Trophy In Category II (2014–2015)
 Bronze Trophy In Category II (2015–2016)
 Gold Trophy In Category II (2016–2017)
 Gold Trophy In Category II (2018–2019)
 Gold Trophy In Category II (2019–2020)
15
CHAPTER IV - DEPARTMENT

4.1 INTRODUCTION
Department is a part of the organization process. It involves the grouping of common activities under a
single person control. The activities are grouped on the basis of functions of the organization.
Department means the process by which similar activities of the business grouped into single unit for
the purpose of facilitating smooth administration at all levels. Department is a process of dividing the
large monolithic functional organization intosmall administration units.
4.2 IMPORTANCEOFDEPATMENTATION
Department holds a significant position in the overall operations andachievementsofan
organization. Let’sdiscussthevariousaspectsthatunderlinethe importance of department.

 Optimal Use of Resources: Departmentation ensures that employees with particular skill sets are
allocated to suitable tasks. This approach leads to increased productivity and minimizes the
unnecessary expenditure of time and resources.
 Streamlined Decision Making: Departmentation simplifies the decision-making process within an
organization. Managers can make well-informed decisions by consulting with expert department
heads who possess a deep understanding of their respective areas.
 Better Communication: Departmentation boosts communication within an organization by
creating transparent communication channels between different departments. This structure results
in the rapid exchange of information, ultimately enhancing overall performance.
 Increased Employee Motivation: Departmentation permits employees to work in their areas of
expertise, allowing them to take pride in their work and experience a sense of achievement. This
atmosphere leads to heightened job satisfaction and motivation, which, in turn, contributes to the
organization‟s success
 Adaptability and Flexibility: Departmentation equips organizations with the ability to adjust to
shifting market conditions or customer demands. By having specialized departments, organizations
can respond swiftly to new challenges and opportunities.
 Efficient Control and Oversight: Departmentation simplifies management‟s task of monitoring
and controlling the activities of various departments.

16
4.3 BASIS OF DEPARTMENTATION

Selecting the right way to organize departments is essential for creating an effective organizational

structure. The approach for dividing departments can be chosen based on the organization‟s needs and

goals. Here are some common ways to organize departments:

 Function: Grouping departments by the tasks they do, like finance, marketing, human resources, or

production, is a popular method. It helps organizations use the skills of their employees efficiently

and makes sure each department works well together.

 Product: Departments can be organized based on the products they make or the services they

provide. This approach helps with managing different products, understanding customer needs, and

focusing on developing specific products or services.

 Location: If an organization operates in multiple areas or countries, it‟s helpful to organize

departments based on their location. This method makes it easier to manage local resources, follow

regional rules, and understand local markets and customers.

 Customer: Organizing departments based on different customer groups, like individual people,

businesses, or governments, helps organizations meet the unique needs of each group. This

approach improves customer satisfaction and allows organizations to adjust their products or

services for specific customers.

 Process: Departments can be grouped based on the processes they handle, like manufacturing,

assembly, or packaging. This way of organizing helps improve processes, makes operations

smoother and ensures better control over quality and production schedules.

 Project: Sometimes, departments can be organized based on specific projects or tasks. This method

works well for organizations that focus on projects, like construction, software development, or

consulting companies. Organizing by project helps allocate resources better, manage projects

efficiently, and hold people accountable.

17
4.4 PROCESSOFDEPARTMENTATION
Departmentation involves grouping of all operating tasks into jobs, combining of jobs into
effective work groups and combining all groups in to divisions so
oftentermedas“departments”.Groupingofactivitiesintodepartmentisa partof the process of setting up
organizations and of expanding them to any degree, the impact of
departmentationisadelineationofexecutiveresponsibilitiesandgroupingofoperating activities.
Every level in the hierarchy below the apex is departmentalised and succeeding lower level
involves further departmentalization .Grouping of activities in to manageable units is necessary levels
in the enterprise. The chief executive groups activities into major divisions such as production,
marketing, financeetc. These divisions are administered by senior executives who report directly to the
chief executive.
 Primarydepartmentation–Initialbreakupof organizational functionsintobasicactivities such as
production, finance, marketing etc.
 Intermediatedepartmentation–Creating departmentsinthemiddlelevelsothe organisation.
 Ultimatedepartmentation–Dividingactivitiesintoseparateunitthelowerlto create sections and sub-
sections.

