Angora Textile Limited.: Introduction of The Organization

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ANGORA TEXTILE LIMITED.
Introduction of the organization:

ANGORA TEXTILE was set up in 1988-89 as a private limited company. At that
time Angora was engaged in the business of producing simple goods.
Subsequently Angora started production for new buyers, producing tracksuits and
fashioned garments. In Angora the designing and production of garments is carried
out jointly by knitting, dyeing quality control, cutting stitching and finishing
departments. Now Angora is one of the most prestigious knitwear composite units
of the world.
Now the situation is that the textile is contributing about 40% of the total
employment in Pakistan. And we can say that it is contributing about 60% of total
exports in Pakistan. And the rate of value added production is 30%.
At that time there is about a network of 503 spinning mills. The total number of
spindles are 83, 32,000 14,130 looms and approximately 145,000 rotors. Weaving
industry has 53 integrated units and about 512 shuttles less weaving units.
Angora textile limited established in 1988. In a small building with a capacity of
producing 10,000. Pieces.
Flourished with the passage of time. Daily production is about 20,000 pieces per
day. It has five stitching units and average production of each unit is about 3000-
4000 per day.
Angora is an I S O 9002 certified organization.
MISSION STATEMENT:
Angora textile limited is committed to;
Development of a creative and skilful management.

Achieving zero defect workmanship.
Meeting delivery commitment.
Buyers’ confidence and satisfaction
Employee’s participation and growth.
Community development.
COVERED AREA
Angora textile covered an area of 3,00,000 `sq. ft. the layout of the factory is
consists on five main buildings, four for production and one for office working.
Three buildings are four story and two buildings are three story.
Main office.
Knitting and yarn store building, main store.
Dyeing and finishing.
PCD, PPC.
Sampling. (Woven & knitting.)
PRODUCTION DESIGN
Mainly deal knit wear
Now started woven garments
Mostly products exported middle east and for east countries
MAJOR PRODUCTS
Shirts.
Shots
Trousers.
Sport wears.
Processes:
When the cutting in charge receives the quality report, he shows this report to the
fabric-finishing storekeeper and collect the particular fabric mentioned in the
report.
The cutting in charge also collects the requisitions pattern from the pattern master,
the mark sheet (cutting program) and yellow card (lot traveling card) [On back of
which the no. Of cutting panels, GSM, size of the panels of fabric is written] from
the PPC department.
Then fabric layer spreading process start. If in the fabric, there are strips (of two
or more colors) then layer spreading should be careful about the strips that day
should be in right position and place in each layer.
After the spreading of each roll, small pieces of any other fabric are placed on it, to
avoid the shade different between the rolls.
After completing the layer spreading process, that requisition patterns are drawn
on the fabric with the help of Tailor’s chalk.
These patterns are drawn in such a way that there should be minimum wastage of
fabric. For maximum efficiency to help the cutting workers, a computerized
marker program is prepared by the PPC. ( a sample is attached here by)
Type of cutting machines:
Hand cutter
Band saw
Laser cutter
Responsibilities of cutting in charge:

Some important responsibilities of cutting in charge are:
To check the cutting according to the specs of the pattern

To check the lay margin according to the plan
To check the un even cutting
To check the slant cutting
Dyeing:
Mr. M Bilal is the manager of this department.
The acquire fabric is received by dyeing manager. The team of the dyeing
performed the dyeing and its related jobs.
Dyeing process:
To dye a fabric following processes are performed, respectively:
Mercerizing
Half bleach/Full bleach
Neutralization
Coloration/Dyeing
Soaping
Washing
Softening/Optical brightening
Squeezing and Drying
Dyeing & quality:

Mr. Munawar Mehmood is working as a manger of this department.
System evaluation:
Mr. Aqeel Ur Rehman is the manager of this department.
Processing:
Mr.Tariq Zahir is the manager of this manager.
Production coordination & development:

Mr. Shahzad is the manager of this department. He is very experienced person (7
year in Angora) this department deals with the collar, embroidery, printing, and
fabric knitting.
Basic duty:
Follow p[production and tackle problems creating during production.
Main responsibilities:
Follow up of the production
Coordination between all the departments
Production analysis
Documentation
Maintain following documents:
Daily production status
Short falls
Lot continuation
Production plans
Production planning and control:

Mr. Nabeel Waqas is the manager of this department and deals with the twill tape
knitting.
PPC working strategy:
Material requirement planning
Production planning
Accessories approvals
Conformation of any change from buyer
Documentation
PPC maintains following documents:
Purchase order
Production planning sheet
Consumption sheet
Various kinds of approvals
Laboratory:
Mr. Ahsan is the manager of this department.
Generally a dyeing lab has two divisions:
1. Wet lab
2. Testing lab
WET LAB:
The piece of fabric is loaded to the spectrophotometer to find out the dyes recipe
nearest to the actual shade of the fabric.
After dyeing the piece of fabric following process are done on it:
Neutralization with Acetic acid at 40C
Soaping at boiling temp.

