A

SUMMER INTERNSHIP PROJECT REPORT

ON
“QUALITY MANAGEMENT”
AT

TSPL
(TRIBHUVAN SPINTEX PRIVATE LIMITED)
Prepared by
BADRAKIYA ANKIT A.
(M.B.A. – SEMESTER-3)

Academic Year:- 2015-2016

Enrollment No: - 147590592008

SHREE H.N.SHUKLA COLLEGE OF MANAGEMENT STUDIES,

RAJKOT (IN-Gujarat)

Submitted to: Gujarat Technological University

Under the Guidance of

[ASST.PROF. USHMA VALA]

1
 DECLARATION

I undersigned BADRAKIYA ANKIT A. A student of MBA SEM - 3 of

SHREE H.N.SHUKLA COLLEGE OF MANAGEMENT STUDIES RAJKOT hereby
declare that the project work presented in this report is my own work presented
in this report is my own work and has been carried out under the supervision of
ASST.PROF.USHMA VALA OF SHREE H.N.SHUKLA COLLEGE OF MANAGEMENT
STUDIES. Under Gujarat technological university

Place: Rajkot
Date: - -2015

Signature
(BADRAKIYA ANKIT A)

2
 PREFACE

Management is a field which requires both managerial and practical

knowledge. Today because of industrialization the progress of industrial area is
increasing, so students are attracting to develop the knowledge for industrial
environment and business field
Practical study plays a vital role in the field of education. It has been
introduced for the student to get practical knowledge along with the theoretical
knowledge. Only bookish knowledge is not the right way of learning anything.
From training student can very well becomes aware about the industrial
environment. This helps the students for better understanding and also gives
them the change to saw their skills and ability.

“Sound Become Music,

If Trained Person Use It.”

According to above views our Gujarat technological university has

included practical training of industry and viva. In this competitive age, to get
information about the company is very important. I am the student of MBA
sem-3 got this opportunity to know what is actually happening in the company.
And project work is necessary for the awareness of industrial aspect.

3
 ACKNOWLEDGEMENT

I BADRAKIYA ANKIT A. Acknowledge the kind support and aid been

provided by my professor in the project report.

I would like to thanks VISHALBHAI PATEL & RANJIT ZHA other staff
members of the company who has provided me valuable information about
inventory management of their unit though they have busy schedule, they help
me in my training

Ultimately I would like to thanks again all the staff members of the
company, for kind & humble support and contribution to this valuable work.
Special thanks to USHMAMAM and M.B.A. Staff to help me to prepare
this report.

Thanking to all of you.

Place: Rajkot ___________________

Date: - -2015 Signature
KAPURIYA HIREN P.

4
 INDEX

SR.NO. PARTICULAR

1 PROJECT AT GLANCE

2 HISTORY & DEVELOPMENT OF COMPANY

3 LOCATION

4 SIZE OF THE UNIT

5 ORGANIZATION STRACTURE

6 ORGANIZATION CHART

7 PLANT LAYOUT

8 PRODUCTION DEPARTMENT

9 MARKETING DEPARTMENT

10 HUMAN RESOURCE DEPARTMENT

11 FINANC DEPARTMENT

12 EXICUTIVE SUMMRY

13 SWOT ANALYSIS

14 RESEARCH METHODOLOGY

15 BIBLIOGRAPHY

5
 PROJECT GLANCE

NAME OF COMPANY TRIBHUVAN SPINTEX PVT LTD

REGISTERED OFFICE AND Survey No 252/P2

WORK AT NEKNAM ROAD ,
PADHHARI - 360110
Gujarat
India

YEAR OF ESTABLISHMENT 18 FEB 2013

FORM OF ORGANIZATION PRIVATE LIMITED

SIZE OF UNIT LARGE SCALE

INITIAL INVESTMENT 80,00,00,000

MAIN OBJECTIVE BEST QUALITATIVE PRODUCTION

SHIFT 8:00 AM TO 8:00 PM

8:00 PM TO 8:00 AM

SLOGAN “YOUR ENTERING QUALITY ZONE

SYSTEM SHOULD WORK MEN SHOULD FOLLOW
THE SYSTEM”

NO. OF WORKER 294

MAIN PRODUCT COTTON YARN

OFF-DAY NO OF DAY

NATURE OF COMPANY EXPORT COTTON YARN

PHONE NO. 94277 46682

E-MAIL TRIBHUVANSPINTEX@GMAIL.COM

WEB SITE WWW.TRIBHUVANSPINTEX.COM

6
 HISTORY & DEVELOPMENT OF THE COMPANY

Success is not easy for anybody. Continuous hard work with good way is
the best way to get success. And all great persons are behaving in this thing. And
same way get success the company name TREBHUVAN SPINTEX PVT. LTD.

SHREE DAYABHAI PATEL is the founder of the company. It was started in

paddhari,mitana highway . At 18 feb, 2011. It was started with 100 workers only.

In case of development of the they have made remarkable progress,

because in the beginning stage the company started with 100 workers only.
Now there are 294 workers in the company.

Officers : 16

Employee : 20

Workers : 258

Total : 294

Director: VISHALBHAI PATEL

7
 LOCATION
“The place where by locating the industry, the cost of
production is the lower at the time of establishment is called location of
industry”

Factory address:
“TRIBHUVAN SPINTEX PRIVATE LIMITED”
Neknam padhhari road ,
Padhhari – 360110
Gujarat india

Regional office:
115,ronak complex,
Opp, bombay hotel,
Gondal road,
Rajkot -360002

Corporate office:
16,jain balasharam shopping center,
Opp khoja jamat khana, vasitalav,
Mahuva – 364290
Gujarat

They choose this location because it is near the city, easy to

transport service and near the house.

8
 SIZE OF THE COMPANY

Depending Upon The Ownership, The Business Organization Can Be

Classified In To Three Forms Described As Follow.

1. Private Sector: The Unit Is Owned and Managed By Individual Come under
This Sector

2. Public Sector: The Unit Is Owned and Managed By the Government Come

Under This Sector

3. Joint Venture: The Unit Owned and Managed By Individual As Well As By

Government

9
 SIZE OF UNIT

In India, generally the business units are classified into three main
categories on the bases of the size of the unit.

Large scale unit:

A large scale unit is the unit in the one whose investment in in its assets is
more then 5 crores.

Medium scale unit:

A medium scale unit is the unit in the one whose investment in it’s assets
is between 2 to 3 crore

Small scale unit:

A small scale unit is the unit in the one whose investment in in its assets
are below 2 crores.

The TRIBHUVAN SPINTEX PRIVATE LIMITED is the large-scale unit and it is said
to be private& co-operative sector.

10
 ORGANIZATION STRACTURE

TRIBHUVAN SPINTEX PVT LTD is large scale company. It is a

making cotton yarn and cones.

