Professional Documents
Culture Documents
My practical experience and learning with Leather Field (PVT) Ltd., as an internee, has added a great value to my skills, knowledge and abilities. By having an opportunity of internship in a reputed organization, Leather Field (PVT) Ltd. has helped me broaden my vision and moreover, I found very comfortable and co-operative environment regarding my work in observing departmental operations and management activities during my internship program. Leather Field (PVT) Ltd. is an ISO-9002 certified company. It is the largest manufacturer and exporter of leather garments in Pakistan since 1990. Since its inception in 1988, the company has developed the long term relationship with leading brands of leather garments and chain stores all over the world. Leather Field (PVT) Ltd. is at the fore front of the leather apparel making, representing the fashion and motor-bike leather collections for both; men and women. I started my internship with Merchandising Department which is also known as Marketing Department. The very first week, my supervisor Mr. Waseem Ashraf Cheema started to train me by rotating and guiding me about different departments. Being with a well experienced merchandiser manager, I have visited many departments like Import Department, Production Department, Production Planning and Control Department, Production Co-ordination Department, Quality Control Department, Cutting Department, Sampling Department, Material Management and Controlling Department etc. which are the most related to the concern working of a merchandiser. I spent most of my time in Merchandising Department where my supervisor directed me to know all the elements necessary for production as well as management. A merchandiser in Leather Field (PVT) Ltd. follows the instructions given by the customer and takes necessary actions to satisfy a customer in a better way. The process of my internship started with the PO (Purchase Order) that a merchandiser collects from the customer with Technical Files which include all the information regarding customer requirements. The merchandiser prepares WO (Work Order) against PO. I have also learnt to convert the PO into WO. By converting into the easily understandable form, WO including with all information is forwarded to relevant departments for smooth flow of work and maximum avoidance of mistakes. The merchandiser is responsible
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to convey all the necessary information in case of any revision/updating in PO to the PCO (Production Co-ordination office) which is a hub of all production process. I have also worked with PC office. PC office sends PO to all relevant departments and reports to the merchandiser regarding the production process against PO on daily basis. PC office is responsible to coordinate with all the departments for easy and smooth production processes. PC office prepares BOM (Bill of Material) and BOL (Bill of Leather) before starting the production by against every PO to sure the availability of the material and leather. PPC (Production Planning Co-coordinator) officer prepares the production schedule and mark the Exfactory date on PO keeping in view the production capacity and working of different halls. Copies of BOM and BOL are circulated to the concerned departments to arrange necessary materials and leather to manage the work force to get maximum output. I also worked with them and spent time to know the production procedures very closely as it is a part of duty of a merchandisers job to make sure the right execution of specific requirements of the customer. I have also gone through the Tannery process of raw skins (Hides) to finished leather and got a lot of new knowledge and skill in troubleshooting the processes. Positive organizational behavior, dealing with customers, team work, creating self ethics for our own success, leading people, decision making based upon facts, customer handling techniques and the most important creating quality and customer satisfaction while exceeding the organizational expectations are the key learnings of my time which I have spent with Leather Field (PVT) Ltd. Overall, I would like to highlight that my practical experience with Leather Field (PVT) Ltd. was full of learning and memorable as my experience was not just from one end, even sitting on the other end, Im able to know the impact of decision making and commu nication process which will help me in my professional life, INSHALLAH.
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Organizational Structure
Organizational Structure of Leather Field (PVT) Ltd. has four main units for the final production of leather products:
Core Departments
Marketing/Merchandiser Department Production Department Pattern Making Department Production Planning and Controlling Department Quality Control Department Material Management and Controlling Receiving and Inspection Department Purchase Department Sampling Department Import Department
Supportive Departments
Accounts Department Finance Department IT Department Compliance Department Security Department Finance Department
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2. Tannery Unit
Leather Field (PVT) Ltd. has its own tanning facility situated in Sohwala Sialkot. This is known as the biggest tannery in whole Asia. It produces leather in best quality in single or double tone dyed leather. To achieve this quality there are different factors that are mainly contributing to provide this firm good repute and better words of mouth. There is a huge setup in the tanning process, some of different activities being performed in the tannery are: Curing , soaking, liming, flashing, de-liming, bating, de-greasing, washing and draining, pickling, tanning, basification, outing, piling, wet back, article, based process, re-chroming, neutralizing, dying, fat liquoring, faxing, topping, and again faxing. In tannery unit leather skins (hides) are also arranged by the head office. Finance is also in head office. Chemicals required for tanning are also being arranged by the Import Department in head office.