Cool washing
Several pieces of fabric are dyed in the recipes given by the spectrophotometer to
attain the required shade. An apparatus spectra light is used to see the shade of
the fabric in different lights(e.g. day light, cool while, horizon,) normally the shade
is required in one light mostly in day light.
TESTING LAB:
In this lab following test are carried out:
Shrinkage test
Bleeding test
Crocking test
PH of water
PH of fabric
Light fastness
Contents analysis
Multi fiber test fabric
MIS:
Mr. Farooq Haider Azeemi is the manager of this department.
Merchandising:
Mr. M Daud, M. Athar, Badar Ud Din Khan, Mr. Asim Iqbal.
Research and development:

Mr. Yasir Riaz is the manager of this department.
Sampling:
Mr. Saeed Amad is the manager of this department.

PROCESS:
Before the garment production, different sample of required garments are prepared
to take the approval to take the order.
First of all, different patterns of each panels and size of the garments are made
according given by the buyer. The garment’s appearance and shape depends upon
the pattern. The patterns may change according to the buyer’s instructions after
making different types of the samples of the garments.
WORKING STRATIGY OF DEPARTENT:
Conformation of specification
Proto sampling
Salesman sampling
Finishing and packing
Pre production
DIFFERENT TYPE OF GARMENT SAMPLES:
Garments samples of following types are prepared in sampling department:

Fit samples (according to the actual and accurate specs)
Size set samples (according to exist sizes)
Pre Proto samples (to see the shape of garment)
Production samples (before the starting production)
Top of production samples (at the time of end of production)
Testing samples (at the time of audit)
Shipment samples (at the time of delivery of shipment)
System:
Mr. Amad Umair is the manager of this department and also the in charge of this
segment.
Logistics (local).
Mr. Tariq Hussain is the manager of this department.
Logistic (import).
Mr. Riaz Hussain is the manager of this department.
Main store (accessories):

Mr. Syed Najam ul Husnain is the manager of this department.
Main store (spare parts).

Mr. Arshad Mahmood is the manager of this department.
Fabric store:
When the knitting is completed, the knitted fabric is received by fabric store in
charge. This fabric known as:
Accrue fabric or
Grey fabric
After receiving the accrue fabric, it is weighted and is noted in the register for
record. The accrue fabric of a particular purchase order or buyer is placed on the
specific place. The GSM of the accrue fabric is determined; it should be according
to the buyer’s requirement.
On demand, the accrue fabric is supplied to the dyeing department. Before issuing
the fabric to the dyeing department it is reciprocated to avoid the front side of the
fabric from damages or stains etc.
The fabric is issued to the dyeing department in the form of lots. Each lot carries a
traveling card. On the traveling card, normally following things are written:
Lot number
Number of bundle
Name of dyeing machine
Weight of fabric
Type of fabric
Purchase order or style number
Name of buying party
Color to be used for the lot
GSM of accrue fabric etc.
This traveling card travels along with the lot, passing through all the processes, till
the cutting depertment to provide the information about the specific lot.
KNITTING DEPARTMENT:
In knitting department, there are two types of knitting:
Warp knitting
Weft knitting
Warp knitting is the method of making knitted fabric by interlocking loops in a

lengthwise or warp wise direction.
Weft knitting is the method of making knitted fabric by interlocking the loops in a
widthwise or weft direction.
Types of weft knitting:
Flat knitting
Circular knitting
The flat knitting process is used to make the RIB fabric e.g. sleeve trims, collars,
waistbands etc.
Generally, the circular knitting is used to plain the knitted fabrics.
Detail of my particular internship in Angora textile limited:

I join the department of PCD on 6th of July; the particular section is Embroidery.
The purpose of my internship is A CRITICAL STUDY ON THE ANGORA
TEXTILE LIMITED & Evaluation of Embroidery team & work on embroidery
module.
Mr. Yousaf Baig is my internship supervisor who provides me the guidance, which
leads me to the successful closing of my internship.
PCD is a department, which is working for the coordination and development of
all the production units. PCD is providing services to develop such a type of
production, which is not only attractive but also maintenance of quality.
In simple words we can say PCD that is an important department in the Angora
textile and without this department a textile unit cannot run its business effectively.
In the department the record of each and everything is maintained which gives
help for analyzing the consumption of each department and audit.
STYLE OF LEADERSHIP IN EMB DEPARTMENT