TSPL has an investment about rs 80 crore in planning system

and latest machineries. it’s daily turnover is in 10 lakes
Daily input Raw material 65 bales
One bale price is 15000
The organization of TSPL is divided in following department,

1) S.Q.C (Quality Control)

2) Engineer Department
3) Packing & Finishing Department
4) Inventory Department
5) H.R Department
6) Marketing Department
7) Accountant Department
8) IT Department

11
 ORGANIZATION CHART

DIRECTOR

GENERAL MANAGER

H.O.D

S.Q.C A/C H.R PRODUCTION MARKETING ENGINEERING

DEPARTMENT
(QUALITY DEPARTMENT DEPARTMENT

CONTROL)

UNIT INCHARGE

SHIFT GODOWN
INCHARGE
INCHARGE

ALL OF EMPLOYEE GODOWN WORKERS

12
THE RESPECTIVE AUTHORITIES OF COMPANY

DIRECTOR VISHALBHAI PATEL

GENRAL MANAGER PRAKASHBHAI PATEL

H.O.D BHARATBHAI ZALA

S.Q.C (QUALITY CONTROL) O.J.BORAD

ACCOUNTANT MUKESHBHAI PATEL

H.R JAIMIN PATEL

PRODUCTION MANAGER BHAVESHBHAI GODHANI

MARKETING MANAGER VISHALBHAI PATEL

UNIT INCHARGE BHAVESHBHAI PATEL

SHIFT INCHARGE MAYUR PARADAV (DAY)

SHIFT INCHARGE DHARMIKBHAI PATEL (NIGHT)

GODOWN INCHARGE ROHITBHAI PATEL

IT MANAGER ANANDBHAI PATEL

FIELD FORMEN RANJIT ZHA

TOTAL EMPLOYEE 294

13
 PLANT LAYOUT

BALE STORAGE

WASTAGE PACKING
BLOW ROOM &FILTER
DEPARTMENT WISE OFFICES
INTER MEDIATORE
H PLAN - 1

SIMPLEX
MAIN OFFICE

RING FRAM ENTRY & EXIT

LINK CONER H PLAN - 2

Y.C.P
FINISH & PACKING

FINISH YARN STORAGE

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 PRODUCTION DEPARTMENT

1. INTRODUCTION

2. MEANING AND DEFINITION

3. MENUFATURING PROCESS

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 INTRODUCTION

Yarn is a long continuous length of interlocked FIBRES, suitable for use in

the production of textiles, sewing, crocheting, knitting, weaving, embroidery.
Thread is a type of yarn intended for sewing by hand or machine. Modern
manufactured sewing threads may be finished with wax or other lubricants to
withstand the stresses involved in sewing. Embroidery threads are yarns
specifically designed for hand or machine embroidery.
Yarn can be made from any number of natural or synthetic fibers. There
are two main types of yarn: spun and filament.
The most common plant fiber is cotton, which is typically. Spun into fine
yarn for mechanical weaving or knitting into cloth.
Cotton and polyester are the most commonly spun fibers in the world.
Cotton is grown throughout the world, harvested, ginned, and prepared for yarn
spinning. Synthetic fibers are generally extruded in continuous strands of gel-
state materials. These strands are drawn (stretched), annealed (hardened), and
cured to obtain properties desirable for later processing.
Synthetic fibers come in three basic forms: staple, tow, and filament.
Staple is cut fibers, generally sold in lengths up to 120mm. Tow is a continuous
"rope" of fibers consisting of many filaments loosely joined side-to-side.
Filament is a continuous strand consisting of anything from 1 filament to many.
Synthetic fiber is most often measured in a weight per linear measurement
basis, along with cut length. Denier and DTEX are the most common weight to
length measures. Cut-length only applies to staple fiber.
Filament extrusion is sometimes referred to as "spinning" but most
people equate spinning with spun yarn production.
The most commonly spun animal fiber is wool harvested from sheep. For
hand knitting and hobby knitting, thick, wool and acrylic yarns are frequently
used.
Natural fibers such as these have the advantage of being slightly elastic
and very breathable, while trapping a great deal of air, making for a fairly warm
fabric.

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 Meaning and Definition

 Meaning:-
Production management refers to the application of management
principles to the production function in a factory. in other words, production
management involves application of planning, organizing, directing and
controlling the production process.
First is the development of factory system of production. Until the
emergence of the concept of manufacturing, there was no such thing as
management as we know it. It is true that people operated business of one type
or another, but for the most part, these people were owners of essentially stems
from the first, namely, the development of the large corporation with many
owners and the necessity to hire people to operate the business,
Stems from the work of many of the pioneers of scientific management
who were able to demonstrate the value, from a performance and profit point
of view, of some of the techniques they were developing. The reason is that it is
interrelated with many other functional areas of business, viz., marketing,
finance, industrial relation policies etc.

Definition:-
“Production Management is the process of effective planning and
regulating the operations of that section of an enterprise which is responsible
for the actual transformation of materials into finished products.”
MR, E.L. BRECH
Production management deals with decision-making related to production
process. so that the resulting goods and services are produced in accordance
with the quantitative specifications and demand schedule with minimum

17
MENUFATURING PROCESS

BLOW ROOM

CARDING

PRE COMB DRAW FRAME

LAAP FARMER

COMBER

SIMPLEX

RING FRAME

LINK CONER

Y.C.P

PACKING

18
 (1) BLOW ROOM

 A manufacturing process first set is a blow room in this step bale packed
machine put up bale and Transferring to filter plants.
 Filter plants dividing two parts one is good bale and another is wastage
 (one bale weightage is 160kgs average)
 Wastage is using other companies to as a raw materials.
 (in company 100% input bale and 30% is wastage in process
 In short in this process raw material to converting filtering finish cotton
 And transferring carding machine.

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 Bloow room including five machine.

 Bale paker , flexi cleanning, uni mixed, verio clean, vetal scan.

 Flexi clean is cotton cleaning and fiber is dividing.

 And clean cotton converting to uni mixed.

 Uni mixed filtering to cotton and 400kg cotton mixed in different bale.

 First to last bale in balepaker mchine.

 Verio clean filtering is uni mixed west remaining cotton process.

 Next machine is vetal scan.

 Vetal scan is one side 24 camera scaning.

 And two side is 24 camera is finding the other piratical in west cotton.

 Basicaliy two type westage.

1) Useable
2) Non useable.

 Useable west is other company purchase raw material.

 And transferring carding machine.

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 (Filter)

(Soft Wastage)

21
 Manufacturing process second step is carding.

 In company carding total 8 machines available blowroom and raw

material to carding machine.

 Carding machine raw material to convert “sliver”.

 1 hour 45 minutes average time of full cartage.

 Full cartage is dependent of length and average time.

 Carding machine is making sliver and convert to next process.

 Next is pre com draw fram .

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 (3)LD-2
(Pre com draw frame)

 Manufacturing process third step is LD 2.

 Ld 2 machines are two side one is left and second is right.

 Left and right both side are 4 carding cartage sliver to converting
a one sliver.

 In short in this process LD 2 machine main aim is converting

“sliver”. Every 1 hour time to making one sliver cartage.

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 (4) LAP FARMER

 Manufacturing process fourth step is lap farmer.

 Total 2 machine are available in company.

24
 In this process LD 2 machine cartage outcome one side two lines
input 12 sliver.

 And another cartage outcomes input 12 sliver.

 Total 24 sliver input.

 Finally making “lap”.

 Next step is comber

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 (5) COMBER

 Comber is fifth step in manufacturing process.

 In comber machines input 8 laps.

 And making one sliver.

 Comber department is important part in manufacturing process.

 Comber system is fully automatic.

 Maintain thread quality.

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 (6) R.S.B
(Auto Draw Frame)

 Manufacturing process sixth step is R.S.B.

 R.S.B (auto draw frame) machine making one sliver to output combers 6
sliver.
 In this process final sliver are output.

 R.S.B total 4 machine are available.

 Next step is simplex.

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 (7) SIMPLEX

 Manufacturing process seven step is simplex.

 Total 3 machines are available in process.

 In this simplex process one R.S.B sliver to converting big bobbin.

 One bobbin weightage average is 2.27kgs

 One bobbin full fill time is 2 hour 36 minutes average time.

 One machine making two row and converting 200 bobbins.

 Total 3 machines producing 600 bobbins in one time.

 Bobbins are important in S.Q.C department to maintain quality

Like THICKNESS, THINNESS & NEPS.

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 All simplex system is automatic & sensor base,

 Next step is ring frame.

29
 (8) RING FRAME

 Ring frame is most important process in manufacturing process.

 Total 8 machines are available in company.

 In this process making big bobbin to converting small bobbin and that is
call “spindle”

 One machine one side making 816 spindle and another side making 816
spindle.

 Total 1632 spindle making one machine.

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 And Total 8 Machines Making One Time 13054 Spindle.

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 (9) AUTO LINK CONER
 Manufacturing process final thread making process is auto link
coner.

 In company total 8 machines.

 In this process spindle to convert a cones and

 Making 34 cones in one time

 Total 8 machines 272 cones producing one time.

