Colony Textile Mills Correct

8/13/2019 Colony Textile Mills Correct

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Seminar in Marketing CTM

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Seminar in Marketing

A Seminar in Marketing Project

ON

Textile M il l

Submitted to: Ms.Maryam Akram

Submitted by: Muhammad Talha Khan (MB-11-50)

Kaleem Abbas (MB-11-48)

Muhammad Kashi f (MB-11-37)

Tahir Hussan Shah (MB-11-23)

Rameez Ahmed (MB-11-20)

Course: MBA 5thSemester (2011-14)

BAHAUD DIN ZAKRIYA UNIVERSITY

BAHADUR SUB CAMPUS, LAYYAH

Dated: 17/12/2013


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IN THE NAME OF

ALLAHTHE MOST

MERCIFUL AND THE MOST BENEFICIEN


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Tabel Of Contents

Acknowledgeme .............................................................................................. 05

Dedication. 06

Executive Summary ..07

The Scope Of Textile In Pakistan ................................................................... 08

Colony Group Introduction ............................................................................ 09

Colony Textile Mills Limited...09

Corporate Profile ............................................................................................. 10

Corporate StrategyERROR! BOOKMARK NOTDEFINED...........................................................................................11

VISION STATEMENT........................................................................................ 11

MISSION STATEMENT...................................................................................... 11

Core Competencies .......................................................................................... 12

Project Design & Implementation Strategy .................................................. 13

Implementation Strategy.....13

Financing Arrangement..................13

Project Facts.....13

Location .........13

Project Cost....................................13

Main Supply...........13

Completion Period..........13

First Input Inproduction......13

First Product Out.....13

Operation Stategy.....14

Location....14

Capacity....14


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Layout..15

Operation Decision...15

Quality......15

Process Strategy......16

Process Management... ...... . 16

Production Process...17

Production Capacity.........18

Power Generations& Recovery System.........19

Market Strategy.......19

Competative Strategy..........22

Supply Chain &Distribution Management .......22

Customer Reference........22

Swot Analysis.....23

Pest Analysis......24

Recomadation....24

Refrences...25

Conclusion ......25

Personal Experience.......26

Question & Answers......26

Special Thanks.......26


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ACKNOWLEDGMENT

All praises belong to almighty Allah who the supreme authority knows the ultimate relation

underlying all sorts of phenomenon going on in this universe & whose blessing & exaltation

flourished my thought & thrived my ambitions to have the cherished fruit of my modest efforts

my humblest thanks to the Holy Prophet Hazrat Muhammad (PBUH) who is forever a torch of

guidance & knowledge for humanity as a whole. We deem it our utmost pleasure to avail this

opportunity to express gratitude & deep sense of obligation to my revered teachers for their

valuable and dexterous guidance, untiring help, compassionate attitude, kind behavior, moral

support and enlightened supervision during this whole report.

Finally, I would like to extend hurtful thanks to my adoring parents for their day and night

prayers sacrifices and encouragement, moral and financial support throughout the course of our

study. May all of them live long and enjoy a happy life!


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DDEEDDIICCAATTIIOONN

This report is dedicated to our

Who always pray for all to succeed in every

field of life.


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Exective Summary

Colony Textile Mill made in 1952.Owner of the mill is Mr. Mian Mughis sheikh son of Mr.

Mian Fareed sheikh. It has four branches in Pakistan. It is listed with the Karachi stock

exchange. Its main product is yarn production.The main supplier of the Colony Textile mill is

ICI, Ibrheem, China & also takes the raw material from local area.They use the new technology

from China since 2000.The main competitors of the colony textile mill are Mannu Group of

Textile,Nishat Group of Textile.Colony textile mill have the four branches in Pakistan.

Automated programs are used in CTM.Colony textile mill has Storage Capacityabout 200000

bags of cones. Their main market is Faisal Abad, They also export the yarn to different other

countries.