Strong leadership
Action oriented not verbal
Not loose and tight but at the middle level
Productivity through people
INVOLVEMENT OF EMPLOYEES IN EMB DEPARTMENT
In this department involvement of employees are instrumental that means only

work for wealth or going to work only till paid.
And I think Manager’s involvement moral for some extend that means more than
duty.
SUPERVISORY CONTROL
Focuses on the performance of individual employees
Written record that measure the employee’s output and productivity
Hired trained persons
Behavior observed personally
EFFECTIVENESS OF EMB DEPARTMENT

Maintaining high product quality
Give the consideration to priority work order wise
Overall performance of employees is good
Efficient management
Onetime delivery of embroidery
Strong culture
Maintenance of internal day-to-day activities
Positive work climate
Interaction between the embroidery and other department continuously
Decision making about next work order on time
SUGGESTIONS:
Office cabin should be given to the embroidery department for the safety of
computers and the things and also for maximum efficiency of the management.
Provide Alma rah for threads storage and for safe office record.
Proper place
There is no proper place for the storage of finished product. So for smooth
working it is necessary that there should be proper place for this purpose.
Check quantity.
There is no proper way to check the quantity of the garments received from the
cutting department. They only check the written quantity of the poly bags received
by them. There should be a person who physically checks the quantity of these
things. So that the chance of error should be minimized.
Small Hall.
The embroidery hall is small to full fill the requirements of the unit. When there is
work load on the unit the need of big hall is feeling seriously by the staff.
Proper cooling.
It is necessary to provide reasonable cooling to the embroidery machines because
due to continuous running these machines got heat up and which is very harmful
for the machines. So it is necessary to provide proper cooling to the machines.
Receiving of items:
Like other textile units the receiving procedure should be done on the gate, where
the gate staff does proper documentation and physical counting of the material.
In time removal of dead stock:

It is a main problem that the removal of the dead stock is not in time. Due to the
shortage of the building space if the dead stock is removed in time it not only
gives additional space but also we can earn more money by selling this dead
stock.
Job rotation:
I really appreciate the policy of job rotation with in the department by Mr.
Yousaf, because in my view it can be very beneficial from managerial point of
view. You can easily handle the work even in the absence of the particular
person. So keep continue this policy.
Continuous implementation of policies:
To achieve a position is not a difficult task; the difficult thing is to maintain this
position. I recommended Mr. Yousaf should have continuously implemented
these policies.
W/o wise placement of items:
Now the situation is that the all items in the store is placed work order wise.
But due to many factors there arrangement is disturbed. So it is the
responsibility of the management of the EMB. Dept. to keep continuous
supervision on this thing.
Atmosphere of mutual trust:

In EMB department the management is not showing his trust on the workers.
This thing is not good from management point of view. It not only disturbs
your daily working but also destroy your social relations. So try to understand
the problems of the workers and also make clear on them that management is
also receiving pressure from the top management and in spite of you
management’s liability is more than you. By taking these steps you can easily
coop with this problem.
Daily evaluation of work done:

To achieve the ultimate goals of the performance it is necessary to evaluate the
work done by the staff individually and as a whole on the daily basis.
Rate of confusion among different departments:
I also observe that some times a lot of confusion is created due to complicated
procedures. So try to adopt simplicity in the documentation and by resolving
the communication gap with the other departments.
Timely setting of the machines:
I observe that some EMB machines are not properly set or maintain by the
technical staff. Because during the internship making I see that the major
reason thread breakage is due to the low maintenance of the machines. So
managers of production units should have to take effective actions for the
timely setting of the EMB machines.
Satisfaction of operator:
To get maximum out put give priority to the satisfaction of the operator. Meet
his needs in time regarding the salary, production material. Etc.
Lenient behavior towards worker:

Managers should change their behavior towards the employee. Because by
showing friendly atmosphere towards the employees can be very beneficial.
Division of workload:
It is the duty of the managers to trained new workers for the same job. But the
policy adopted by the managers is that increasing work load of the employees
with out giving training to the new ones.
MAJOR COMPONENTS OF EMB DEPARTMENT
There are three major components in embroidery department.
People (who have skills and knowledge)

Things (such as building and machines)
Goals (accomplishment of embroidery work of fabric)
PROCESS
INPUT-----à TRANSFORMATION PROCESS ---à OUTPUT
FABRIC WORK ON EMB EMBROIDED GAR.

APPROVAL MANAGEMENT
PLACEMENT MAINTEMENCE
PEOPLE
To achieve the department goal, the people, with the help of things that the
business provides, used their skills and knowledge to carry out activities
TECHNOLOGY
Computer aided manufacturing

Computer aided design
Strategic Control In EMB.