4.5 MainpurposesofDepartmentation

 Topromotetheattainmentofoverall organizational objectives.


 Tosimplifyco-ordination
 Toeffecteconomicsofscaleand exploitationofspecialopportunities.
 Toassistinexecutivedevelopment.

Thevarioussteps involvedindepartmentationare:
 Toidentifytaskorduties,
 Toanalysedetailsofeachtask,
 To describe the functions or to
group similar activities,
 Toentrustthegroupedactivitiestodepartmentalheads,and
 Todefinetheauthorityandresponsibilityofdepartmentalheads.

18
3.6 TYPESOFDEPARTMENT

4.4.1 ACCOUNTS

Theaccountingdepartmentreferstothedivisionalfirmthatlooks
afterthepreparationoffinancialstatements,maintenanceofgeneralledger,paymentofbills, preparation
of customer bills, payroll, and more. In other words, they are responsible for managing the overall
economic front of the business

4.4.2 FUNCTIONS

 Tomaintainandrecordallbusinesstransactionsaccuratelyandcomprehensivelyina systematic way, they


can be retrieved and reviewed at any time.
 To maintain adequateinternalcontrolswithintheorganizationtosafeguarditsvaluable resources.
 Toprovideabasisforperformanceassessmentandcreateaccountabilityacrossthe organization.
 Tokeeptrackofcostsincurredbythecompanyandadvisethemodificationofexisting operations to reduce
operating costs.
 Tosupportsmanagementinthedecision-makingprocessbyappropriately presenting the financial data.

4.4.3 ROLESAND RESPONSIBILITY

 Oneoftheprimaryresponsibilitiesistoproperlycollectallthefinancialdataandprepare
thefinancialstatements/reports.Thesereportsareusedtopreparebudgets,forecasts,and other decision-
making reports. These reports are also used to communicate with lenders, investors, and other
stakeholders.
 Maintaining a healthy relationship with the vendors by ensuring that they get paid on time.
However, they should look for opportunities to save money by offering discounts/ incentives due to
timely or advance payments. At the same time, the accounting
departmentshouldalsoensurethattheminimumamountofmoneygoesoutperpayment, but without any
late payment charges.
 Trackaccountreceivablesandoutstandinginvoicesandadviseifanycollectionactions are required. The
accounting department should ensure that the customers pay the invoices on time and maintain a
cordial/ friendly relationship.

19
 It is solely responsible for the payroll function. They have to ensure that all the employees get paid
timely and accurately. Additionally, the department should also
ensurethatemployeetaxesareasaccurately,andthepaymentsaremadetimelyto the state and federal
authorities.
 They need to maintain financial controls via reconciliations and adherence to the applicable
standards of accounting, such as US GAAP. All of these practices are
implementedtopreventanyfraudandtheft.Asafinancecontroller,thedepartment should ensure proper
maintenance of the procedures without any slack.

4.4.4 STRUCTURE

CFO

MANAGER

AO

AAO

 Chief Financial Officer (CFO): The CFOs are usually at the top of the finance department of large
corporations. They are responsible for overseeing the business’s financial health and
managingtheoverall finance department,whichincludesfinancialplanning&reporting,short& long-
term business strategy, auditing, internal risk management, etc. They also help senior management
understand the financial implications of various ongoing activities – within and outside the
organization.

20
 Manager: The Managers help in the formulation and development of various treasury policies,
whichinclude identification best investmentopportunities,optimizedusageofcreditfacilities, reduction
of financing costs, etc.
 Accountant officer: These managers are responsible for maintaining and reporting all the
financialtransactions.Theyalsoestablishandenforcetheaccountingprinciplesbasedonthe auditing
policy and statutory requirements.

4.5 PRODUCTION

4.5.1 MIXING
It is an operation where different cottons of certain known physical properties (like staple length,
fineness, and grade) are combined to achieve a mix with average characteristics. Mixing is a
haphazard operation. So, the characteristics of one mixing cannot be reproduced.

