KOHINOOR TEXTILE MILLS, Ltd.

INTRODUCTION
Kohinoor textile Mills Ltd is part of Kohinoor Maple Leaf Group, which

was born from the trifurcation of the Saigol group of companies and is a reputable and leading manufacturer of textiles and cement. KMLG comprises of Kohinoor Textile Mills limited (KTML) and Maple Leaf Cement factory limited (MLCF). Both companies are incorporated in Pakistan and are listed on three stock exchanges of the country. KTML was established in 1953 at Rawalpindi and is one of the oldest companies of Pakistan with over 50 years experience in textile manufacturing. It was initially set up as a spinning and weaving project with 25,000 spindles and 600 looms. However, after decades of aggressive expansion and modernization KTML has emerged into a fully vertically integrated home textiles company with state of the art capabilities for spinning, weaving, dyeing, printing and stitching. The company has a diverse customer base with sales in both the local and export markets. The main international markets include Asia, Europe, USA and Australia.

VISION STATEMENT
The Kohinoor Textile Mills Limited stated vision, is to achieve and then remain as the most progressive and profitable company in Pakistan in terms of industry standards and stakeholder interest.

MISSION STATEMENT
The company shall achieve its mission through a continuous process of having sourced, developed, implemented and managed the best leading edge technology, industry best practice, human resource and innovative products and services and sold these to its customers, suppliers and stakeholders.

ORGANIZATIONAL STRUCTURE OF KTML

OBJECTIVES OF THE COMPANY

1. To carry on the business of , cotton spinners, and doubles,

linen and cloth manufacturers, jute, flax, hemp, cotton and wool merchants, dyers and manufacturers of bleaching and dyeing materials in Pakistan and all over the world. 2. Throughout Pakistan and throughout the world, to purchase, weave and otherwise manufacture, buy and sell and deal in all kinds of cloth and other goods and fabrics, whether textile netted or looped.. 3. To carry on the business of drapers, furnishers and dealers in waterproof materials and fabrics, silk weavers, cotton spinners, cotton ginners, cloth manufacturers, furriers, haberdashers, hosiers, Pauline, American cloth, floor cloth and all kinds of imitation leathers and rubbers.

OBJECTIVES OF THE COMPANY

4. To carry on all or any of the businesses of silk

mercers, s manufacturers, importers and wholesale and retail dealers of and in textile fabrics of all kinds. 5. To carry on the business of mechanical engineers and manufacturers of machinery and implements of all kinds . 6. To lease, let out on hire, mortgage, sell or otherwise dispose of the whole of any part of the undertaking of the Company, - or any lands, business, property rights or interest therein.

QUALITY INSPECTION AT KTML

RECEIVING INSPECTION: Receiving inspection are carried out before the start of a process, at the end process and then after the final stage of production system to segregate good products from the bad ones. Non conforming products are reworked, downgraded, scrapped or even used for the purpose other than original. IN PROCESS INSPECTION: In-process inspection are carried out during the process of manufacturing such as during cutting, stitching, pre final audits. FINAL INSPECTION: Final inspection are carried out after the completing of the whole manufacturing process, once the product came in the from of finished good.

QUALITY ASSURANCE DEPARTMENT

At KTML Quality Assurance is being practiced. There

is a separate department by the name of Quality Assurance Department. In some areas there is a blend of both Quality Assurance and Quality Control.

QUALITY ASSURANCE DEPARTMENT

HUMAN RESOURCE DEVELOPMENT & MANAGEMENT

Human resource can be a very crucial factor in implementing the

TQM concepts in any organization. It is the people who can really make quality work in their job. The best way to achieve success for any organization is to involve and empower its employees at tall levels. TRAINING: At KTML they provide training to there employee. Almost all courses conducted more then one time in a year. Some of these courses are specific to higher level or managerial level and some are for the lower level workers. Employees are also given orientation training at the time of induction. They are told about quality processes being followed at the mill and about the quality standards. This training is given by the quality assurance department as well as by the department in which the employee is hired. The Human resource Department also gives orientation training to the new employees.