3. Lining Unit
This unit is also known as unit # 5 and situated opposite to unit # 1 in model town Sialkot. Lining
cutting in-charge ensures the cutting of lining according to the work instructions. This unit sends lining cutting report of lining cutting intimating # of garments cut and balance quantity and also submits Daily lining cutting report to Production Manager showing total lining, quality, fusing etc cut in his section.
4.
Gloves Unit
Leather Field (PVT) Ltd. has its separate unit for gloves situated at Defence Road, Sialkot with 2800 pairs per day production capacity.
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Organizational Culture
In Leather Field (PVT) Ltd. working environment is so relaxed as to be almost casual; there is no bossing around or subordination, no name tags on offices, and no appointments required for calling on seniors. People are encouraged to communicate informally at all levels and interpersonal relationships are greatly valued. Written communication is simple and to the point, with even personal names abbreviated to initials to save time. Leadership of Leather Field (PVT) Ltd. follows the principle of 'management by walking around', where managers/merchandisers are expected to make daily rounds of all departments of responsibility, and have first-hand information of all significant happenings. This informal style of management may seem arbitrary, but is serious without being intimidating and has stood the company in good stead over the years. Today, the organizational culture is so attractive that now mostly people are joining straight from an educational institute and leave only after serving their full tenure.
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In International Market
India Bangladesh China
Number of Employees
There are 2800 employees in Leather Field (PVT) Ltd.
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Values
Ensure a relationship of trust in our work place on the honesty and professionalism, we show to our peers, our work and our self and most importantly to our customers.
Core Values
We listen to our clients, customers and to each other. We strive to create quality you can see, hear and actually feel. We make decisions that affect our clients, customers and each other only after we have facts. We take pride in our work and our company. We believe that trust is earned by conducting our business with integrity. We respect each other and recognized and reward excellent performance. We have a passion to do things right the first time. We believe that following up is a key to success-catching people doing things right is the ultimate results.
Mission Statement Leather Field (PVT) Ltd. is recognized as market leader and pre-eminent player in term
of quality, reputation and profitability. Leather Field (PVT) Ltd. is committed to its distinctive quality and customer value in all aspect of business. Develops a team culture encourages them to discover that the pursuit of excellence is truly a rewarding aspect of their career with Leather Field (PVT) Ltd.
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I started my internship with Merchandising Department which is also known as Marketing Department. Being with a well experienced merchandiser, Ive spent most of my time in this department because it is the core department of overall activities happening in Leather Field (PVT) Ltd.
Marketing/Merchandising Department
Marketing Department is usually known as Merchandising Department in Leather Field (PVT) Ltd. working under the head of Mr. Sohail (Managing Director Marketing). Marketing Department has a team of professional merchandisers that provides its services to keep customer follow up, production/order updates to customer and sampling to them is the main activities of merchandiser. This department serves to existing as well as new customer. But in case of companys own brands there is a sales force in foreign countries. They sell the products by personal selling through outlets in USA market. Marketing department ensures the delivery of garments to its customer at right time and right place with best quality. Usually big customers feel happy to have their full production under one roof by a single company. So it is an edge for Leather Field (PVT) Ltd. to produce large quantities of garments with quality. Leather Field (PVT) Ltd. had recently made an expansion in its own brand portfolio. Leather Field (PVT) Ltd. is a trend building company in the market. It usually focuses on bulk production and those customers who place huge quantity order. Merchandisers retain current customers by providing them the right product at right time with efficiency and effectiveness is being followed. Now-a-days market is more intense and customer is aware of the happenings and changes in technology, so to retain a customer is more difficult for a merchandiser, but this all is being done by these ambitious merchandisers. Marketing Department has been divided into two parts.
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a)
USA division
Leather Field (PVT) Ltd. has its own showrooms in USA working under the supervision of Mr. Sohail. USA division works in Canada and USA Market.
b)
Europe division
Mr. Imran (General Manager Marketing of Europe division) goes annual fairs in European countries and displays the company products into that fairs. Europe division includes European countries. This division is also targeting other countries like Hong Kong, Malaysia, Bangladesh etc also.