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Textile Industry in Pakistan

The subcontinent is the inheritor of one of the richest and oldest textile traditions in the world.Excavations at Mohenjo Daro and Harappa 2500-1500 BC revealed that the inhabitants of theIndus Valley cultivated cotton. Sir John Marshall, the archaeologist has stated that a few minute

scraps of cotton were found adhering to the side of a silver vase. Clay and faience spindleswhorls indicate that cotton and woolen fibers were spun. A well-equipped dyers workshop wasexcavated at Mohenjo Daro and the fragment of cloth indicates that woven cotton cloth was dyedwith madder root.

Independence from the British in 1947 and the division of the Indian subcontinent into Pakistanand India started a new era for textiles production. Pakistan consisted of two entities, east andWest Pakistan. The West was the cotton producing area and the East was responsible for juteproduction. At the time of partition, Pakistan had no industrial base and inherited only one textilemill, the Lyallpur Cotton Mill in Lyallpur [now called Faisalabad]. This mill produced yarn andgray cloth and no printed fabrics.

Under the Open General Licensing [OGL] scheme, the business community imported plants andmachinery with cash dollars. In 1950, Adamjee Mills was set up in Karachi, Kohinoor inFaisalabad, Colony Textile Mills in Multan, Nishat and Crescent Textile in Faisalabad. Thesewere followed by Gul Ahmed Textile Mills, Al-Karam, Valika, Star and Rashid textile mills.

Within a decade the new country of Pakistan was self-sufficient in cotton and began exportinggray cloth and later cotton yarn. Pakistan started export ing printed fabrics in the late 1970s toAfrica and by mid 80s was sending printed material to Europe. Pakistans location was ideal, asit lay halfway between the western world and the Far East. Pakistan has a 28 percent share inworld export of cotton yarn and a 6 percent share in world export of cotton cloth.

It was in the 60s that the power loom took over and by the 70s gray cloth was being exported atthrowaway prices. There are about 200,000 power looms operating in Pakistan some of whichare backyard operations. Handloom, which formed the backbone of textile goods in the lastcentury, is now almost non-existent, its sales confined to a fast diminishing rural market and avery small niche market.

Although Pakistan is the worlds fourth largest cotton growing nation in the world, after theUnited States, China, and India, its total turnover for export is only $ 5 billion. Textile goodsform 60 % of the total exports of the country. The commodities exported are yarn, cloth, tents,and canvas, bags, towels, bed linen, garments, synthetic textiles and other made ups.

With a large and expanding textile industry, textile education and training became imperative.The Textile University of Pakistan was established in Karachi to train technical and managementprofessionals. The Textile University awards degrees in Textile Sciences and TextileManagement. The National College of Arts in Lahore and the Indus Valley School of Art andArchitecture in Karachi are the only two institutions in Pakistan, which award a degree in thediscipline of Textile Design. Designers are being absorbed into the industry, bringing aboutchange and vibrancy, with innovations in Print design and weaving.


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Today there are 450 Spinning mills and 35 composite textile mills. Textile goods form 60 % ofthe total exports of Pakistan.

Introduction & History

Colony group has been the pioneer of textile industry by setting up Colony Textile Mills Limited(CTML) after partition of the sub-continent in 1950, thus CTML became one of the first textilemills to be registered as public limited company and quoted in Karachi Stock Exchange (KSE).

Foundation of the group was kept over a small flour milling operation, which rapidly grew intocotton ginning that evolved into the core business of the group, constituting 21 cotton ginnersspread throughout the cotton grown belt in the province of Punjab - Pakistan. The logical verticalprocess-integration paved its path for the group to invest in to Textile Spinning. The groundbreaking of the Spinning facility was the beginning of huge investments that followed whichgave the group a leading position in the Textile Industry of the Country.

