Kassim textile mills

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KASSIM TEXTILE MILLS

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ABOUT TEXTILE MILLS IN PAKISTANThe textile industry is often considered the backbone of the Pakistans economy.Pakistans textile Industries are the fourth Largest Cotton Producer. 6th largest importer of raw cotton &The third largest consumerThe 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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INTRODUCTIONKassim Textile Mills is a state of the art, vertical producer of denim fabric. Textile manufacturingis a major industry. It is based in conversionofthreetypesoffiber in to yarn, then fabric, then textiles.Kassim utilizes the mostmodern equipment, latest technology and highly experienced personnel to produce world class denim fabric

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Kassim Denimhave worked with some of the worlds 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 beenknown to have large-scale impact on supply.

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HISTORYKassim Textile mills was founded in 1991 in PakistanThe 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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VISSIONDynamic, quality based denim garments and ever progressive

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MISSIONAchieve 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 practicesOperate through team workEnsure a fair return to stake holdersFulfill social Responsibilities

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OBJECTIVES & GOALSBe innovative, customer focused and quality consciousFocus on quality of management as well as productCustomer satisfaction

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KTM PROFILE

Founded 1991HeadquartersPakistan (Karachi & Lahore)Turkey (Istanbul)USA (New York)Dhaka BangladeshSize1001-2000+ EmployeesEmployees Turnover rate7% per month

IndustryTextilesNameKassimBrandDenimTypePrivately heldArea71368 square meterCompensationAct 1934RankKassim Textiles is the largest Exporter of the denim in Pakistan

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MANAGEMENT OF KTMManagement of the group is professionally qualified and broadly experienced. The directors have held top positions in various textile bodies

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PLANNINGKassim 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 Kassims Profit.

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SWOT ANALYSISStrong securityHigh quality productLatest mechanized automated machineriesSkilled technicians and operatorsWell experienced managementOwn power generationsISO 9001-2008, 14001-2004 cerfitied

STRENGTH

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WEAKNESSESHighly cost of cotton provided from raw material supplierNo plant of gas generationIncreased employee turnover by 7% in 6 monthsCentralized decisions

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OPPORTUNITIESKassim can expand product line of denim jeansOrganization can capture new markets for export more than 3 million meters of fiberKassim can hire or appoint skilled and well experienced employees

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THREATSRaw material supply in between march to JulyChange of government policiesLabor work in not highly educatedManagement has little knowledge about Kassim historyDynamic environmentCustomer 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-hoursOffice workers, Morning ( 9:00-5:00)Labor workers are divided in three shiftsShift A from 8:30am to 4:30pmShift B from 4:30pm to 11:30pmShift C from 11:30pm to 8:30am

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PROCESS OF DENIM FIBRE

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PREPARATORY PROCESS DEPARTMENTThe 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 DEPARTMENTSpinning process involves flow of raw material through mixing, blow room,Carding, drawing, combing, simplex, ring and auto cone.

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WEAVING DEPARTMENTThe 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,notonlycontains impurities, including warpsize,butrequiresfurther treatment inordertodevelopitsfull textile potential

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KTM FINISHED PRODUCTKassim 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 DEPARTMENTLab testingStrength of yarnDensity of clothesPre-inspection of goods at different stagesComputerizing equipment verifier

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ORGANIZATION CULTURE

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KTM CULTUREThe culture of KTM is like a symbolic viewManager 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 CULTURE1001-2000 employee leading organizationManufacturer of fiber products since 24 years 7% employment turnover and recruitment 11% each yearLarge span of control and information is not widely shared every department like spinning and weaving order their own message related to their subjectEmployee empowermentValues 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 TheoryTop 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 YKassim textile employees are working 24 hoursKassim employees are work harderKassim employees are work in teams in concerned department Kassim employees are selflessKassim 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 Kassims ManagerKassim 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 THEORYKassim expects from their product thatDenim made up of quality based fabric jeansCustomer satisfactionCotton at a low costHigh margin from exporting productsRelationship with customers

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LEADESHIP

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LEADEADINGShabir 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 jobTop 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 TheoryMiddle managers follow the R2 style because they have ability to work in more than a shift but can not have skilled to perform effectivelyLower level managers are follow the R2 style because 55% these are work in technician department , they are well technicians but less educatedKassim group and H.O.Ds employees are follow the R4 leadership style because they are skilled and job focused.

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CONTROLLING

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CONTROLLINGManager can