Marketing Department brings business to the company by communicating to new as well as old customers. In case of new customers, merchandiser continuously follows him to have a deal with him. Sometimes customers also visit the company to check quality standards. Usually customer based products (garments) are produced. Thats why company does not need spend so much time and money on conducting research and development. At the start of process, first sample sent to customer is known as proto sample. When customer feels some attraction in his sample, then places a PO (Purchase Order). At this stage again a pre-production sample is sent to customer to confirm the quality of that specific garment. The process starts with the sample request by customer for bulk production order.
Sampling Department
In this department employees are more professional as compared to other production halls. There are abrupt and rapid changes taking places in fashion and customer behaviors, so more accuracy and quality is required in a sample. There is a team of workers and daily production of samples is nearly 30 to 40 samples. These samples are made exactly according to specifications given by the customer.
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Sample Stitching: The sample is stitched and forwarded to finalize through buttoning, touching, polishing and trimming processes. After the completion of the above steps, the sample is checked by merchandiser and PPC with reference to the tech pack.
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3 Copies of Sample Request -1 Copy goes to Sample room -1 copy goes to Leather Department -1 copy goes to Pattern Department
Prototype Sample
Okay
Some Changes
Finalizing Sample
Alteration/repaired
Dispatched to Customer
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After completing the process of sampling, if the customer is satisfied with the sample then customer places PO (Purchase Order) to the company. The process of order again starts with merchandiser, who is responsible to convey the right information to PC office with all required detailed specification by converting the order into WO (Work Order) which is a specific format of the company.
Purchase Order
Purchase Order is the process to confirm that all inquiries about the order is processed efficiently to ensure that customer requirements for leather products are completely checked and clarified and deviation (if any) is noted before submission of an offer. Deputy Director marketing/export manager is responsible to review the specified requirement of the customer. Merchandiser negotiates the price of the product with the customer on the basis of Costing Sheet and sends PI (Performa Invoice) for customer approval before starting the production.
Procedure
Processing customer enquiries: Order is reviewed and confirmed by General Manager. Assistant export manager or export manager for Europe prepares Performa Invoice which is approved or signed by the factory manager and copies are then forwarded to the PCO (production co-ordination office). The contract includes the following details: a. Order number b. Style number c. Quantity d. Price e. Delivery time f. Mode of shipment g. Characteristics of articles h. Other requirements by the customer
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Revision of Contract
The changes or amendments arising during the course of contract or order execution are reviewed and confirmed by the merchandiser. An amendment to a contract or order for USA, orders is properly transferred to the functional sections concerned through revised contract. An amendment to a contract or order for Europe, order is properly transferred to the functional sections concerned through office memo.
Contract review
Customer enquiry
Review of customer enquiry Confirmation of orders by GM Praparation of PI Approval by GM Preparation of WO Circulate WO to all concerned
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After the confirmation of order, all technical deatials and teck pak with WO is send to PCO (production co-ordination office) for further processing of production.
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Send to PCO
Leather Deparment
Leather Arrangement (Local)
Materials Store
In Store/ Request
Material arrnagements
Production Planning
Production Plnning
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These documents are used mostly by book keepers to systemize the process in a better way. There are Material Reservation Sheets in ledger books that have a specific format suggested by ISO. In this sheet there is a facility to correct and adjust the issuance of receiving transactions.