Colony Textile soon became one of the largest vertically integrated textile facilities in thecountry. The group further diversified in to Power Generation and Distribution network,Banking, Insurance, and Cement sectors. The success of the group continued until thegovernment regime shift brought about a shift in policy from private sector pushedindustrialization to a strong wave of nationalization. The Ginning, Flour Milling, Power,Banking, Insurance and Cement along with various other sectors were completely taken over bythe government.

Having major assets nationalized, the Group was faced with severe financial difficulties foralmost one and a half decades.

Presently, the Colony Group consists of several Textile Spinning facilities with an installedcapacity in excess of 220,000 spindles out of which more than 200,000 spindles are 4 years oldor less.

Colony Textile Mills Limited (CTML)

Colony Textile Mills Limited, one of the group companies of the Colony Group, is a TextileManufacturing unit established as on 24th August, 1946 and engaged in manufacturing of yarnsof various Ne Counts. The company has authorized capital of Rs. 411,000,000 as on September30th 2013.

During year 2000 to 2001 the annual production capacity of the company was 34.813 million

Kgs converted into 20 Ne Count based on 111,136 spindles. Currently the number of spindles

installed has been increased to over 175,000 spindles.

Owner of this mill Mian Mughis that is son of Mian Fareed Shiekh.Mian Mughis has four sons.

It has four branches in Pakistan. Names of branches that


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1. Colony Textile Mill Bhakkar.

2. Colony Textile Mill Muzafrabad.

3. Colony Textile Mill Noshaira.

4. Colony Textile Mill Lahore.

Corporate Profile

BBOOAARRDDOOFFDDIIRREECCTTOORRSS

TThheeBBooaarrddooffDDiirreeccttoorrssccoonnssiissttssooffffoolllloowwiinnggmmeemmbbeerrss

MR. MUGHIS A. SHEIKHTHE CHAIRMAN

MR. FAREED M. SHEIKHCHIEF EXECUTIVE

MR. NAVEED M. SHEIKH

CEO & DIRECTOR

OOtthheerrMMeemmbbeerrssaarree

Mr. Zarrar Ibn-e-Zahoor

Mr. M. Akram Qureshi

Mr. Najeeb Ahmed

Mr. Muhammad Shakeel

Mr. Tahir Mahmood

Registered Office:

M. Ismail Aiwan-e-Science

Shahrah-i-Jalaluddin Roomi


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Corporate Strategy

Vision Statement

Attain highest standards of quality in its all business activities.

Sustained growth in real terms.

Have professionally trained high quality motivated workforce, working as a team in all

environments.

Attain past glorious position and be recognized locally as well as internationally as a dynamic,

quality conscious and progressive company and industry leader.

Mission Statement

To manufacture quality products for customer satisfaction through

Honoring the commitment.

Continuous endeavor for improvement through adoption of most modern technology in

production.

Strict adherence to quality control.

Developing a sense of high reliability through fair dealing.

Becoming a part of countrys development and economic prosperity.


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Project Design & Implementation Strategy

Implementation Strategy

Top level management of CTM makes the strategies and the lower level of the management

implement the strategies.

Financing Arrangement

CTM top level management arrangement of finance. they takes the loan from the different banks

at different rates of interest.

Project Facts

Location

Textile Colony Mills Limited Muzafarbad (Multan)

Project cost

Total project cost is Rs. 411, 000, 000

Main supply

Cotton bails.

Completion period

All most 3 and half year.

First input in production

Cotton

First product out

Fabric loom


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Operation Strategy

Location

Owner of CTM choose thisMuzafarbad (Multan)

Location because at that point they think all necessary items are easy available.

Capacity

During year 2000 to 2001 the annual production capacity of the company was 34.813 million

Kgs converted into 20 Ne Count based on 111,136 spindles. Currently the number of spindles

installed has been increased to over 175,000 spindles.