 Company making first 4 machines 30s/ich(plain)

 And 5 to 8 machines 32s/ich(blue zebra)

 Is system is automatic thread joining fully sensor base

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33
 (10) Y C P

 Seiger is part of manufacturing process.

 In this process cones hitting and measuring (suger hitting)

 Seiger machines are under 4trolly include.

 One trolly in 140 cones

 560 cones one time in outcomes to seiger.

 Net process is packing and finish product.

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 (11) PACKING AND FINISHING

 In this manufacturing process last step is packing and finishing.

 Seiger measturized cones are packing on plastic bags and boxes.

 As per company requirement packing available in unit.

 One cone weightage is 1.890kgs.

 And one box packing 24 & 26 cones

 One carton gross weight is 48.300 kg.

35
 Net Weight Is 45.36kg

 Finally Export Product Is Ready To Storage.

36
 TIME KEEPING SYSTEM

The company should select that time keeping system which is most
suitable one. Time keeping system is way to the time when employees arrive at
company and left it. If proper time keeping system is adopted, it can be
beneficial to both company and employees.

Time is very importance for every body’s life. Once time is lots, it’s lost
forever.so walk with time.

For Employee Day Shift:

8:00 Am To 1:00 Pm
1:00 Pm To 2:00 Pm (Break Time)
2:00 Pm To 8:00 Pm

For Employee Night Shift:

8:00 Pm To 1:00 Am
1:00 Am To 2:00 Am (Break Time)
2:00 Am To 8:00 Am

Company has following attendance for a face reading punching machine.

Providing canteen, extra overtime, leave paid

37
 MARKETING
DEPARTMENT

1. INTRODUCTION
2. DISTRIBUTION CHANNELS
3. ADVERTISEMENT
4. MARKET SEGMENTATION
5. TRANSPORTATION
6. COMPITITOR

38
 INTRODUCTION

Marketing Including Primary Resources Such As Human Resources,

Finance and Management As Well As Set of Activities In Order To Direct. How of
Good and Service From Producer to Consumer at Right Place, Person and With
Reasonable Price for the Satisfaction as Human Wants, Market, Oriental
Thinking Is Necessary In Today Competitive World.

Marketing Can Be Defined As

“The Activities of Business That Direct the Flow of Goods and Service from
Producer to Ultimate Consumers.”

Marketing Is Dynamic, Existing And Challenging Activity. It Provides Ample

Employment Opportunity In The Modern Business Enterprise Depends Upon
The Efficiency Of Marketing Management.

39
 DISTRIBUTION CHANNELS

A Marketing Channel Performs The Work Of Moving Good From

Producer To Consumer. Marketing Channels Can Be Characterized By
Number Of Channel Levels. The Various Channel Level are:-

 Zero Level Channel :-

[Manufacturer ->Consumer]

 One Level Channel :-

[Manufacturer -> Manufacturer -> Consumer]

 Two Level Channel :-

[Manufacturer -> Manufacturer -> Retailer -> Consumer]

 Three Level Channel :-

[Manufacturer -> Manufacturer -> Distributor -> Retailer ->
Consumer]

TSPL Company Follows One Level And Two Level Channel of

Distribution. It Is Export Goods In Out Of Country. The Best Quality
Yarn Export.

40
 ADVERTISEMENT

The main object on any organization is to sell its product a maximum level.
It is the “heart” of any organization process is aware about the product and
knows that the product is available in market. In modern business can without
work, no business can without world. No business can run with advertisement.

Now-a-day advertisement is the best way to promote the product. For

advertisement purpose different media can be used like radio, TV, newspaper,
poster. Therefore the company uses the proper media for advertisement.

Tspl has not any advertising agency but they gave advertising in word mouth. It
is not required any media through advertising. It also sale all goods in market.
The goods export in out of country. The best quality goods.

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 MARKETING SEGMENTATION

General, market segmentation is depends upon customer choice.

TSPL Company arrange market segmentation to considering

customer requirement. They always consider customer choice because
market segmentation is depends upon customer order.

This company has done segmentation of market very

systematically.

(a)Product wise :-

This firm product domestic product like cotton yarn which depends
on the demand of the people.

(b)Geographical :-

Geographical segmentation calls for diving market in state region,

country, etc…. Here division is done as

Local market
National market
International market

But TSPL company sale their product in national and international

market only.

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 Transportation

Distribution is one of the important steps of marketing. The person is

joined to within very few distribution activity. It helps to make the product at
available where it is demanded and distribution perform this function
effectively.

1. Airway

2. Roadway

3. Waterway

So, TSPL uses roadway for the transportation.

43
 Competitors

TSPL has limited competitor as very few units are engaged in casting
works. Hence, it has the maximum market share than any other company.

Main competitor of TSPL are:

GIRIRAJ SPINTEX PVT. LTD.

BAL KRISHANA SPINTEX PVT. LTD.

The TSPL Company has a number of quality cotton yarn produce but in
this project report we are going to deal with only inventory management.

There is very law competition faced by TSPL company due to large scale
of production and the best qualitative products of unit. With around 60-65%
share in the market unit is gets fruits of leader. The do not have to face
competitors due to best product at reasonable price and vast variety of product.

44
 HUMAN
RESOURCES
MANEGMENT

1. INTRODUCTION

2. WAGES & SALARY ADMINISTRATION

3. WORKERS FACILITIES
4. PROMOTION & TRANSFER POLICY
5. RECORDS OF EMPLOYEES

45
 INTRODUCTION

Personal management is that part of process of management which is

specifically concerned with the people employed in the organization and to
secure the effective use of personnel by ensuring such conditions of
employment as well enable all persons in the enterprise.

Generally personnel management deals with planning, directing,

organizing, manufacturing, developing and utilizing work force of the business
enterprise to help the achievement of the objectives.

Thus, we can say that personnel management is the heart of the

organization.

WAGES & SALARY ADMINISTRATION

Wages and salary administration is the most burning problem of the

employees. The objective of salary administration plane are to ensure equitable
payment to all the employees.

For, the work of overtime wages depends upon the number of unit hours
the labor has worked for overtime. Wages and salary are the remuneration paid
to employees for their work.

In “TSPL”, the employees are given salary for fixed month, they are given rs.
7000 to 18000 for month. If they completed their work and do extra work,
more wages are given. The salary of officer is fixed.

46
 WORKERS FACILITIES

TSPL provide many facilities for their workers. Because workers are very
important factor in any organization. If we serve them good facilities and
working environment. They also serve us good reward by doing best work.

FACILITIES LIKE…..

 Drinking water
 Food
 Tea
 bonus
 Amount
 Gifts & other facilities.

They get medical leave as per their requirement. In case of special medical
leave half day is also given.

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 PROMOTION & TRANSFER POLICY

Promotion:-

A promotion is the upward movement of an employee to a job which gives

more money or one that carries some money or one that carries some preferred
status. A said by scat and clothier.
In “TSPL”, promotion is given the basis of experience and there efficiency
and quality of work.

Transfer:-

Transfer is the movement of one employee from one job to another

without involving any substantial changes in his duty, responsibility, required
skill status and compensation.
In “TSPL”, transfer is given as per the need of management.

RECORDS OF EMPLOYEES

Records of employee are maintained regularly by a person who is

appointed by the personnel department.
In TSPL company records of each & every employee are maintained
properly.
The objective of maintaining records of employees should not be merely to
record inadequacies or employment such as accident, indiscipline and

48
absenteeism. A records of these is no doubt useful. There are many reasons for
maintaining adequate records of employees.

49
 FINANCE
DEPARTMENT

1. INTRODUCTION
2. FINANCE PLANNING
3. SOURCE OF CAPITAL

4. METHOD OF KEEPING ACCOUNT

5. BALANCE SHEET

50
 INTRODUCTION

In Early Years The Finance Management Had No Duty Except Collection Of

Finance From Resources But Today, It Has Been A Great Importance In Top
Management. In Recent Condition “No Finance No Business” Has Become A
Common Statement.