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There are two types of adjustments, book keepers have to make: Issue Adjustments (Issue ADJ) in case of issued material without MIN which is adjusted Received Adjustments (RCVD ADJ) in case of return of issued material without properly recording the transaction occurs that is adjusted by book keeper manually All these activities are being performed in Inventory Planning and Analysis Department but are being fed in computer. There is an oracle based software package that helps to generate different reports and analysis. Profit or loss in a purchase order is also analyzed at the completion stage of the product. In material reservation sheet a specific code is assigned to a particular material that helps to locate the data in computer. Bill of Material (BOM) Bill of Material (BOM) is prepared for material planning for bulk production of the approved production orders. Production Schedule, MIN & MRN Production schedule is prepared and orders are put forward with all technical details to production manager. MIN (material issue note) is issued to production for material issuance from stores MRN (material return note) in case of any return from production to stores
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BOM
Material Store
Linning
Snaps Buttons
Zippers
Labels
In Stock
Out Of Stock
Imported
Local
Demand
Demand
import Department
Purchase Department
Performa Invoice
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Receipt Department
Ok
Rejected
Material Store
Return To Supplier
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Procurement
The procurement activities of the product materials in Leather Field (PVT) Ltd. are systematically executed and controlled, and that all the product materials purchased from subsuppliers meet specified requirement. It is also very important in selecting sub-contractors or their ability to meet the specified requirements and to ensure consistency in the supplied products by evaluating the suppliers performance on regular basis. Deputy Director marketing is responsible for purchasing leather from local or international markets whereas Admin & Purchase manager is responsible for purchasing the non-leather items from domestic market and Import manager is responsible for purchasing the materials from international markets by opening L/C. Deputy Director Marketing, admin & purchase manager and import managers evaluate suppliers performance in co-ordination with Quality Control Manager.
Demand note
When BOM is send to Inventory Control Department then Demand note is raised indicating specifications of materials to be purchased, unit of measurement, required quantity, in hand stock, consumption during last quarter/year (imported materials), projections (import materials) and required delivery date. Demand notes are classified as; For local (in country) purchase For import action
The demand notes are handed over to respective in-charges, namely deputy director marketing, admin & purchase manager and import manager for future action.
Purchase Order
Purchasing order containing specifications, technical and commercial details of the requirements are prepared by the assistant manager leather planning and procurement and authorized by
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deputy director marketing (for leather). For non-leather items these are authorized by the manager purchase prior to the release to the sub-suppliers. Purchase data for leather items, locally purchased materials and imported materials is maintained by the deputy director marketing Admin & purchase manager and import manager respectively. The data is also maintained in shape of computer record.
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Routine accessories and general items are inspected by authorized persons under supervision of in-charge material store and material planning officer before acceptance for quality and quantity. Expert opinion is acquired from FM/export manager where required.
In coming accessories and general items may be issued for use in production only in case of urgent requirement. Such items are recorded before issuance. After inspection material is send to main store where it is placed in its relative sluts. When production started the required material is issued to this department. This department sends its daily report to material store and production department.
Import Department
Mr. Sajid the import manager is managing the import activities in Leather Field (PVT) Ltd. When a BOM (Bill of Material) is forwarded to material store department, material store department confirms the available materials and in case of less or absence of material a demand note is generated for local or imported purchase. At this stage import department sends a request to the companys supplier to provide the mentioned material. For this purpose letter of credit is usually used to ensure the delivery of material with quality and speed. Import usually takes time of two to four weeks. For imported materials inquiries are placed by fax or e-mail to the suppliers and Performa Invoice is requested. If all the conditions of the Performa Invoice are acceptable then order is placed. Material usually imported from China, India, Taiwan, Korea, Japan, Singapore etc. Usually import of materials is made like lining, Zippers, logo, buttons, labels, tapes and other situation based materials.
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Initiating DN and PO
Raise Dn
DN received by purchase dept. Assessment by purchase dept. Approved list of suppliers PD collects quotations (if required) PD prepares P.I. (if required)
If not ok
Dead file
Prepare PO
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After confirmation of material and leathers availability, the production process starts according the customer instructions and requirements.
Pattern Development
In-charge pattern section receives pattern preparation order (PPO) from PC office for preparing patterns for the required styles. In-charge pattern section ensures that measuring tapes/drawing instruments used in his section are kept in good position. Damaged, torn out or misprinted graduated scales are properly replaced or in good condition. Patterns are cut according to the work instructions. All pattern elements are kept properly and stored in allocated areas or pattern room so that they can be easily retrievable when required. All pattern elements of one design or size are tied together with nylon band before storage to avoid the loss of any element.
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In-charge pattern section stamps CONTROLLED on all elements of patterns prepared by the pattern makers of his section is inspected and passed by him. Damaged elements/patterns are removed immediately and replaced with new ones. Each pattern elements of a design/style is marked with style # and other relevant info for identification. In-charge pattern section ensures suitable working environment is maintained in his section.
Leather Selection
Selection is made according to work instructions. Leather selection is made randomly or 100% as per requirements. Suitable illumination is provided at the time of selection of the leather. If selection result is satisfactory, leather is stocked into main leather store. Non-confirms leathers are shifted to Rejections area until these are returned to the suppliers. Selection report is prepared to note down selection results and then figures are entered in appropriate ledgers.