A summary of the companys production record for spinning section for the past three years is

given in Annex

Year ended 30th September 2008 2009 2010

No. of spindles installed 59,200 79,864 177,448

Average no. of spindles worked 47,085 64,195 155,330

Capacity at 20 counts (Kgs.) 17,778,000 22,841,002 48,669,115

No. of shifts worked 1,092 1,040 1,095

Actual production converted at 20 count 14,652,680 18,703,378 47,394,446

Capacity Utilization 82.00% 82.00% 97.38%

Production capacity is 400 looms per day


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Layout

The organizational structure should be designed to provide both vertical and horizontal

information flow as necessary to accomplish the organizational overall goals. If the structure

doesnt fit the information requirements of the organization, people will have either too little

information or will spent time on processing information that is not vital to their tasks, thus

reducing effectiveness.

Colony Groups structure is a hybrid of divisional and functional structures; divisions are based

on two products Yarn (Spinning Facility) and Grey Fabric (Weaving Facility).

Operation Decision

Operation decision takes by general manager because they are head of unit.

Quality

CTM produced different types of fabric loom

On the demandof customer .three type of looms they produce these are

Top quality.

Median quality.

Low quality.


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PRODUCTON PROCESS

Production manager services the daily production schedules and try to work according to the

demand to schedule. There are many steps involved in production of the yarn.

Blow Room

The first step is that the raw cotton is sent to Blow room for the quality of the cotton. Then it is

sent to the Lab for quality check. Here basic quality and other contents are checked in proper

form. If one kg cotton is put into this room only 600 grams cotton goes into further production

process and rest goes in wastes. Here following are wastes excluded,

B/R Gutter

Dropping

Carding

In this step the cotton is carded. The production manager checks the cotton and it comes in the

drums type containers. These drums rotate and cotton comes out in specific form called as

pones. Here about 5% cotton goes in the shape of waste. Waste extracts from this process are

called by;

Card fly

Combing

In this step the cotton goes for combing. Combing is a process to comb and wax the cotton for

softness purpose. Following wastes are excluded from cotton in this process;Short Fiber

Comber Noel

Simplex

After the attaining of Cotton from Card and Comb processes, which is also weak this is further

passed back to blow room process called Roving and then cotton is sent to Ring process

.

Ring

In this step small pones are developed for further process and wastes are made out named;

Phnemaphil

Auto coning

In this step the manager in specific intervals checks the quality of carded pones from which yarn

is produced in shape of cones by passing through machines for this purpose. Here also some

wastes are extracting called;


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Oily hard waste

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.

Production Capacity

With the installed capacity of 120 looms, the plant can produce more than 1,500,000 Linear

Meters per month, with a wide variety of fabrics; from percales to satins, from twills to drills,

from rip stops to high thread count fabrics, stretch fabric and much more.

Process Unit Capacity

400 per day

Storage Unit Capacity

2 lakh bags

Production Capacity & Capability

With the installed capacity of 100 coanes bag, the plant can produce more than 1,500,000 Linear

Meters per month, with a wide variety of fabrics; from percales to satins, from twills to drills,

from rip stops to high thread count fabrics, stretch fabric and much more.

All looms have a high speed connectivity facility through Local Area Network along with being

Web-enabled. CIL customers will be able to monitor looms allocated to their contracts, and also

view what articles are being run on what looms and at what efficiency, whereby correlating the

delivery snags, if any, on one hand and quality related issues on the other. For this organization

customer confidence is the key to success, and providing this transparency to their customers can

facilitate the business on the commercial side as well as providing CIL production team to strive

for either improving their performance or marinating the quality which is for the satisfaction of

the clients.

Inspection System

Colony Industries (Pvt.) Limited is the pioneer in the entire Indo-Pak region in deploying the Uster

FabriScan in its facility. The FabriScan replaces the traditional manual inspection by a far more consistent

and objective data collection. This system is capable of inspecting Fabric production of a 240 loom

facility. Deploying this machine in this facility was a well thought-out decision as this system is not

subject to fatigue, downtimes, or outside influences. It provides consistent checking the entire quantity of


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fabric fed through it. There is no negligence factor, no favors to be made, no rules to be compromised

besides providing a big pool of information that is humanly not possible. All faults are UV tagged so

that mending operation can be performed (if necessary) at the exact location of the fault.