Finance Is The Life Blood Of The Business. We Need Finance For The
Production Of Goods And Services As Well As Their Distribution. It Has Been Said
That Managerial Activity Which Is Concerned With The Planning And Controlling
Of The Firms. Financial Resources Function In An Organization Which Relate
With The Arrangement Of Cash And Credit So That Organization May Have The
Means To Carry As Possible. Without Finance It Is Not Possible To Run The
Business Successfully.

A Business Is Known As Financing Status Of The Unit. Finance Is Needed

To Meet Working And Fixed Capital Requirement.

“Business takes money…....

…….…………to make money”

51
 FINANCE PLANNING

Planning is deciding in advance what to be done, that plan is a project

course of action; financial plan provide a vivid picture of inflow and outflow of
money sources of funds. An active partner together with the departmental
heads undertakes a weekly financial planning every month the same is
reviewed, so it is required any adjustment it can be made in time.

One of the most important function of the financial manager is that of

planning. In TSPL financial planning is done by the top level management all the
decision concerned with financial department, is done with the permission of
top level management. It also includes to decide minimizing the uncertainly.

SOURCES OF CAPITAL

Every business unit is in need of fixed and working capital. According to

its type and size source of capital are divided in to two parts;

1. Sources of long term capital

2. Sources of short term capital

The Partners Of TSPL Invest Their Own Capital And Short Term Capital In The
Business.

52
 METHOD OF KEEPING ACCOUNT

Book-keeping is the base of accounting. It is concerned with record-

keeping aspect of accounting. Book-keeping is that aspect is that aspect of
accounting which is concerned with recording business transactions in the
book of account. There are three methods for keeping account like;

Double entry system:-

The Most Important Method Of Keeping Account Is The Double Entry

System. It Is A Scientific System Of Keeping Accounts. In This System Every
Transaction Has Two Fold Effects.

Single entry system:-

This Is The System Of Accounting Used By Small Traders. It Is Nothing

But Incomplete Double. In This Method, As All Accounts Are Not Kept Or Two
Fold Effect Of Every Transaction. It Is Not A Systematic Recording Of Business
Transaction.

Indian system or bahi-khata system:-

It Is Very Old System Used By Indian And Is Called Bahi-Khata System

Because It’s All Subsidiary Book Are Called Bahi.

Thus, TSPL Keeps Its Accounts By Using Method Of Double Entry

System.

53
BALANCE SHEET

54
 SWOT ANALYSIS

Strengths Weaknesses

Opportunities Threats

This Analysis Is Used To List Down Favorable And Unfavorable Factors

That Go Against A Particular Situation.

SWOT Analyzes Strengths, Weaknesses, Opportunities And Threats That

Are Associated With A Situation By Considering All The Internal And External
Aspects Of The Business And Market.

This Way, Business Managers Can Understand Whether A Situation Has

Enough Aspects In Its Favor And Ultimately Worth Being Pursued.

55
 STRENGTHS:-

 Strengths describe the positive factors of TSPL Company. These are

completely under TSPL control, and TSPL decide how to utilize them for
the benefit to company.
 Strengths are considered as an internal factor and include the positive
attributes of company.
 Speaking of competitors, if TSPL produce high-quality goods but at the
same time TSPL competitors are producing high-quality goods as well
then company cannot classify that as a strength.
 It becomes more of a necessity rather than strength as it is not giving
company the upper hand against TSPL rivals.
 TSPL Company producing high quality yarn in India.

WEAKNESSES:-

 Weaknesses are internal factors that are within TSPL company control.
 Despite being in company control, these factors somewhat detract
company from performing at an optimum level.
 These will hinder progress and give the competitive edge to company
competitors.
 Weaknesses may include the lack of capital invested in company,
unskilled labors in company.
 These factors are company control but needs improvements so that
company are no longer at a disadvantage.

56
 OPPORTUNITIES:-

 External forces are such that are beyond company control.

 However, opportunities are the positive external factors.
 Opportunities reflect the potential of the business and marketing strategy
implemented.
 These open up possibilities for the business to do well.
 If done right or taken advantage of them the business will have a
significant boost over its rivals or competitors.
 TSPL is maximum market share cover in national as well as international.

THREATS:-

 Threats are basically the factors which may put company marketing
strategy in jeopardy.
 Since it is an external factor, company have no control over it.
 However, company can make a contingency plan to combat such risks.
 Threats can be of different kinds.
 Government tax regulations are seen as a threat.
 Other threats can be raising prices from suppliers, pressure from the
activist groups, bad media coverage or even lawsuits which are likely to
damage the company’s reputation.
 TSPL company threat is standard quality yarn in not match in actual
production quality. If not match buyer is not satisfied.

57
RESEARCH PLANNING AND PROCEEDURE

58
 INDEX

1. Introduction

2. Meaning Of quality

3. Review Of Literature

4. Research Problem

5. Objective

6. Scope Of Research

7. Research Methodology

8. Data Analysis & Interpretation

9. Research Findings & Conclusion

10. Recommendation & Suggestions

11. Limitations Of The Study

59
 WHAT IS QUALITY?

Asked “what is quality?” One of our students replied “getting

what you pay for”. Another student added that to her, quality was “getting more
then you paid for” the oxford American dictionary defines quality as “a degree
or level of excellence.”

The American society for quality (ASQ) defines quality as “a

subjective term for which each person has his or her own definition.in technical
usage, quality can have two meanings.

1) The characteristics of a product or service that bear on its ability to satisfy

stated or implied needs and.
2) A product or service free of deficiencies,”

Obviously quality can be defined in many ways.

Depending on who is defining it and the product or service it refers to. In this
section we provide a perspective on what quality means to customers and
companies

60
 QUALITY FROM THE CONSUMER’S PERSPECTIVE

 Quality can be defined as a service’s or product’s fitness for its intended

use
 or fitness for use
 i.e. how well does it do what the consumer or user thinks it is supposed
to do and wants it to do?

Dimensions of quality of a product for which a customer looks.

1. PERFORMANCE –
The basic operating characteristics of a product
Eg, how well a car handles or its gas mileage

2. FEATURES –
The “extra” items added to the basic features
Such as s stereo CD or a leather interior in a car

3. RELIABILITY –
The probability that a product will operate properly within an expected
time frame
Eg., TV will work without repair for about 7 years

4. CONFORMANCE –
The degree to which product meets Pre Established standards

61
5. DURABILITY –
How long the product lasts
Its lifespan before replacement

6. SERVICEABILITY –

 the ease of getting repairs,

 the speed of repairs,
 and the courtesy and competence of the repair person

7. AESTHETICS –
How a product looks, sounds, smells or tastes

8. SAFETY –
Assurance that the customer will not suffer injury or harm from a product
An especially consideration for automobiles

9. OTHER PERCEPTIONS –
Subjective perceptions based on brand name, advertising Etc

62
 DIMENSIONS OF SERVICE QUALITY

1) TIME
How long a customer must wait for service and if it is completed on time

2) COMPLETENESS
Is everything the customer asked for provide

3) COURTESY
How customers are treated by employees

4) CONSISTENCY
Is the same level of service provided to each customer each time

5) ACCESSIBILITY AND CONVENIENCE

How easy it is to obtain service

6) ACCURACY
Is the service performed right every time?