Leather Cutting
Leather cutting is carried out according to work instructions. Leather cutters receive leather from sub-store according to the assigned job. In-charge leather cutting hall prepares/approves master patterns (Hard Pattern) for leather cutting if the style is new or the existing hard pattern are not in good condition. Leather cutters inspect and match leather skins for color, shade, thickness, grain look, wrinkle etc. Before cutting Garments: Leather wastage is removed after suitable intervals so it does not obstruct smooth cutting operation or disturb working of cutters. Each leather cutter submits a daily cutting report to the in-charge leather cutting hall showing details of leather received, no of garment cut and balance leather.
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In-charge leather cutting hall prepares a daily cutting report showing total number of garments cut, actual leather consumption and balance number of garments. This information is compiled order wise.
In-charge leather cutting prepares Daily Cutting Report summarizing production of all cutting halls and submit to production manager. Production Manager submits Daily Cutting Report summarizing order wise production of all cutting halls to PC office MIS.
Lining Cutting
Lining cutting in-charge ensures the cutting of lining according to the work instructions. All lining cutters sends lining cutting report to in-charge lining cutting intimating # of garments cut and balance quantity. In-charge lining cutting submits Daily lining cutting report to Production Manager showing total lining, quality, fusing etc cut in his section.
Leather Numbering Leather numbering in-charge ensures the cutting of lining according to the work instructions.
In-charge leather numbering controls the numbering process of garments in hall. In-charge leather numbering prepares daily numbering report showing total number of garments tagged with number or ready for issuance to stitching operation and submits this report to in-charge cutting hall who in turn forwards this to in-charge cutting and production manager.
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Stitching
Stitching operation is carried out according to the work instructions.
Stitching process is carried out by qualified stitching operators in chain line production system according to provided specification/design/style/size and reference sample. Each stitching line is controlled by a line in-charge who guides stitching operators in understanding design/style of the assigned order. Each stitching line has a line monitor who insures that all required leather/lining cutting and accessories are available to the stitching operators as soon as possible. Helpers are provided to stitching operators for assistance in stitching so that maximum time of stitching operators is utilized in stitching and the time consuming work is done by helpers. This way maximum productivity is obtained from the stitching line.
Line checkers inspect stitching of garments after completion and get them fixed if rework is required. Stitching hall in-charge organizes all activities in this hall and solves problems if any. Fusing cloths/tapes are used as interlining. Lining stitching is carried out in separate lines. Sewing process is carried out in sequence, similar as shown in sewing process flow chart according to the requirement of the order/style. Daily targets are set for individual stitching lines and line in-charges are responsible for achieving daily targets. Production manager has authority to resolve all differences for quality.
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Leather selection
Leather stock Leather cutting Numbering
lining cutting
lining matching
Stitching
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Quality System
Quality System in Leather Field (PVT) Ltd. is a documented quality system for ensuring that product has been finished according to the specified requirements of the customer. It is for ensuring the effective implementation of the quality system as an objective evidence of compliance. For this purpose, Deputy Director marketing provides initial product requirements and customer specified requirements. Factory manager evaluates specification of finished leather, other materials and accessories required for the product.
Outline
Level 1
(Manual Quality)
Why
Level 2
(Standard Operating Procedure)
Level 3
Forms Registers
Level 4
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Packing As per instructions and requirements, packing operation is done. Button or zip closing is carried out and packing cards/foam sheets are inserted into garments. Button covers and sponge or foam coverings are placed on buttons. Silica gel and extra buttons or eyelets are placed in the garment pockets as required. Hangers are placed into garments if required. Final inspection is carried out by quality inspector. Hang tags, price tickets etc are attached to the garments according to the requirement. Garments are then placed in polythene bags. Size stickers, barcode stickers etc are placed over polythene bags as per requirement. Garments are then stocked in allocated area for packing. Work instructions are followed for all packing activities.
Packaging Packaging is carried out in two ways as per requirement of the customers. a) GOH Hanging b) GFP Cartons
If shipment is required in GOH containers, garments on hangers are shifted to GOH Hanging storage area. If shipment is required in Carton Packaging, the garments are packed according to work instructions. Cartons are marked with required info with stencils or ink markers. Also stickers are placed on the cartons, if required. Polythene sheet is wrapped and sewn on cartons, if required by customer. Work instructions of packaging are followed.