The machine can be programmed to inspect as per the requirements of the customer and those criterion

saved for future reference and use. The inspection reports can be made available to client on the web sothat pre-screening of their consignment can be done timely, effectively and in-synchronization with their

production plan. In order to cater for our direct Dye-House customers, we have the CUT

OPTIMIZATION option available. As soon as the inspection is complete, the system performs the

optimization process and suggests the best possible way to cut the fabric to get the highest number of

pieces of the Optimal Quality.

Power Generation & Heat Recovery System

Colony Weaving Mills is fully-contained and self-sufficient facility with its in-house continuous and

reliable power generation facility with 100% backup power arrangement. The Power Generation

department with its Heat Recover System is designed to generate enough hot water to fire the chilling

system for the entire facility, along with producing more than 50% of the steam required for the sizing

operation.

Memberships

Lahore Chamber of Commerce Industries

APTMA (All PAKISTAN TEXTILE MILLS ASSOCIATION).

MARKETING STRATEGY

Marketing mix is the part of marketing Strategy.CTML is a group starting from1950s which means that it is anold and pioneers of Textile industry in Pakistan. On its purchaseside as I have worked for a whole week in Yarn Procurement department of the Group, which isa small branch of Marketing department. I found their business to be such a vast that theyordered their raw material on telephones, they made contracts with the new companies and thosecompanies having already contracts had no need to made. The main which were daily paid weremainly to the ICI for polyester and then to companies like Nishat, Sitara Textiles and many morecompanies and groups like that. Their fiber is very famous not only nationally but internationallyas well.

Secondly on Europe sector this group is very well known as they purchase machinery from themand then they supply Methane to them, which is used in mixing with petrol. Though it is a by-product of sugar sector yet it is branch of the same company. This is helpful for the Textiledivision too.

The past year has been tough for the textile industry as competition is increasing steadily andmargin of profit is becoming smaller day-by-day. Our competitors from Asia have come up in a


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big way with lower prices resulting from lower overhead, cheaper and better raw materials andmachinery.

Countries like China, Indonesia, India and Bangladesh played an active role in the fabric market.Improvement in quality and production capability was the main area of concentration.

Market for Yarns and Grey fabrics was diversified to increase the customer base and reducedependency on the Far East. In this effort business with Malaysia, Korea, Taiwan, UK and SouthAmerica was initiated in case of Yarns.

In case of Grey Fabric market business was initiated in South Africa, North America, Japan,Italy, France, and Sri Lanka etc. Product range was also increased to cater to the differing needsof the buyers. Fancy and special items like Dobby Designs, Bedford Cords, and Caviar Twillsand stretch fabrics were developed which are being sold at premium prices.

CTML has constantly updated our machinery, replacing old machines with new ones upgrading

the existing set-up, leading to better efficiencies and quality products.

Leaving behind the traditional way of doing business and in our journey towards excellent it hasconsistently expanded its buyer base and explored the different markets around the world.

Keeping in view demand of the World market, CTML pursued its strategy of value addition andreducing the dependency on Grey Fabrics and Grey Yarn.

Having the foresight to assess that in coming years value addition will be the thing of the future,

CTML worked towards the achievement of its goal of future increasing its capability in valueaddition.The export of processed fabric and made-Ups has shown market improvement as

compared to last year.

It has placed us successfully in the middle to upper end of the market. Our strength in Europe isthe curtain division. This included yarn dyed dobbies, engineered confections, different finishesand embellished products. The plan is to continue with this winning strategy and at the sametime we are trying to find new clients in the high end.

We are also exploring business opportunities in countries like Spain and France where CTMLhas very little business at the moment.