7) RESPONSIVENESS
How well the company reacts to the unusual situations, which can happen
frequently in a service company

63
QUALITY MANAGEMENT

64
Can be defined as,
“Managing the entire organization so that it excels on all
dimensions of products and services that are important to the customer”

It has two basic operational goals,

1) Careful design of the product or service
2) Ensuring that the organization’s system can consistently produce the design

PRINCIPLES OF QM

QM represents a set of management principles that focus on quality

improvement as the driving force in all functional areas and all levels in a
company
 These principle are:
1. The customer defines quality, and customer satisfaction is the top priority

2. The top management must provide leadership for quality

3. Quality is a strategic issue, and requires a strategic plan

4. Quality is responsibility of all employees at all levels of the organization

5. All functions of the company must focus in continuous quality improvement

to achieve strategic goals

65
6. Quality problems are solved through cooperation among employees and
management

7. Problem solving and continuous quality improvement use statistical quality

control methods

8. Training and education of all employees are the basis for continuous quality
improvement

66
 QM THROUGHOUT THE ORGANIZATION

1) Marketing and R&D define what the consumer wants

2) Engineering creates a design to meet customer expectations

3) Purchasing acquires high quality parts and materials

4) Human resources hires employees with required skills and provides training

5) Management maintains a smooth flow through the production or service

process

6) After the sale, quality service is as important as a quality product

67
 THE COST OF QUALITY

 According to quality legendary guru Armand Feigenbaum

 “quality costs are the foundation for quality-systems economics”

QC FALL INTO TWO CATEGORIES

1) The cost of achieving good quality known as cost of quality assurance

2) The cost associated with poor quality products known as cost of non-
conforming to specifications

1. THE COST OF ACHIEVING GOOD QUALITY

Prevention costs Appraisal costs

68
1) Prevention costs – are the cost of trying to prevent poor-quality
products from reaching the customer

 It reflects the quality philosophy – “do it right the first time”

 Thus these are the costs incurred during product design
 Prevention costs include:
 Quality planning costs
 Product design costs
 Process costs
 Training costs
 Information costs

2) Appraisal costs – are the costs of measuring, testing and analyzing

Materials, parts, products and the production process to ensure that product
quality specifications are being met.
Appraisal costs include:

 Inspection and testing

 Test equipment costs
 Operator Costs

69
2) THE COST OF POOR QUALITY
These costs are also referred to as the cost of nonconformance or failure costs
 It can be categorized as

Internal failure costs External failure costs

1. Internal Failure costs

These costs are incurred when poor-quality products are discovered before
they are delivered to the customer

2. External failure costs –

These costs are incurred after the customer has received a poor-quality
product and
Are primary related to customer service

70
 QUALITY CONTROL TOOLS
Seven quality control tools for identifying quality problems and their causes

QUALITY CONTROL TOOLS

1) Pareto analysis

2) Flowcharts

3) Checksheet and histogram

4) Scatter diagram

5) Statistical process control chart

6) Cause - and – effect- diagram

7) Just in time

In TSPL Company following scatter diagram, cause- and- effect- diagram, just in
time (JIT), kanban

71
 QUALITY CONTROL TOOLS
A major cornerstone of the commitment to quality
improvement prescribed by demining and the other early quality gurus is the
need to identify and prevent the causes of quality problem, or defects. These
individuals prescribed a number of “tools” to identify the cause of quality
problems that are still widely used today, including Pareto charts, process
Flowcharts, Check sheets, histograms, scatter diagrams, statistical process
control chart cause-and-effect diagrams.
In fact as noted previously, demining traveled to japan
primarily to teach statistical process control techniques. These popular tools
become the basis for the quality management programs developed by many
companies. In this section we will briefly describe some of these tools, which are
summarized

1. Pareto Analysis

It is the method of identifying the causes of poor quality

This analysis is based on Juran’s findings that most quality problems and costs
result from only a few causes
Eg.A product for which the causes of poor quality have been identified as
follows:

Cause no of defects %
Poor design 80 64
Wrong part dimensions 16 13
Defective parts 12 10
Incorrect machine calibration 07 06
Operator errors 04 03
Defective material 03 02
Surface abrasions 03 02
125 100%

72
70

60

50

40

30

20

10

0
poor design wrong part defective part machine operator error material

2. Flowcharts

 A flowchart is a diagram of a job operation or process

 It is a diagram of the steps in a job, operation or process
 Helps focus on where in a process a quality problem might exist

73
3. Check sheets and Histograms
 A check sheet is a list of causes of quality problems with the number of
defects resulting from each cause
 used to develop a bar chart called a histogram

74
Histogram
 A diagram showing the frequency of no of defects and the reasons
 X axis – the problem causes
 Y axis – the frequency of defects

4. Scatter Diagram
 It graphically shows the relationship between two variables in a process
 Identifies a pattern that may cause a quality problem

 Such as weakness or delicacy of a piece of material and

the temperature at which it is baked
 The diagram could be used to identify a particular quality
problem associated with the baking process

75
5. Statistical Process Control Chart

 It is a chart with statistical upper and lower limits

 If the process stays between these limits over time it is in control and a
problem does not exist

76
6. Cause-and-effect Diagrams

 Also called as “fishbone” diagram

 A graph of the causes of a quality problem divided into categories

Measurement
 Faulty testing equipment
 Incorrect specifications
 Improper methods
Human
 Poor supervision
 Lack of concentration
 Inadequate training
Machines
 Out of adjustment
 Tooling problems
 Old machines
Environment
 Inaccurate temperature control
 Dust and dirt
Materials
 Defective from vendors
 Not to specifications
 Material handling problem

77
Process
 Poor process design
 Ineffective quality management
 Deficiencies in product design

78
 Just-In-Time (JIT)
APICS Definition of JIT
American Production and Inventory Control Society (APICS)
“A philosophy of manufacturing based on planned elimination of waste and
continuous improvement of productivity ……”
“The primary elements of Just-in-Time are:
 to have only the required inventory when needed;
 to improve quality to zero defects;
 to reduce lead times by reducing setup times, queue lengths, and lot sizes;
 to incrementally revise the operations themselves;
 And to accomplish these things at minimum cost”.

Schonberger defines the JIT system as to:

“Produce and deliver finished goods just in time to be sold, sub-assemblies just
in time to be assembled into finished goods, and purchased materials just in
time to be transformed into fabricated parts”.

JIT Synonyms
 IBM - Continuous Flow Manufacturing
 HP - Stockless Production
-Repetitive Manufacturing System
 GE - Management by Sight
 Motorola - Short Cycle Manufacturing
 Japanese - The Toyota System
 Boeing - Lean Manufacturing

79
JIT Manufacturing Philosophy
 The main objective of JIT manufacturing is to reduce manufacturing lead
times
 This is primarily achieved by drastic reductions in work-in-process (WIP)
 The result is a smooth, uninterrupted flow of small lots of products
throughout production

Successful JIT Applications

 Most successful JIT applications have been in repetitive manufacturing,
where batches of standard products are produced at high speeds and In
high volumes.
 Successful use of JIT is rare in large, highly complex job shops where
production planning and control is extremely complicated.
 Smaller, less complex job shops have used JIT, but operations have been
changed so that they behave somewhat like repetitive manufacturing.

Elements of JIT Manufacturing

 Eliminating waste
 Enforced problem solving and continuous improvement
 People make JIT work
 Total Quality Management (TQM)
 Parallel processing
 Kanban production control
 JIT purchasing
 Reducing inventories
 Working toward repetitive manufacturing

80
Kanban System
Kanban is a Japanese word meaning flag or signal, and is a visual aid to
convey the message that action is required. The Kanban inventory control
system was originally pioneered by the Toyota Motor Company in Japan and
developed from the ideas of Toyota’s vice-president Taiichi Ohno.

Kanban Cards

Conveyance kanban Card

Part number to produce: M471-36 Part description: Valve Housing

Lot size needed: 40 Container type: RED Crate
Card number: 2 of 5 Retrieval storage location: NW53D
From work center: 22 To work center: 35

Six Sigma (6σ)

It was first developed at Motorola.
It is currently one of the most popular quality management system in the
world.

The Six Sigma Goal – 3.4 DPMO

 It is a process for developing and delivering virtually perfect products and
services.
 The word ‘sigma’ is a familiar statistical term for the standard deviation.
 It is a measure of how much a given product or process deviates from
perfection, or zero defects.
 It translate into a statistically based numerical goal of 3.4 defects per
million opportunities (DPMO).

81
  Through the reduction of variation in all processes, the overall
performance of the company will be improved and significant overall cost
savings will be realized.