4.5.2 BLOWROOM
Textile industry carries out immense complex processes right from preparing yarn which is a raw
material for fabric to a varietyof processes to produce finished fabric and after processes like fabric
printing etc. Blowroom is one of the important operations in textile
manufacturing.Theblowcarriesoutdifferentprocessestoopenancleancottonandother fibers. There can be
a sequence of machinery to do the job. If you want to know more about blowroom processes and
machinery, this article reveals the various blowroom processes and machinery usedto do it efficiently.

Common Faults in Blow room:

 Neps formation.
 High variation and blow room lap weight.
 Poor cleaning efficiency.
 Cotton not open properly.
 Conicallap.
 Holes in the lap.
 Excessivelintloss.

21
RecentdevelopmentofBlowroomline:

 Improvedinputactionblendomat/uniflock.
 Optiscan.
 Electronic/Computerbasedsystemforeachmachine.
 Different new machines like CVT, CVT3, CLC1, CLC3, CL-U, SP-FPO,SP-FPU,TO-T1,TO-T3
and SP-EM etc.
 Bettercleaningefficiencyofspecialtypesofcylindricalsawtoothedbeater.
 Bettersuctionand western managementsystem.
 Improvedsafetydevice.

22
4.5.3 CARDING

Carding is known as the heart of textile spinning mill and it is trulysaid that „well carded is half-
spun‟. It determines the quality of the yarn and thus the fabric. Cotton fibres are
collectedfromthefields.Theconvertformbyopeningoutthe fibres and taking them through various
operations in the spinning mills.

23
4.5.4 SIMPLEX

4.5.4.1 DEFINITIONOFSIMPLEX

In yarn manufacturing system, simplex frame is situated after the comber. The
sliverwhichisproducedfromthecomberthatisthickisnot suitable offrame directly to produce yarn. There
are three basic steps in the operation of the roving frame – drafting, twisting and winding. These three
basic steps are exactly the same as the basic steps required in spinning.

The machine where the sliver is subjected to one or more attenuating process and
thereceivesmallamountoftwistandisthenwoundoninsuitable for creeling at next process.

 Inthisprocessdrawnsliverisinputandfinerovingisoutput.Therovingisfeed into ring frame for


yarn production. It is noted that, simplex is essential for the production
Ofcottonyarn in caseofringspinningbyringspinningsystem.

24
4.5.5 COMBER

4.5.5.1 COMBINGACTION

Combing is a process which is introduced into the spinning of finer and high- quality yarns from
cotton. It is carried out in order to improve the quality of the sliver. The
cardedmaterials(sliver)containcertainamountofshortfibers,neps,finekittyandleafparticles. Short
fibers are a hindrance to spinning of finer counts where the number of fiber in the cross section of
the yarn is less. The short fibers cause thick and uneven places in the yarn length and the yarn looks
hairy. Apart from this, very short fibers do not contribute anything to yarn strength. Short fibers
below a certain pre-determined length can be easily separated out by
Usingcomber machine.

4.5.5.2 OBJECTS OFCOMBER

Toremovetheshortfibersbelowapre-selectedlengthsothatthespinnerenableto produce finer or better


quality of yarn that cannot be possible in carding state.

 Eliminationofremaining impurities.
 Eliminationof largeproportion (not all)ofthe nepsin thefiber.
 Formationof sliverhavingmaximumpossibleevenness.
 Tostraighten thefibers.

4.5.5.3 CONTRIBUTIONOFCOMBERTO YARNQUALITY

 Toimprovetheuniformityand strength
 Improvethe spinningvalueof fiber.
 Reducethenepsintheyarn.
 Improvesmoothnessandlusterofyarn.
 Producemuchclearyarn.
 Improvethe efficiencyofthe next process.

25
4.7.6 SPINNING

Spinningis the process of winding together drawn-out strands of fibres to form a


yarn.Itisamajorpartofthetextileindustry.Spinningisusedinmanufacturingvarioustextile fibres. The
different types of spinners used in the textile industry are Ring, Rotor and Air-jet spinners.

Thepolymerisfirstconvertedintoafluidstate.Athermoplasticpolymerismelted, and other polymers are


treated chemically or dissolved in a solvent to form thermoplastic derivatives. The fluid polymer is
then passed through the spinneret. The polymer upon cooling and solidifying forms a rubber-like
material.

