kassim textile mills
TRANSCRIPT
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KASSIM TEXTILE MILLS
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ABOUT TEXTILE MILLS IN PAKISTAN• The textile industry is often considered the backbone of
the Pakistan’s economy. • Pakistan’s textile Industries are the fourth Largest Cotton
Producer. • 6th largest importer of raw cotton &• The third largest consumer• The textile industry contributes approximately 46 percent
to the total output or 8.5 percent of the country GDP.• In Asia, Pakistan is the 8th largest exporter of textile
products providing employment to 38 percent of the work force in the country.
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INTRODUCTION• Kassim Textile Mills is a state of
the art, vertical producer of denim fabric. Textile manufacturing
• is a major industry. It is based in conversion of three types of fiber in to yarn, then fabric, then textiles.
Kassim utilizes the most modern equipment, latest technology and highly experienced personnel to produce world class denim fabric
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• Kassim Denim have worked with some of the world’s best known fashion brands to create top quality materials, and are constantly working on innovations to reduce the negative impact of the textiles industry, and in particular denim production, which has been known to have large-scale impact on supply.
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HISTORY
• Kassim Textile mills was founded in 1991 in Pakistan• The history of Kassim Denim is linked to the visionary spirits
of Kassim Group, and Kassim is linked with Manshiyara group with a strong corporate presence.
• we set out to respond to the global denim fabric demand.• We did not know how, we just knew that we had to. Soon
we found ourselves in the unfamiliar world of fashion where we foolishly established a single goal – to produce the most luxurious and best fitting jeans, all while protecting the earth and loving its people.
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VISSION
• Dynamic, quality based denim garments and ever progressive
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MISSION
• Achieve and retain market leadership in Denim Fabrics / Garments Manufacturing produce to the highest quality standards excel through continuous improvement fulfill and exceed the expectations of our customers be ethical in its practices
• Operate through team work• Ensure a fair return to stake holders• Fulfill social Responsibilities
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OBJECTIVES & GOALS
• Be innovative, customer focused and quality conscious
• Focus on quality of management as well as product
• Customer satisfaction
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KTM PROFILE• Founded • 1991• Headquarters• Pakistan (Karachi & Lahore)• Turkey (Istanbul)• USA (New York)• Dhaka Bangladesh• Size• 1001-2000+ Employees• Employees Turnover rate• 7% per month
• Industry• Textiles• Name• Kassim• Brand• Denim• Type• Privately held• Area• 71368 square meter• Compensation• Act 1934• Rank• Kassim Textiles is the largest
Exporter of the denim in Pakistan
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MANAGEMENT OF KTM• Management of the
group is professionally qualified and broadly experienced. The directors have held top positions in various textile bodies
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PLANNING• Kassim has integrated plan to
make the fiber product on quality base
• Kassim management make structured planning and programmed decisions on uncertainties like shortage of cotton for continuous production.
• Director of Kassim textile plan for making more denim jeans bales for maximizing Kassim’s Profit.
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SWOT ANALYSIS
• Strong security• High quality product• Latest mechanized automated machineries• Skilled technicians and operators• Well experienced management• Own power generations• ISO 9001-2008, 14001-2004 cerfitied
STRENGTH
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WEAKNESSES• Highly cost of cotton
provided from raw material supplier
• No plant of gas generation
• Increased employee turnover by 7% in 6 months
• Centralized decisions
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OPPORTUNITIES• Kassim can expand
product line of denim jeans
• Organization can capture new markets for export more than 3 million meters of fiber
• Kassim can hire or appoint skilled and well experienced employees
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THREATS• Raw material supply in
between march to July• Change of government
policies• Labor work in not highly
educated• Management has little
knowledge about Kassim history
• Dynamic environment• Customer changing
demand
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ORGANISING• Kassim top management
arranging the organizational structure to make denim fabric, by processing through spinning and weaving for making quality based product. By accomplishing goals the Director Shabir Kassim organize the work in department and teams to get the real goals.
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ORGANIZATION STRUCTURE
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MANAGEMENT HIERARCHY OF KTM
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DEPARTMENTS
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WORKING HOURS • 24-hours• Office workers, Morning ( 9:00-5:00)• Labor workers are divided in three shifts• Shift A from 8:30am to 4:30pm• Shift B from 4:30pm to 11:30pm• Shift C from 11:30pm to 8:30am
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PROCESS OF DENIM FIBRE
Production
Preparatory Process
Spinning
Weaving
Finishing
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PREPARATORY PROCESS DEPARTMENT
• The cotton is fed into the machine and gets beaten with a beater bar, to loosen it up. It is fed through various rollers, which serve to remove the vegetable matter
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SPINNING DEPARTMENT• Spinning process
involves flow of raw material through mixing, blow room,
• Carding, drawing, combing, simplex, ring and auto cone.
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WEAVING DEPARTMENT• The weaving process uses a
loom. The length way threads are known as the warp, and the cross way threads are known as the weft
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FINISHING DEPARTMENT • The grey cloth, woven cotton fabric in its loom
state, not only contains impurities, including warp size, but requires further treatment in order to develop its full textile potential
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KTM FINISHED PRODUCT• Kassim textile
manufacture three million meter each month of fabric jeans and supply to the Denim garment factories and export to USA, Canada, South Africa, U.K, and other European countries who love denim jeans.