North America is the star market for CTML; its a new market for it after breaking up the

exclusive arrangement with our previous sale set-up. The quota is coming down in 2005 and wehave started to prepare for it internally as well as for the external environment. Bedding is thebulk of the home textile business.

CTML is in the process of updating its machinery to cater the needs of the wider width fabricrequirement for USA bedding business. CTML is also taking up the social accountability issuesvery seriously, which are so dear to the American consumers. A lot of big brand US companieshave visited us and are discussing the possibilities of a joint venture.


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The opportunities are limitless, we have to review and analyze them very thoroughly to associatewith the right people in the long run. In shorter term we are building a small amount of quota,which will give us recognition as a bedding supplier.

CTML is very strong in non-quota categories like curtain and table linen. These categories are

best served with new product development (NPD). CTML will coordinate the effort for NPD byall markets to optimize results. CTML has achieved the highest sales in 1999-2002 for NorthAmerica market.

On top CTML has developed more direct and closer relationship with its end customers. Oceanichas been our most lucrative and mature marker. In business terms it is our cash cow market.

Primarily due to being a non-quota market it had no real limitations in this market. Despiteeconomic problems in that region, it has maintained our sales figures in the year under review.This market is a good design source for other markets, which is helping us to maintain our printvolumes.

Middle East market is composed of South Africa and the new emerging markets like the UAE,Egypt, Saudi Arabia, and Jordan etc. CTML has dedicated new staff with fresh energy for theemerging market.

They have successfully broken the ground and we have very strong faith that these markets willgive us good volumes in the near future. We are also targeting printed apparel business for thefirst time. The latest addition is the most ambitious Apparel Dyeing plant setup in Raiwind Mill,which has started its production.

The effectiveness and productivity of this plant will be further enhanced, as CTML moves

towards becoming a more vertically integrated organization.

CTML has increasing its profitability by working efficiently, procuring better raw material andmost importantly kept a very close association with its customers. It visits its business partnersfrequently and provides them with the best service possible. All of the above mentioned pointsled to strengthened relationship with its business partners making it very difficult for itscompetition to penetrate into its market share.

CTML has provided its staff with better working environment and facilities, which enhances itsefficiency and output.

At CTML, it is prospering due to its professional commitment towards excellence and giving thebest results at all times and against all odds. Its marketing and production team co-ordinates allthe time and its focus remains on maintaining its position as the market leader in the textilesector of Pakistan.


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Competitive Strategy

As for as COLONY Group is concerned its own name is its competitive advantage. Being an old

group it has its own name in the field of Textile as well as sugar. As I have told in the above

segment that it has business of Methane gas in Europe it is its competitive advantage. As dealing

in one different side gives you edge over competitors in other field. Furthermore, its financial

assets are also an edge for the group. As being late in paying any party makes future problems

which result in delivery of any product to be late and resulting in bad image of the company.

COLONY group buys raw material from all the groups like Nishat, Sitara Textiles, Kohinoor

Textiles and many more companies like that I cannot name all of them as it is a huge number.

Which automatically makes links better and which tells its mostly products are exported. And for

sure they are of finest quality.

Its one competitor is the Rupali group.

Supply Chain Management/Distribution Management

I found their business to be such a vast that they ordered their raw material on telephones, they

made contracts with the new companies and those companies having already contracts had no

need to made. The main which were daily paid were mainly to the ICI for polyester and then to

companies like Nishat, Sitara Textiles and many more companies and groups like that. Their

fiber is very famous not only nationally but internationally as well. Countries like China,

Indonesia, India and Bangladesh played an active role in the fabric market. Improvement in

quality and production capability was the main area of concentration. Market for Yarns and Grey

fabrics was diversified to increase the customer base and reduce dependency on the Far East.

They purchase raw material from china, India and USA.The cotton of India is good as compare

to other country. Yarn is export in other country and also use in local industry.

They use their own transport like as trucks or small transport vehicle but if they need then they

hire transport vehicle on rent.