HUMAN RESOURCE DEVELOPMENT & MANAGEMENT

ISO 9001-2000 AWARENESS: They run this training course during April and Sept under the supervision of top management. However this course is mostly attended by the top and middle level employees. UNDERSTANDING SA-8000: KTML is now striving for SA-8000 certification. This is mainly concerned with the workers and quality of work life. The main purpose of this training course is to make employees understand SA-8000. This activity is done during the month of Feb and December. IMPROVING PRODUCTIVITY: Quality implementation in an organization leads to an increase in the overall productivity. This course is carried out at KTMLG for the top level as well as the lower level employees.

HUMAN RESOURCE DEVELOPMENT & MANAGEMENT

STATISTICAL TECHNIQUES: This course is conducted during the months of January and August. This course is for managers and top level employees. TRAINING TECHNIQUES FOR TRAINERS: Before launching the training courses instructors are trained so as to give training on some specific lines. HRM department carry out this programs during the month of January.

INVENTORY CONTROL (JUST IN TIME)

For inventory control they have the Inventory

Department. Inventory is not maintained on Just In Time (JIT) basis because of the poor infrastructure. The transport system is not very efficient also roads are not in a very good condition so you are never sure of whether your goods will reach on time or not. So at KTML goods are reordered on need basis.

BENCH MARK
KTML do not benchmark any certain company. They

benchmark their processes with relation to the House of Quality i.e. they check for the processes of other companies and categorise them and if they find any process better than their own then they benchmark in that area. They can be benchmarked themselves by other companies for any process as well. To benchmark in any area they look for cost and productivity, quality, timeliness and efficiency of that process for the business operations. After checking these things they check their own processes to determine that why they are lacking behind and then they take the required action. As KTML is an exporting company so they should benchmark their processes with the processes of foreign competitors.

STEPS FOR IMPROVEMENT/SUGGESTIONS

NEW TECHNOLOGY: KtML has the opportunity to invest for the new technology. By acquiring the latest technology, they can increase the production quality, efficiency and can decrease the cost of production. MOTIVATING THE EMPLOYEES: HR department can prove and show them they are here for employees by motivating the employees performing their best. They can find the motivation level of their employees and give them incentives to motivate them. PROJECTS FOR THE LOCAL MARKET: KWML has the opportunity to capture the market share locally by launching new projects just like they have launched Dhanak in August 2008. They can start new projects in garments, Apparel or Home Tax, Dyeing, Hosiery.

STEPS FOR IMPROVEMENT/SUGGESTIONS

ADVERTISING: KML has the opportunity to advertise about their selves to promote their textile products. They can advertise in international magazines about themselves KML can publish its own local business magazine to promote themselves . Can also be advertised over the internet (electronic Marketing) KMLS OWN SHOPS: KML can open its own shops in local market where they can display their garments products (socks, Trousers) and Apparels as well as curtains. ONLINE SHOPPING STORE: KML can open its online store where they can show their garments variety and apparels. The advantage of this step would be Online Marketing Capturing the market over internet internationally capturing the market over internet locally. The material which you put on your fair price shop can be sold out at online shop.

CONCLUSION
KTML is following standardized processes in their company. They

are striving for continuous improvement in their organization from many years. However still there is many things to do. Quality cannot be implemented in a big organization like Kohinoor in one or two years. It requires a complete cultural change and continuous and devoted leadership struggle. At Kohinoor what we have found is that they are using the appropriate processes and are continuously trying to make them better. However, the main area where they are lagging behind and where they are not emphasizing is the Human Resource management and development. Top level employees are well aware of their responsibilities and also the market trend but the lower level employees just do what they are ordered. So they should develop the manpower. They take the T of TQM as the total products instead of considering all personnel responsible in KTML. Small q of TQM is applied in KTML. They consider that only the production department (operators, inspectors etc.) is responsible for poor quality.