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Delivery Shipment documents are prepared. Shipment marks are checked for proper destination. Less than container load consignments are transported to Dry port in vans on trucks. Full container load consignments and GOH Hanging consignments are stuffed in containers at factory premises and then transported to Dry port for custom clearance and onward movement. Maintenance Suitable Maintenance program is prepared to keep all the production machines in good condition. Stitching operator ensures proper oiling and cleaning of their sewing machines. Maintenance record of sewing machines is maintained in every stitching hall. Preventive maintenance schedule/record is available with in-charge mechanical maintenance. Log books for diesel generators sets are maintained by in-charge electrical maintenance.
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issue to packaging
button cover
trimming
final checking
polishing
touching
quality inspection
Garment allocated area Carton packing area Strap banding Carton marking Hanger room
Hanger Containers
Delivery
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Identification
traceability
Purchased material
Pattern
Garments
Finished Garments
Identification in stores
Identified by Markings
Identification card
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Internal Audit
Internal audit is to examine the quality management system independently and systematically so as to evaluate its effectiveness ensure that all procedures and activities are implemented for meeting overall objectives of the quality system. MR (management representative) is responsible for the preparation of audit plan/schedule and for the implementation of internal quality report. Head of department/section in-charges are responsible to agree for implementing the corrective action after internal audit. Procedure Audit Planning: Audit plan/schedule is prepared by MR at the beginning of each year or during the year when needed. After approval of the audit plan/schedule from the MD, the copies are distributed to all auditors. Every section is audited at least twice a year. A copy of audit schedule is circulated to all concerned. MR selects audit team for each audit. The persons may be from any the department, but not from the same department which is being audited. Members of the audit team continue to work in their respective positions and are available to conduct the audit when required. Audit Programming: Audit is performed by using audit checklists. Auditor produces sufficient objective and evidence that QMS is fully effective and the work is being performed in accordance with the established procedures. NCR (non-conformity report) is prepared identifying non-conformity/deficiency.
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Corrective Action Manager/Section in-charge is responsible to agree and implement the required corrective action. All non-conformities are removed through follow up action on re-audit if required.
Audit Reporting When the action has been satisfactory completed, audit is treated as closed and report is submitted to MD and/or in management review meeting. Audit Record MR contains the record of audit, corrective action, follows up and ensures effectiveness of QMS.
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Audti Planning
Audit Schedule
Performing Audit
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As my internship program based upon merchandising. So as being a merchandiser internee, I have also visisted the HR department in Leather Field (PVT) Ltd. because it is necessary for a merchandiser to know about the policies and benefits for the workers.
Hours of work
Under section 34 of the factories act 1934, hours of work in a week are 48. However hours of work in Leather Field (PVT) Ltd. are as under.
Summer timings
8:00 a.m. to 5:00 p.m. (Interval for lunch and prayer 12:30 pm to 1:30 pm)
Winter Timings
8:15 a.m. to 5:15 p.m. (Interval for lunch and prayer 12:30 pm to 1:30 pm)
Wages
Less than 18 years workers are restricted. Unskilled workers are paid Rs.6000/- monthly according to Punjab Government Gazette Notification Law and amendment is done time-to-time as per change in law by Govt. whereas skilled workers are paid according to the job specification by law and changes are done when according to the amendment by Govt. Company also provides annual promotion and increment for the performance.
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Contractual Employees Contractual employees are paid according to the contract approved by the employee and employer with mutual consent. Overtime Pay Double pay is paid in case of employee hasnt work more than 9 hours in a day or 48 hours in a week.
Appointment
There are two rules of appointment
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Production Workers
Because of chain system is exist in Leather Field (PVT) Ltd., so in case of absence of any person, causes to stop the production. Thats why the in-charge or head person is allowed to provide the opportunity to the other new persons along with ID cards, 4 recent snaps, practical experience for one week training. 1. If the person fits to the job then he/she will be appointed and the admin manager issues the appointment letter. 2. Admin manager issues appointment letter along with an information book regarding the benefits and rules of the company. 3. There is no discrimination in appointment regarding religious, political, background or gender etc. 4. Selection always sure on merit 5. After appointment, employee is inspected by a register medical officer within first week. 6. Factory card is issued to the worker for attendance record.