TYPESOFSPINNING

Thereare fourmaintypes of spinningmethods:

Dry Spinning

Thistypeofspinningisusedforfibresformed inasolution.Thepolymerissolidifiedby evaporation. The


solvent gets evaporated by the stream of inert gas or air.

This process isusedfor manufacturingspandex,acetate,triacetate,acrylic,etc.

WetSpinning

Thisisanoldprocessusedforfibre-formingsubstancesdissolvedinasolution.Thisisknownas a wet
method because the polymer solution is pushed directly into the precipitating liquid. It is used to
produce acrylic, rayon, modacrylic, spandex, etc.

Melt Spinning

Thefibre-formingsubstanceismeltedandpushedthroughthespinneret.Itisthen solidifiedby cooling.


This method is used to produce nylon, olefin, saran, sulfur, et4

26
1.5.8 COTTONYARNSPINNING

Thespinningofcottonyarnistheinitialstageoftextileproductprocessing.The process of producing yarns


from the extracted fibres is called spinning. In this process:

 The standsof cottonfibresaretwistedtogetherto formyarn.


 Theyisplacedontheringsofthespinningframeandisallowedtopassthrough several sets of rollers,
which are rotating at a successively higher speed.
 Theyarnis rolledbytherollersand wounduponthedesired bobbins.
 Thisisthefinalstageofspinningthecotton yarn,inwhichdrafting,twistingandwinding of the yarn
are all completed in one operation.
 Thebobbinfilledwithyarnarethenremovedfromringframesandusedforprocessing for bleaching,
weaving, etc.

4.4.1 AUTOCONER

 WORKINGOF AUTOCONER

Theuppersucktheyarnfrompackageandgettingitintosplicerwheretopand bottom yarn is


gets spliced through the air splicer. The splice yarn is now pass through
Theopticaltypeof yarnclearingdevicewhichidentifiesthickandthinplacesandremoveitif any.

 REASONSFORLOWEFFICIENCYOFLINKCONERMACHINE

As per the project, we have to found out the reason behind the low efficiency of machine.
We did snap study of minimum 4 h per day for a week to find out the reasons. All the problems
associated with stoppages of drum (Red Light) which ultimately lower the
efficiencyofmachineefficiencywerenotedownandidentifythemost occurringproblems. Majortechnical
reasons as well as some electrical and mechanical reasons for drum stop (Red Light) are mentioned
and explained below.

27
 PROBLEMEXPLANATION

UpperEndFailure

This problem is occur when yarn clearer cut the yarn. The one end is goes into the suction at bottom
and another oneis goes into the package wound on drum. Duringsplicingboth upperand bottom yarn
must be found out first and then they get assemble in the splicer assembly. But sometimes bottom ends
found easily but the upper end stick to the package surface and upper suction arm did not able to found
out this upper end and resulting in splicing failure. This is called upper suction arm failure. For the
solution of this problem industryalreadyinstalledsmart jet technology but not getting proper result.

28
SmartJet
As per there is modern developments in the machine there is a new assembly called smart jet(this
helps in finding out the missing upper end to the suction arm) is installed. In thistechnology, the jet of
air flows blown on packet surface so that the broken upper end is easily detected and sucked by the
upper suction arm. But the efficiency of this smart jet is not satisfactory. There is only slight
improvement in production efficiency only. The efficiency of smart jet is about 48% to 50% only.
Bottom Gripper
Bottom gripper problem is happening when piecing of yarn in ring frame is not done properly or
bobbin started by gaiting in the middle of doff of ring Bobbin. Due to this gripper did not found the
yarn.
Worker Negligence
Some of lazy machine operator are busy with chatting with others and neglecting the problems
associated on machine
Electrical Problems

The accidental breakdown of electrical parts like sensor or failure of batteries may results stoppage
of whole machine.
CORRECTIVE ACTION
Corrective action taken to solve the upper end failure only which was the major technical problem.
First trial was conducted by changing the RH of the winding section and further trial was conducted
by implementing a newly device (Brush) in the mouth of upper suction arm.After successful
implementation of brush further trail was taken after modification in the brush. These three trials are
explain further section with their outputs.