Six Sigma Process

 Align – senior executives create a balance scorecard of strategic goals,
metrics and initiatives to identify the areas of improvement.
 Mobilize – project teams are formed and empowered to act.
 Accelerate – improvement teams made up of black belt and green belt
team members with appropriate expertise.
 Govern – executive process owners monitor and review the status of
improvement projects to make sure the system is functioning as
expected.
 Black belt – the project leader
 Master black belt – a teacher and mentor for black belts
 Green belt – project team members.

ISO 9000
 The International Organization for Standards (ISO), headquartered in
Geneva, switzerland, has as its members the national standards
organizations for more than 149 countries.
 The purpose of ISO is to facilitate global agreements on international
quality standards.
 ISO is not just an acronym for the International Organization for
standardization; it is a word, “ISO”, derived from the greek “isos”
meaning “equal”.
 ISO 9000 is a set of procedures and policies for the international quality
certification of suppliers.

82
Standards
 Standards are documented agreements that include technical
specifications or other precise criteria to be used consistently as rules,
guidelines, or definitions to ensure that materials, products processes,
and services are fit for their purpose.
 The ISO 9000 series of quality-management standards, guidelines, and
technical reports was first published in 1978, and it is reviewed at least
every 5 years. It was most recently revised and updated in 2000.
 ISO 9000:2000, quality management system – fundamentals and
vocabulary, is the starting point for understanding the standards.
 ISO 9001:2000, quality management systems – requirements
 ISO 9004:2000, quality management system – guidelines for performance
improvements.

ISO registrars
 A registrar is an organization that conducts audits by individual auditors.
Auditors are skilled in quality systems and the manufacturing and service
environments in which an audit will be performed.
 The registrar develops an audit team of one or more auditors to evaluate
a company’s quality program and then report back to the registrar.

83
 REVIEW OF LITERATURE
Quality Management and Job Quality: How the ISO 9001
Standard for Quality Management Systems Affects Employees and
Employers Haas School of Business, University of California,
Berkeley, CA 94720, levine@haas.berkeley.edu David I,Levine.
Michael W. Toffel. Harvard Business School, Boston, MA 02163,
mtoffel@hbs.edu

Our results are readily summarized. First, ISO adopters had far lower
organizational death rates than Matched firms within their industries.
Second, sales and employment grew substantially more rapidly post
certification at firms that adopted ISO 9001 than at matched firms.
Third, total payroll and (to a lesser extent) annual earnings per employee
grew substantially more rapidly post certification at firms that Adopted ISO 9001
than at matched firms.
Fourth, some benefits of ISO 9001 adoption were much more pronounced
in smaller firms than in larger firms. Finally, ISO 9001 adopters already had
slightly lower than average injury costs at the time of adoption, and we found
no evidence that this gap widened or narrowed post adoption.
Adopters were more likely to report no injuries for workers’
compensation in the years following adoption. We found no differences in the
number of injuries between adopters and matched comparison firms that
reported a positive number of injuries.
We would not anticipate the large benefits that we measure if potential
customers could already see product or service quality, if managers already
understood how to achieve higher productivity and quality cost-effectively, and
if managers could capture the returns to any improvements in quality or
productivity (Levine 1995: ch. 3).
The substantial increases in employment, total payroll, and sales that we
estimate are consistent with at least one of these market imperfections slowing
the spread of quality programs.
These results consequently also support arguments that public policy
should promote quality programs, for example, by subsidizing employee training
or educating managers about the value of such programs

84
Quality Management the Most Critical Initiative You Can
Implement:JonathanG.Geiger,Intelligent
Solutions,Inc.,Boulder, CO

Deploying a data quality management program is not an easy task, but the
rewards are enormous.
Deploying a disciplined approach to managing data as an important corporate
asset will better position your company to improve the productivity of its
information workers and to better serve its customers.
This is no longer an option, particularly in today’s competitive and regulatory
climate.
To move forward, the key stakeholders must be educated, a stewardship
function implemented, and appropriate technology must be acquired. With
these in place, the four-phase program can be effectively pursued.

Implementation of Quality Management Concepts in

Managing Engineering Project Site -Raji al-ani and firas i.
Al-adhmawi -Jordan Journal of Civil Engineering, Volume 5,
No. 1, 2011

The researchers have come out with the following points as the overall
conclusions of the research work:

1. When organizing a well Structured and effective site quality management,

emphasis should be placed on the identification of actual or potential quality
problems and the initiation of improvement measures, by ensuring the
following:
a) What must be achieved?
b) Determining the quality management activities.
c) Who will carry out each part of the work?
d) Determining the quality management responsibilities;
e) How will the activities be undertaken?
f) Determining the quality activities;

85
g) When will the activities be started and completed?
h) Determining the quality activities' scheduling and timing.

2. Quality management works mean checking and judging site works against the
required specifications; before, during and after the completion of the works.
When the work is completed, there is another step for evaluating it, which
should not be done by the constructor;
3. Site quality management for construction works does not mean a temporary
work, but it must be a continuous work during the whole construction period of
the project;
4. The constructing companies still suffer from a lack of a system of site quality
management. The importance of this system lies in enabling the company to
know the quality level of the site works for any project at any time;
5. There is no site team that is specialized in quality management in the
constructing companies. The constructing team members manage the quality of
their works by themselves;
6. Through interviewing the managers and the constructors, the researchers
have concluded that there is a misunderstanding of the concept of quality
management and its application in the construction industry;
7. The managers indicated that the main two reasons of quality faults are: the
scarcity of proper building materials and the poor level of techniques used in
construction industry.

Technical project management using quality methods.

A. Gwiazda Institute of Engineering Process Automations and
Integrated Manufacturing Systems, Silesian University of
Technology, ul. Konarskiego 18a, 44-100 Gliwice, Poland
Corresponding
Author: E-mail address:aleksander.gwiazda@polsl.pl

The results of investigations allow preparing propositions fordesigning a new mining

support (Fig. 18). It is important to state that his prototypic support has been manufactured
using recycled parts. Cylinders 2, 3, roof bars 5 and foot pieces 1 are utilized from old
supports. It allows decreasing the cost structure of a new product to 50% [6,18].The main
visible change in the construction of the new mining support is considered with its support
system. It has been applied four vertical hydraulic cylinders. So the acting load forces
influence the cylinders axially.To protect cylinders against dynamic loads the pneumatic

86
accumulators 9 have been used. The straight-line mechanism 4 limits the moves of the roof
bar 5.
Also it was important for the designers of the new support to take into considerations
the problems of human factors. The application of four cylinders allows planning the passage
for workers between them. So the miners are protected by these cylinders. It is important to
state that some solutions are protected by Polish Patent [12].It is important to mark that the
presented method also includes elements of technical data acquisition [4] and technical
project management [5]. It proves too the universality of the presented approach of the
technical project management [10].

Critical factors of quality management

KANAGI KANAPATHY Sunway University College No. 5, Jalan Universiti,
Bandar Sunway 46150 Petaling Jaya, Selangor Darul Ehsan
Tel: +60(3)74918622 Ext. 8340 Fax: +60(3)56358633 kanagik@sunway.edu.my

Researchers in the area of quality management have used different

combinations of critical factors or constructs to design questionnaires to
measure quality management practices in different parts of the world.The
inconsistency in the critical factors developed and used by international
researchers makes it difficult to make good comparisons of the research
findings.
The utilization of the same critical factors in research questionnaires will
lead to a standardized method of evaluating the implementation of quality
management in organizations. In line with this notion, the 8 most common
critical factors of quality management identified in this paper can because by
researchers and practitioners who intend to study or evaluate the
implementation of quality management in organizations.

Cost of Quality Models and Best Practices

-Andrea Schiffauerova, Vince Thomson
École Polytechnique de Montréal, Department of Mathematics and Industrial
Engineering, Montreal
Department of Mechanical Engineering, McGill University, Montreal, Canada

87
 COQ measurement should be part of any quality management program.
The methodology is not complex and is well documented. COQ programs
provide a good method for identification and measurement of quality costs, and
thus allow targeted action for reducing COQ. Further education on the practical
level is needed for managers to understand better the COQ concept in order to
appreciate fully the benefits of the approach, to increase their ability to
implement a CoQ measurement system and to save money.