Customer references

Colony textile mill prefer Customer reference program because according to that they are

important as buyers frequently seek peer advice in purchasing high value products and servicesin both business to business and consumer environments. A well coordinated CustomerReference Program results in:

Less time spent bysales representatives searching for suitable customer references.

Avoiding overusing and under using valuable customer references.
http://en.wikipedia.org/wiki/Consumerhttp://en.wikipedia.org/wiki/Sales_rephttp://en.wikipedia.org/wiki/Sales_rephttp://en.wikipedia.org/wiki/Sales_rephttp://en.wikipedia.org/wiki/Consumer


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Gaps being filled for customer references in certain industries/products/geographies.

Faster customer reference fulfillment time enabling a reduction in sales cycles.

Therefore it is often essential to establish a dedicated co-coordinator (often called a CRP

Manager), organizational processes and often acomputer system to manage customer references.

SWOT Analysis

Strengths:

ISO 9001-2000: Strong Security System High quality product Latest mechanized machinery. Tremendous market positioning Highly qualified and skilled management Highly Motivated Workforce Adequate financial resources Competitive advantage Own power generation plant

Weaknesses:

High cost of production Centralized decision making Less promotional activities

Opportunity:

Organization Can expand product lines Organization Can capture new market segments around the world Organization Can reduce the cost by proper utilization of resources Organization Can hire more well-educated and experienced person

Threats:

New Entry of competitors Buyer needs demands changes Political instability Change of government policies Globally Economic instability
http://en.wikipedia.org/wiki/Computer_systemhttp://en.wikipedia.org/wiki/Computer_system


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PEST Analysis

Political Instability

The political situation of Pakistan is not satisfactory. Due to the rapid change in the Government

every government sets its own new trade policies. Govt. should apply sustainable policies for thebeneficial of the exporters as well as the investors.

Economic situation:

The economic condition of Pakistan can also affect the foreign investors increasing inflation ratemake the cost of production high and thus reduce the profit margin of the investor.

Social situation:

The change in the lifestyle of the people affects the growing demand of the CTML products. The

change in the lifestyle and needs in different demographics also affect the demand of thecustomers.

Technological factor:

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 technologicaldevelopment. CTMLs excellent computerized machines and devices have made extension in its

present setup of well advanced technology imported from Japan, Germany and France.

Recommendations

Colony 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 ofwork for employees.

There is also a problem of work overload for the employees and it should be controlproperly so that the employees are motivated. As I have seen employees working till 8 PM. AndI have come to know that sometimes they work till 1 AM late night without any incentive.

Employees should be paid extra for the work which they do after working hours.


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References:

1. Mr. Zafer Iqbal (Head jabber of CTM)

0308-5253523

2. Mr.Mubshir Hassan (Al Syed Milk Collection System Luskani Wala)

0307-7992617

Conclusion

This visit gave our group the practical touch of the operations. Through this, we learnt that what

activities and operations are started in this organization. we learnt from the mill officer and

understood the operations of mill. This visit program enhanced our knowledge about the

operation Management.

Colony Mill Limited is one of the leading groups in Pakistan. The system, the management style,

the policies & decentralized decision making environment is really remarkable. In this area of

technology, the "Information" is the key to success in the business. This means that the

successful businessman will be who will have the right information at the right time. This

comment leads to the conclusion that the Information Sharing Process should really be improved.The overall analysis is indicating that the company progress has mainly attained through

dedication of employees. The effectiveness of its management, their willingness to take

advantage of opportunities and face challenges of changing economic picture, this all contributes

to the very much improved and sound position of company This is really appreciable for the devotion and

hard work of all the employees of the company


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Personal Experience:

By this study tour we experience a lot of practical exposure that how works are performed in an

organization. We experienced

Role of a manager

Knowledge about work of labor

Management problems

How to solve problems

Organization culture familiarity

How to manage customer demands & choices

Questions & Answers

1. When the industry established?

Ans: Established in 1952.