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QUALITY CONTROL DEPARTMENT
• Lab testing• Strength of yarn• Density of clothes• Pre-inspection of goods
at different stages• Computerizing
equipment verifier
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ORGANIZATION CULTURE
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KTM CULTURE• The culture of KTM is like a symbolic view• Manager can not responsible for any external
source like shortage of cotton or changing of government policies.
• Shabir Kassim focused on the shared values and set the policies on the basis of employees perception and defined clear rules and regulations.
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FACTORS ON KTM CULTURE• 1001-2000 employee leading organization• Manufacturer of fiber products since 24 years • 7% employment turnover and recruitment 11% each
year• Large span of control and information is not widely
shared every department like spinning and weaving order their own message related to their subject
• Employee empowerment• Values and beliefs are clearly defined by top
management to lower management means no discrimination
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MOTIVATION
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Maslow's Hierarchy Need Theory• Top management of Kassim recruit the employees
on the basis of their specialization like financial manager who control the financial department that how much cotton we purchased and how much we export?
• Director Shabir Kassim gives incentives to their employees on the basis of their performance like top management gave the flats to employees and company transport facility to well performed employees
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Macgregor's THEORY Y• Kassim textile employees are working 24 hours• Kassim employees are work harder• Kassim employees are work in teams in
concerned department • Kassim employees are selfless• Kassim management divided the work in shifts • Kassim employees are mostly sincere with job
and responsible of their work
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Goal Setting Theory Kassim’s Manager
• Kassim Manager planned the goals of maximum production of denim fiber
• Kassim divided the goals in different departments for different distinct purpose and clear the chain of command,
• Kassim give incentives to employees for better performance.
• Effective performance creates motivation to manager.
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EXPECTANCY THEORY• Kassim expects from their product that• Denim made up of quality based fabric jeans• Customer satisfaction• Cotton at a low cost• High margin from exporting products• Relationship with customers
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LEADESHIP
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LEADEADING• Shabir Kassim is a director of Kassim textile mills
who leads the general manager to manage the work and make more quality work guidelines to his management.
• He lead his all Kassim employees to work on quality base and be sincere with the job
• Top management see the big picture of Kassim to enhance the product line of denim.
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FIEDLER MODEL
• Kassim group is working for the distinct purpose and leaded from theirs father Kassim who is the well experienced and create innovative ideas to create new design in fabric.
• Kassim group work is exactly match with theirs leader with quality performance
• Kassim group has both relationship and task oriented style.
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KMT Situational Leadership Theory
• Middle managers follow the R2 style because they have ability to work in more than a shift but can not have skilled to perform effectively
• Lower level managers are follow the R2 style because 55% these are work in technician department , they are well technicians but less educated
• Kassim group and H.O.D’s employees are follow the R4 leadership style because they are skilled and job focused.
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CONTROLLING
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CONTROLLING• Manager can look after or monitoring the
performance of employees and • The purpose of manager is that all production of
denim fabric should be accurate in finished form• Packaging should be perfect• Control in management means setting quality
standards, measuring actual performance and taking corrective action.
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QUALITY CONTROLLING• Kassim has ISO 9001 certification and also is
registered in international market• Performing manager planning if matched • External environmental changes which is
symbolic• Means the goals are matched with pre-planned • Kassim purchased 500 pound bales in raw
material form to produce 3.0 million meter fabric denim
• Manager look after of this production either fully achieved or not.
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QUALITY CONTROL SYSTEMS
• Feeding inspection• Traffic control system• Clipping Inspection• End line inspection • Final inspection• Presentation inspection • Packing inspection
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LABORATORY TEST• Bleeding Test• Scorching Test• Hot Wet Press Test• Cotton Polyester Test• Shrinkage Test• Width Stretch Test.• Qualified fabric specialists in
a lab do these tests.
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QUALITY ASSURANCE• Monitoring the system• evaluating staff involved• assuring quality of product The main objective of the quality assurance
departments is to ensure the quality of finished products according to the customer’s specification.
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CERTIFICATION• BETTER COTTON INITIATIVE• ISO 9001-2008• ISO 14001-2004• OEKO TEX STANDARD 100• ORGANIC BLENDED CONTENT
STANDARD• GLOBAL ORGANIC TEXTILE
STANDARD• ONECERT• REACH• GRS (UNDER PROCESS)
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CONCLUSION
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KTM being the largest and oldest textile company in Pakistan has obtained all the quality assurance certificates which a company needs to be successful in the competitive global market. Top management and employees work side by side for continuous improvement of the quality.
Now Company is giving preference to its personals separate personnel department is established and a ladies wing is also incorporated.Financially the company is performing well. Its sales are increasing and its profits are rapidly growing.Simply we can say that Kassim Textile Apparel Division is performing well.
CONCLUSION
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RECOMMENDATIONSKassim Textile Mills Limited:• The first and most recommendation is to
eliminate one man show prevailing in the company
• There must be a proper system for training of employees and supervisors.
• Importance should be given to employees’ turnover.
• Different training courses should be arranged for the up lifting and improving the quality of work for employees.
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REFERRENCES
• www.google.com• www.kassimdenim.com• www.yahoo.com• www.answers.com
• For further information: Visit: www.kassimdenim.com
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THANNK YOU