Cotton Fibre quality research needs: the Indian Perspective

S. Sreenivasan & S.Venkatakrishnan
Director, CIRCOT, Mumbai, Officer In-charge, CIRCOT- QE
Unit, Coimbatore.

Customers are looking for certainty and want to know how best the fibre
will spin in their system and the quality of yarn produced from it. Although the
need for fibre specification is not new, it is currently greater than it has ever
been. Cotton growers face considerable challenges from synthetic fibre
manufacturers, whose product is more consistent and cheaper compared with
cotton and other natural fibres. Research projects “cotton value chain” under
NAIP have the aim of supporting cotton growers in their long-term aim to
position Indian cotton as preferred fibre in the world textile market.

IMPORTANT ASPECTS OF CONTINUOUS QUALITY

IMPROVEMENT IN SLOVAK ENTERPRISES
-Marta KUČEROVÁ , Jaromíra VAŇOVÁ , Helena FIDLEROVA
FACULTY OF MATERIALS SCIENCE AND TECHNOLOGY IN TRNAVA
SLOVAK UNIVERSITY OF TECHNOLOGY IN BRATISLAVA

Each enterprise with a quality management system is responsible for

application of continuous quality improvement through enhancement of
processes and activities in the whole production cycle.

88
 As quality improvement is better understood, all activities will lead to a
new level of performance regarding employees, processes, products, and
management. Positive effects of quality improvement are reflected especially in
profit of the enterprise. Techniques of quality improvement should be
implemented in all organization structures of enterprise.

INFORMATION SYSTEM QUALITY

-Antonis C. Stylianou and Ram L. Kumar, September 2000

While IS quality is a general concept, there may be significant differences

between organizations in terms of how quality is defined. Different
organizations may emphasize different dimensions of IS quality.
Environmental factors, such as industry type and the nature of
competition, affect the importance of IS in the organization. Managing IS quality
is more complicated in IT-intensive industries such as banking because of the
large number of IS-supported processes and the high degree of integration
between IS and business processes. The impact of organizational investments in
IT on IS quality may vary depending on organizational factors such as culture,
politics, and senior management support. Stakeholder perceptions of what
constitutes acceptable quality may also vary depending on those factors.
Departmental factors such as differences in leadership style, employee skills,
and IT intensity also impact IS quality perceptions and management. These
environmental, organizational, and departmental factors impact the relative
importance of different stakeholder groups, the weights assigned by each
stakeholder group to different quality attributes, and the metrics used to
measure them. As a result, deciding how to configure and manage the IS quality
program requires sensitivity to these factors.

89
 RESEARCH METHODOLOGY
USTER TESTER machine find out cotton yarn thinness, thickness and neps
And know to yarn quality, count
USTER® TESTER 5 - S400 R 5.7 Mon 13.07.15 14:05 Operator BHAVIK
Tribhuvan Spintex Pvt Ltd. Survey No.252, Paddhari Neknam Road, Paddhari, Rajkot, Gujarat, India.

TU UT5-1 Catalog U1 Temp 27.1 °C Rel.H 39.8%

Style CH CONE Sample ID 07494 Nom. count Nec 32 Nom. twist
20.6T/inch
Tests 10 / 1 v= 400 m/min t= 1 min Meas.slot 4 Short staple

UT5 STANDARD REPORT

Total Tests: 10 / 10 Single test(s)

Nr U% Cvm% Index Thin Thin Thick Thick Neps Neps Neps Rel
- - +35%/km +50% +140% +200% +280% cout
40% 50% /Km /km /km /km +%
/km /km
1 9.20 11.62 1.23 22.5 0.0 190.0 17.5 340 50 2.5 -1.3
2 9.16 11.56 1.22 20.0 0.0 170.0 12.5 412.5 62.5 15 1.1
3 9.13 11.52 1.22 20.0 0.0 142.5 17.5 470.0 77.5 12.5 -3.0
4 9.61 12.13 1.28 25.0 0.0 197.5 7.5 380.0 50.0 0.0 0.9
5 9.60 12.10 1.28 15.0 0.0 207.0 2.5 492.5 40.0 2.5 1.5
6 9.14 11.52 1.22 20.0 0.0 125.5 17.5 267.5 52.5 5.0 1.1
7 9.66 12.20 1.29 37.5 0.0 215.5 10.0 435.0 42.5 0.0 -1.8
8 9.13 11.50 1.21 25.0 0.0 107.5 5.0 245.0 42.5 7.5 0.0
9 9.34 11.79 1.25 17.5 0.0 207.5 20.0 397.5 47.5 7.5 2.0
10 9.13 11.51 1.22 22.5 0.0 122.5 15.0 403.0 57.5 12.5 -0.6
Mean 9.31 11.75 1.24 22.5 0.0 168.5 12.5 384.5 52.3 6.5 -0.0
CV 2.4 2.5 2.5 27.2 24.2 48.1 20.9 21.6 83.5 1.6
Q95 0.16 0.21 0.02 4.4 29.1 4.3 57.4 8.1 3.9 1.2

Interpretation:
Over here uster tester machine quality report on count no 32 to know
yarn quality, count, thinness, thickness and neps
To find out mean, co-effience verience and Q95

Mean 9.31 11.75 1.24 22.5 0.0 168.5 12.5 384.5 52.3 6.5 -0.0
CV 2.4 2.5 2.5 27.2 24.2 48.1 20.9 21.6 83.5 1.6
Q95 0.16 0.21 0.02 4.4 29.1 4.3 57.4 8.1 3.9 1.2

90
 Mon 13.07.15
USTER® TESTER 5 - S400 R 5.7 17:33 Operator BHAVIK
TRIBHUVAN SPINTEX SURVEY NO.252, PADDHARI, NEKNAM ROAD, PADDHARI,
PVT LTD. RAJKOT, GUJARAT, INDIA.

TU UT5-1 Catalog U1 Temp 27.7 °C Rel.H 40.1 %

Nom.
Style CH CONE Sample ID 07498 count NeC30 Nom. twist 20 T/inch
Tests 10 / 1 v= 400 m/min t= 1 min Meas. slot 4 Short staple

UT5 STANDARD REPORT

Total tests: 10 / 10 Single test(s)

Nr U% CVm Index Thin Thin Thick Thick Neps Neps Neps Rel.
-40% -50% +35% +50% +140% +200% +280% Cnt ±
% % /km /km /km /km /km /km /km %

1 9.47 11.92 1.30 42.5 0.0 185.0 12.5 402.5 60.0 10.0 -1.4
2 9.62 12.18 1.33 35.0 0.0 282.5 30.0 332.5 57.5 5.0 -3.0
3 9.34 11.82 1.29 20.0 0.0 232.5 15.0 290.0 37.5 7.5 -2.2
4 9.51 11.99 1.31 20.0 0.0 175.0 15.0 220.0 30.0 5.0 3.4
5 9.88 12.44 1.36 37.5 0.0 235.0 20.0 295.0 32.5 7.5 1.4
6 10.04 12.60 1.37 40.0 0.0 245.0 10.0 327.5 50.0 2.5 1.0
7 9.91 12.49 1.36 45.0 0.0 235.0 25.0 240.0 37.5 10.0 0.6
8 9.71 12.22 1.33 50.0 0.0 215.0 20.0 210.0 20.0 2.5 1.0
9 9.75 12.31 1.34 47.5 0.0 275.0 15.0 330.0 30.0 2.5 0.6
10 10.00 12.68 1.38 67.5 0.0 275.0 12.5 365.0 30.0 5.0 -1.3
Mean 9.72 12.26 1.34 40.5 0.0 235.5 17.5 301.3 38.5 5.8 0.0
CV 2.4 2.4 2.4 34.7 15.5 35.6 20.9 34.1 50.4 1.9
Q95 0.17 0.21 0.02 10.0 26.2 4.5 45.0 9.4 2.1 1.4