Training
Training is to ensure that all the employees of the company receive adequate training in quality management system, develop skills in relevant fields and safety on the work place to meet or exceed customers expectation. Training establishes procedures for determining training needs, providing the training and keeping the records of training provided. Director Admin or purchase manager assures that all new employees meet the minimum requirement for the position being held and head of departments identify and ensure that appropriate training is provided to their staff. Alternatively the trainings needs are identifying in management review meeting.
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Training Policy
It is the Leather Field (PVT) Ltd. training policy 1. To identify the training needs which one regularly receives. 2. To determine the training program 3. To maintain comprehensive record
Workers Training
1. Newly hired persons are trained relevant to the job within 15 days after appointment so that he/she may be able to perform well. 2. 14 to 20 years old boys are sent to the Govt. Apprenticeship Training Center with monthly scholarship as well as training equipment also. After completion of training, if company requires his services then he will be appointment. 3. Punjab Vocational Training Council Govt. of Pakistan and Toyotas co-ordination worker are trained about leather so that he/she may be able to earn.
Procedure
List of employees is maintained by admin/purchase manager. Training needs are identified by the head of departments in management review meeting. Trainings are provided by both in-house program and external courses. Training records are maintained by the admin/purchase manager. Effectiveness of training is measured by improvements in results and annual performance.
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List of employees
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Workers who has completed a period of 12 months continuous service is entitled for 14 consecutive days. Every worker is entitled for 10 days casual leave in a year. 16 days are allowed to every worker for sick leave on half pay in a year. Every worker is allowed holidays with pay on all days declared by the Government. Three months maternity leaves are granted to the woman workers. If worker works in holidays then he/she is being paid over time allowance and compensatory holidays. All the workers are registered under Punjab Employees Social Security and also provided with all the financial benefits under social security Ordinance X of 1965. Gratuity is paid on the rate of 30 days wage for every completed year of service. Through Punjab Worker Welfare Board, talent scholarships are given to the talented children of the workers. In case of death of any worker, Rs. 200000 is paid to the dependents of the worker. Bonus is paid to the workers under 10.C of the Industrial & Commercial Employment (SO) Ordinance 1968. The facility of fair price shop is provided for the workers where they can get necessary items on cheaper rates. Rs. 30000 is being paid by the Punjab Workers Welfare Board in case of marriage of workers daughter. Any worker who works for more than 48 hours in any week is entitled in respect of the overtime worked to pay at the rate of twice comparatively to his ordinary rate of pay. Dearness Allowance/Special Allowances are given to workers as and when declared by the Government.
8.
Gratuity Talent Scholarship Insurance Bonus Fair Price Shop Marriage Grant
15. 16.
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EOBI Welfare office deals with and follows the Employees Old Age Benefits Institution Act 1976. Following are the benefits that are being offered to the employees in Packages in accordance with the Act. Employees Old-Age Pension Scheme: All the employees shall become members of Employees Old-Age Pension Scheme that is set up by the Government and shall be entitled to pension after attaining the age of 58. The company contributes 5% of an employees minimum wages/salary (6000 Rs), 1% from the employees toward this scheme.
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SWOT Analysis
This is used to know the strengths, weaknesses, opportunities, and threats as well.