ChangeinRH%
Due to the stickiness of package surface the broken end will not get found out by the upper suction
arm that’s why we decided to change RH % of winding section.We changed the RH% from 60% to
58%in half of the machine . Results were compared before and after change in RH percentagefrom 1
to 52 and 53 to 104. Trial was conducted for one day (24 h), one time only. Results showed reduction
in upper end failure rate and reduction in red light percentage.

29
UseofBrush
Toreducetheproblemofupper end failure, an wideawasimplemented aftertaking approval from
higher management that is use of brush. Suction arm is not able to find broken yarn end from package
surface to splice it with bottom yarn, resulting drum stop till operators attend that problem. So we
made a brush for the reduction of upper end failure. We attached that brush on the suction arm plate.
The Brush helps upper suction arm to find out that missing endon cone surface therefore drum does
not stop further. The stoppages of machine reduced and machine efficiency ultimately increased.
PreparationofBrush
The brush is prepared by using paint brush having smooth bristles, thick paper, a stapler and a cello
tape.At first, we take out the bristles of the brush (separate it from the brush head) and cut two strips
of hard paper. Laying the brush bristles equally on the hard paper insuch a way that the density of
bristles should not be more and keeping some distance between them, stapleall thesebristles so that it
isfirmlyfixed with the anotherstripofhard paper. Finally apply cello tape to ensure the firm fixing of
bristles in the paper, the life of brush found more than 30 days doing successful operation.

4.4.1 PACKING
 YarnpackagesarepackedonfumigatedwoodenpalletscertifiedaccordingtotheISPM- 15
standards.
 Yarnpackagesarepackedonpalletsorcartonboxeswithseparatingcarton sheets depending
on customer’s weight & densities requirements.
 Palletsarestrappedstretchfilmwrapped.
 EachConeiswrappedinatransparentplasticbagforprotectionandvisual inspection.
 Eachconeislabeledwithaproductiondate, yarncount,Lotnumber,machinenumber and shift
number for quality trouble shooting with historical data systems.
 Allotsareproducedindifferentcone/cheesecolorstofacilitatetheproduct
identification for our customers.

30
4.5 SPINDAL

 Total spindalon the production is68826 /-

4.7.9HUMANRESOURCE (HR)

Human resources (HR) is the division of a business that is charged with finding, recruiting,
screening, and training job applicants. It also administers employee benefit programs.

 The Main work of Human Resource Management is recruiting the new employee for the company
and the registered the name and his/her personal details for maintaining the personal records.

 The Provident Fund(PF)–12%

 The Employees State Insurance(ESI)–0.75%

 The Attendance, Employee Benefits ( Merit, Shift announce, Full shift announce, Half night
announce )

 Bonus–Accounting Year(Min–8.33)

 PFandESIwastakenfromtheemployeesafterthe3months

 Employees/Employers Personal Records

 GeneralShift–350to400employees

 NightShift–200to150employees

31
 Security

4.7.10.MARKETING

 The Process of Marketing is

Customer Order Level Contract Date

 Customer Satisfaction

 Export to USA(Maximum)

 UK,Malaysia,Japan(Minimum)

32
CHAPTER V - CONCLUSION

Institutional training gave as practical experience. On completion of training, learn


different activities and management technique of “LS Mill Limited, Theni.” The
functions of the factory are efficient and their objectives are attained comfortably. It
provides good working condition and other required facilities to the workers. So that the
economic condition of the workers has been increased .
Theworkareaisgettinggoodeconomiccondition.Thefactoryisexporting good quality
Knitwears to foreign countries, to earn good profit, it is suggested that the industry can
provide further facilities to the workers like educational allowances etc. The industries to
be maintain proper training, follow the compliance as well as government regulations.
The Garments to innovation involves taking new ideas and transforming them into useful
product and processes. Diffusion is the process whereby innovations become available
throughout society. An innovation should be adopted by a firm if the present value of
profits exceeds the initial cost, for new processes, the keys to successful innovation are
secrecy, maintaining some lead time over competitors, and taking advantage of
economies of scale and scope. Technological change can involve new products;
Improvements cost reductions for existing products, or better ways of managing

33
REFERENCE

BOOKS

1. Product management and strategy book by gagandeep singh

2. Human resource management published by K. Aswasthappa

WEBSITE

WWW.JUSTDIAL.COM
WWW.TOFLER.IN
WWW.IBEF.ORG

34

You might also like