Interpretation:
Over here uster tester machine quality report on count no 30 to know
yarn quality, count, thinness, thickness and neps
To find out mean, co-effience verience and Q95
Mean 9.72 12.26 1.34 40.5 0.0 235.5 17.5 301.3 38.5 5.8 0.0
CV 2.4 2.4 2.4 34.7 15.5 35.6 20.9 34.1 50.4 1.9
Q95 0.17 0.21 0.02 10.0 26.2 4.5 45.0 9.4 2.1 1.4

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 TEST REPORT- CSP
Test ID 4722 No of 20 No of 30 NEC Sam 120 yard
test count length
Dept. Auto coner Count 30CH No of 80lbf Shift 1
type strength

Machine: OUT TEST NO Weight Count Strength CSP RH CSP

GOING. (g) (Nec) (lbf)
1 2.187 29.624 88.58 2624 2661
2 2.118 30.589 82.36 2519 2554
3 2.114 30.647 84.65 2594 2630
4 2.137 30.317 85.16 2582 2618
5 2.180 29.719 79.67 2368 2401
6 2.139 30.289 83.97 2543 2579
7 2.164 29.939 86.75 2597 2633
8 2.100 30.851 79.76 2461 2495
9 2.155 30.064 88.07 2648 2685
10 2.182 29.692 91.95 2730 2768
11 2.139 30.289 84.94 2573 2609
12 2.173 29.815 82.05 2446 2480
13 2.173 29.815 82.76 2447 2502
14 2.110 30.705 83.55 2565 2601
15 2.107 30.749 83.99 2583 2619
16 2.179 29.733 92.50 2750 2789
17 2.131 30.403 80.62 2451 2485
18 2.145 30.204 83.66 2527 2562
19 2.124 30.503 78.41 2392 2425
20 2.182 29.692 82.29 2443 2477

Remarks: LOT NO TS-279, TIP PLAIN

Interpretation:
Average 2.147 30.182 84.28 2543 2579
C v% 1.353 4.49 4.035 4.039
Min. 29.624 78.41 2368 2401
Max. 30.851 92.50 2750 2789
Range 1.227 14.09 382 388
S.D 0.408 3.785 102.612 104.161
Q95(+/-) 0.190 1.766 47.863 48.585
Q99(+/-) 0.260 2.408 65.278 66.263

92
 TEST REPORT- CSP
Test ID 4723 No of 20 No of 32 NEC Sam 120 yard
test count length
Dept. Auto coner Count 32CH No of 75lbf Shift 1
type strength

Machine: OUT TEST NO Weight Count Strength CSP RH CSP

GOING. (g) (Nec) (lbf)
1 2.009 32.249 76.21 2458 2492
2 1.981 32.705 76.63 2506 2541
3 2.044 31.697 82.18 2605 2641
4 2.028 31.947 80.88 2584 2620
5 2.009 32.249 76.72 2474 2509
6 1.985 32.639 75.11 2452 2486
7 2.019 32.089 81.81 2625 2662
8 2.049 31.619 77.42 2448 2482
9 2.021 32.057 76.54 2454 2488
10 2.024 32.010 84.94 2719 2757
11 2.053 31.558 84.41 2664 2701
12 2.008 32.265 74.27 2396 2430
13 2.020 32.073 77.18 2475 2510
14 2.040 31.759 82.16 2609 2646
15 2.007 32.281 77.24 2493 2528
16 2.007 32.281 80.18 2588 2624
17 2.029 31.931 75.08 2397 2431
18 2.024 32.010 73.30 2346 2376
19 1.999 32.410 75.97 2462 2497
20 1.982 32.688 77.84 2544 2580

Remarks: LOT NO -513, TIP BLUE ZEBRA

Interpretation:
Average 2.017 32.126 78.30 2515 2550
C v% 1.034 4.32 43.897 3.894
Min. 31.558 73.30 2346 2379
Max. 32.705 84.94 2719 2757
Range 1.147 11.64 373 378
S.D 0.332 3.381 98.010 99.301
Q95(+/-) 0.155 1.577 45.716 46.318
Q99(+/-) 0.211 2.151 62.350 63.171

93
 RESEARCH OBJECTIVE

 To Know The Inventory Turnover Ratio Of Tspl.

 To Know The Financial Performance on At The Organization.

 To Study of the Effective Utilization Of. How to maintain quality.

 To discuss quality Management Policies and Objectives.

 To provide quality Management Tools and Techniques.

 Maximizing customer service.

 Maximizing efficiency of purchasing and production.

 Minimizing wastage and good qualitative yarn.

 Maximizing profit.

94
 SCOPE OF THE RESEARCH

Production management: the TSPL company research performs an

important function in product development, diversification, introducing a new
product, product improvement, process technologies, new investment etc.

Personnel management: the TSPL company future scope research works

well for job redesign, organization restructuring, development of motivational
strategies and organizational development.

Marketing management: the TSPL company research performs an

important part in choice and size of target market, the consumer behavior with
regards to attitudes, life style, and influences of the target market. It is the
primary tool in determining price policy, selection of channel of distribution and
development of sales strategies, product mix, promotional strategies, etc.

Financial management: the TSPL company research can be useful for cash
management, distribution of dividend, capital raising, hedging and looking after
fluctuations in foreign currency and product cycles.

Materials management: TSPL company is utilized in choosing the

supplier, making the decisions relevant to make or buy as well as in selecting
negotiation strategies.

General management: TSPL company contributes greatly in developing

the standards, objectives, long-term goals, and growth strategies.

Other side this research use full in researcher quality management.

95
 RECOMMENDATION & SUGGESTIONS

The TSPL Company can consider the suggestions and re-

commendations, which are actually based on the analysis made, for the
battlement of the company.
I suggest giving employee transportation facility.

Try to zero wastage in unit.

Now a day good production quality and controlling to maintaining.

Employees participating to management work.

Improving better quality production and think about expansion.

Health of employees.

Using another quality tools like six sigma, statistics process control.

Improving training & development of employees.

96
 LIMITATIONS OF RESEARCH

Time Limited Restricts The Study.

Knowledge of Researcher Is Limited.

Only Limited Data Are Used.

The Study Only Consider One Variable quality Management Affect the
Organization Other Variable Do Not Consider.

Result Might Not Match With Past Research Study Because Of The
Different Time Period.

97
 BIBLIOGRAPHY

“Production and operations management text and cases “UPENDRA KACHRU

ISBN: 81-7446-506-5 FIRST EDITION: NEW DELHI 2007.
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American dictionary”
The American society for quality (ASQ).
James B. Dilworth; “Production and Operation Management”; Fifth Edition,
1993, Page (216-252)

Professor K.K. Ahuja ; “Production Management”; First Edition,1993; Page

(309-341)

Kothari, C.R (1992) An introduction to operational Research. New Delhi: Vikas

publishing Koumanakos, D.P (2008).The effect of inventory management on
firm performance International Journal of productivity and performance
Management, Vol 57 (pp 355-369) Emerald Group Publication

Kumar, R. (2011). Research Methodology (Sage South Asia Edition ed.). Sage
publications India pvtlitd

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Russell, Roberta s. And Taylor, Bernard w., Operations Management Along
The Supply Chain,Johan Wiley And Sons (Wiley India)

Available online at www.sciencedirect.com

International Journal for Quality research UDK- 005.6 Original Scientific Paper
(1.01) Vol.
Quality Management and Job Quality: How the ISO 9001 Standard for Quality
Management Systems Affects Employees and Employers.
www.inetsolv.com
ISO TS 16949 Quality management systems - Particular requirements for the
application of ISO 9001:2000 for automotive production and relevant service
part organizations.
STN EN ISO 9004:2000 Quality management systems – Guidelines for
performance improvements. Bratislava: SÚTN, 2001.
PAULOVÁ, I., MĹKVA, M. Principles of total quality management and their
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THANK YOU

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