Strengths
High Growth Bulk capacity of production Ready availability of highly skilled and cheap manpower Large raw material base Continuous emphasis on product development and design upgradation Biggest tannery unit in whole Asia
Weaknesses
Lack of strong presence in the global fashion market Lack of awareness of international standard Less demand for companys own brand in USA market Some Less skilled workers regarding job due to favoritism of head person
Opportunities
Use of e-commerce in direct marketing Growing fashion consciousness globally Use of information technology and decision support software to help eliminate the length of the production cycle for different products There is space to enter into new markets
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Threats
New entrants from local as well as in international market Government policies and political instability
Limited scope for mobilizing funds through private placements Difficulty in obtaining bank loans resulting in high cost of private borrowing Stricter international standards High competition from East European countries and other Asian countries
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Recommendations
Having analyzed the policies and procedures and through interviews with production workers and management employees, I inferred some recommendations which are as following: 1. Inventory record system is not easily accessible as manually ledgers are used to maintain the inventory record. The recording system should be totally computerized so that merchandisers or relevant persons can easily access to the inventory record for further coordination with customer, PC office and sample department. It will save the company time especially in sampling process. 2. Head of departments are free to hire employees respective to their department. HR department should come forward in hiring process to minimize the element of favoritism. A panel interview with relevant head of department and HR department will surely create a pool of potential candidates and right person for right job can be sure. 3. HR department should communicate to the employees regarding benefits, facilities and company policies to increase their motivation level and to create a sense of belongingness among employees. It will be beneficial for the productivity and work quality. 4. Company should introduce the performance appraisal system by distributing incentives and bonus among workers on annual or order completion basis. The evaluation should be on basis of their behaviors, task outcomes, improvement potential and the most important quality in work with the co-ordination of immediate supervisors. This will surely bring the quality and work improvement in their daily routine work. 5. There are a lot of companies which are also serving in same industry with better quality. Leather Field (PVT) Ltd. is focusing on B 2 B strategy and is following an unsound advertising strategy for its own brands. It would be better to hire an advertising agency to make strong positioning of its brands especially it should launch brands in European countries. A major focus of organization for promotion of its products should be through Point of Sales. Initially it should launch its own brands in major countries like
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Germany, France through stores for branding and customer awareness with proper research. 6. Company mostly prefers to the internal hiring and doesnt focus to the outsource skills. It should introduce off job training by sending to its workers to different training programs to enhance technical skills and new techniques regarding production and management. After training programs, employees should be evaluated through; Direct feedback from employees Task outcomes Performance appraisal
The trained employees will train the other employees. It will save the company cost by avoiding foreign teams for employees training. 7. Leather Field (PVT) Ltd. is not using even a single e-marketing strategy for promoting its products. Website of the company does not show any detail of its products and very concise information about brands is given on the web. Organization should use emerging media like website, Google, AdSens, Google Adword, blog, vlog and social networking websites for publicity of its products and to attract new customers. 8. R & D is not as strong as Leather Field (PVT) Ltd. is export oriented company and is dealing in fashion industry. As fashion changes time to time and competitors can take the place due to lack of R & D. By doing this, company will be aware of global changing trends and can prepare its workforce and resources. 9. Duty of in-charge quality control in production halls should be rotated to different halls on monthly basis and reporting system about their daily working in documented form to the Quality Control department should be introduced. As it is the very first step in quality control system. 10. Cutting, stitching, trimming, buttoning, checking, polishing and quality control departments should follow the Independent policy rather than Inter Related. Counting should be made before receiving of leather products by each department to avoid the loss of products.
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11. Quality Control department should maintain the manual record before issuance of products to different departments. It will sure the traceability of products before shipment with saving of the delivery time.
Conclusions
Leather Field (PVT) Ltd. introduced chain line production system first time in Sialkot and has a competitive edge of bulk production capacity with 3000 employees which enable the company to produce a monthly capacity in excess of 80,000 pieces. A Line System Production is very strong under the supervision of experts trained by Korean team to ensure consistent sizing & customer requirements, thats why company is capable of introducing a world class quality garments. Leather Field (PVT) Ltd. is the largest exporter of Pakistan in leather garments since 1990. The production department is using the specialization of job concept that has made it more beneficial for the organization. Leather Field (PVT) Ltd. is committed to running its business successfully and efficiently, providing long term benefits to its employees and enriching the lives of those whom it serves by fulfilling its organizational responsibility to the best of the ability. Company expects excellence from all processes, whether they relate to policy formation and accounting procedures or product development. A comprehensive Vertically Integrated Production Unit inclusive of a US$10 Million state-ofthe-art Tannery producing 60,000-75,000 sq. ft. per day of goat, sheep & cow leather. It has a hierarchy of wide span of control. Communication is from top to bottom and vice versa. All the departments are working together to achieve common goals. Companys advertisement policies are not so strong for its own brands but it is still able to maintain its leadership in market due to the fact that there is no major competitor in the market against bulk production capacity with quality thats why small competitors are unable to take any more market share. Leather Field (PVT) Ltd. is not using any e-marketing model of emerging media to attract any customer for orders or to communicate about their work quality to the target markets.
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