2. What you think about the operation management?

Ans: Operation management is very necessary part of an organization, without it we cant

operate in efficient way.

3. What are your major products?

Ans: Yarn.

4. What kind of processesis going on?

Ans: Continuous flow Processes.

5. What are your core processes?

Ans: Better quality yarn.

6. What are your support processes?

Ans: Best quality cotton used.


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7. Who are your main suppliers?

Ans: ICI, Ibrahim, China & Local.

8. Who are your main customers?

Ans: Faisal Abad Market, Import to different Countries.

9. What are your terms of supplement?

Ans: Net cash & on account.

10. How to manage the supply chain?

Ans: By purchasing of raw material on time & better production system.

11. How much your capacity to produce the product?

Ans: 5 lakh bags per year.

12. How much actually production?


13. The demand of your product per year?

Ans:3.5 to 4 lakh bags per year.

14. How to fulfill these demands?

Ans:By efficient work.

15. How many projects on which you are working?

Ans: Single.

16. What kind of workforce you have face in your operations?

Ans: Flexible.

17. What are your main divisions?

Ans: We divide our whole process to 7 departments.

18. What is your operations strategy?

Ans: Work divide to different departments& each department has its own manager who controls

different operations.


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19. What is your corporate strategy?

Ans: Purchase raw material at low price, reduce production cost & sells at higher price for

maximization our profit.

20. Can operations strategies help to cover the corporate strategies?

Ans: Yes.

21. What are your core competencies?

Ans: High quality & Low price.

22. Who are the direct competitors?

Ans: Manu group, Neshat group.

23. What are your competitive priorities?

Ans: High quality with low price.

24. How to develop the product and what kind of strategies you adopt to promote the new

product?

Ans: Take good cotton & make good quality products.

25. Why you choose that location?

Ans: Due to easy cotton &labor availability.

26. What kind of flow of processes your organization adopts?

Ans: Continuous flow processes.

27. What are your operations strategies?

Ans: Work divide to different departments& each department has its own manager who control

different operations.

28. What sort of inventory strategies you adopt?

Ans: Make to stock strategy.

29. How much your organization annual capacity of storage?

Ans: 2 lakh bags.


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30. Do you think that your work flow is flexible and up to what extent it is compatible with

your labors?

Ans: Yes.

31. Can you tell us the culture of the organization?

Ans: Flexible culture.

32. Which type of capital intensity are using in your organization?

Ans: Large machinery labor.

33. If automated then it is programmed or fixed?

Ans: Programmed.

34. What are your strategies for change?

Ans: According to climate change.

35. How many terminals are working in Pakistan?

Ans: 4 Branches in Pakistan.

Lahore.

Bhakkar.

Noshera.

Muzaffar Abad.

36. What is the annual production?


37. How much your organization capacity utilization?

Ans: 80%.

38. Can you tell us about the capacity cushion set in your organization?

Ans: When increase our product demand then we take product from our other units.

39. How to fulfill the gap between the actual capacity and required capacity?

Ans: Labor over time & increase in raw material.


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40. What you think about the bottleneck in your whole process?

Ans: Breakdown in machinery.

41. Can you explain the bottleneck?

Ans: Hurdles in production process.

42. Up to what extent the companies use the TOC in the organization to remove the

bottleneck?

Ans: No answer.

43. What is your long term capacity planning? What is short term capacity planning?

Ans: Large volume of production.

44. How to maintain the EOQ in your inventory?

Ans: Produce high volume of fabric looms.

45. What type of inventory do you have? How you control your inventory?

Ans: Three types of inventory used.

High.

Medium.

Low.

Special Thanks

We are specially thanks full to these personalities because without their co-operation our visit

dream will remain in our mind.

Mr.Muzamil Khursheed (Marketing Manager)

Mr.Mukhtar Ahmad (Libarty Manager)

Mr.Zafer Iqbal (Head Jaber)

Documents

Colony Textile Mills Correct