Feedback + Feed forward = Strategic control
Its mean when control at the both ends it is automatically in center
WORK ASSIGN TO ME: -
Supervision
Planning and Report
Check status of approval and taking approval from PPC and PCD.
Check placement EMB. And taking from sampling dept.
Check thread status
Approval card made and maintenance
Received market paper and plan paper from PPC
Working procedure:
The first step is the Receiving of approvals from the PPC department and thread
status from the PCD department according to the samples. Approval is basically
the description of embroidery done on different types of fabric according to the
work orders. When we get approval from the PPC department then thread and
fusing is received from the store according to the requirement of the work order.
After all this procedure the production is started according to the work plan.
The manager receives work plan and it is basically a document containing the
detail description of the production, quantity, and delivery date of the final
production. Mr. Yousaf Baig set an internal plan to run this whole set up. By
arranging the responsibilities, assigning different tasks to the subordinates. If the
workload is more than the capacity of the unit then they sent it to the commercial
embroidery houses. Some times they hire some machines and send their own team
for the purpose of quality production.
Culture prevailing in Angora:
According to our observation the culture prevailing in Angora is the reflection of

real corporate sector. It presents how the textile industry is working in Pakistan.
From well furnished and well equipped offices to the every kind of technical
devices such as knitting, dyeing, and finishing machines, every kind of accessories,
and quality and analysis labs are found in Angora.
It is well equipped with Internet and intranet facilities and every person has his
own personal e-mail address, internally designed by MIS department. Introduction
of departments such as human resource and R&D is another step towards
modernization.
Friendly environment is prevailing with in the departments and inter departments.
Good work is appreciated in terms of rewards and lower level workers get bonus.
But we also observe different kind of interdepartmental clashes e.g. clash of
authority between Admin and Human Resource.
Angora’s employee knows how to work, he wants to work but unfortunately he is
demotivated due to different factors including the harsh behavior of top
management.
We find that Angora is quality conscious not quantity conscious. It mainly insists
on TQM. That is why it is ranking at no. 7 in the world.
Now a day we see that a culture of strikes is prevailing in Angora. In fact after a
big collapse between the top management and the employees they are not
completely overcome on this problem. I think so that a group of particular
employees don’t want smooth working in Angora. It is necessary to coop with this
problem as early as possible.
Quality of a good thread:
In my view a good thread has following qualities.

Properly wind up.
Dry winding.
Elimination of fluff.
Softness.
Strength.
Suggestions for Angora:
I find that if Angora control on these problems it can be very beneficial for the
entire organization. These recommendations and suggestions are not only for the
top management but also for the different departments and production units. I
recommended these suggestions according to the category.
Attitude towards employee:
We find that the behavior of the top management towards the employee is not
reasonable. Using harsh words about the employee is a routine of the top
management. These things disturb the personal esteem of the employee. It is not
wisdom that the top management creates this type of culture in the organization. In
21st century people are well aware about their personal rights. So they should
change their behavior.
Compensation policy:
It is observed that the compensation policy is not perfect. First of all there is no
proper pay scale according to the hierarchal structure of the organization. We find
that one manager is earning e.g. 35000 and other is earning 9000. There should be
a systematic way to create a pay scale. We are also of the view that for the
motivation of the employee it is necessary to give continuous compensation
packages. (Bonuses, increments).]
Equal employment opportunity:

It is also observed that the concept of gender bias and glass ceiling is prevailing in
Angora because we have not seen even a single woman working at the higher
management or even at the middle management. It is not suitable for an ISO 9000
certified company to continue this behavior.
Job rotation:
This is a tool used by the human resource management for the purpose of adjusting
employees in different departments to meet the emergency.
Job security:
It is the duty of the management to provide job security to the employee. But in
Angora the workers “Gate Bandd” commonly use a term. If this type of culture
continued than it will be very difficult to hire competent and skilled employee.
Now the situation is that in front my eyes two employees leave the organization
only on that reason that they are not feeling job security.
Right man for the right job:

I see that in Angora the principle of right man for the right job is not implemented.
I see that a person who is a MBA with a specialization in finance is working in the
production department. And many other examples. So in this regard top
management and human resource department should have to take effective

decisions.
Flexible working hours:

In Angora I see that a term used “Aanai ka waqt to 8:30 hai laikin janai ka koi
waqt nahi”. Flexible working hours are very necessary to improve the working of
the employee. So I think so concern management should take effective action
regarding this problem.
Factor of motivation:
To see the success of an organization it is necessary to check that up to what extent
its employees are motivated. But unfortunately in Angora the ratio of demotivated
employees are very high. And it is the responsibility of the management to
eliminate the problems. Some of these factors are mentioned in this report at many
places repeatedly.
Elimination of interdepartmental politics:

I also find that there are some departments where politics culture is prevailing
however it is the fact that if someone is taking your authority than you don’t like
him. But in organization this type of culture should be eliminated.
Educated team:
The team working in Angora is experienced but not educated. But 21st century
demands not only experienced but also educated employees. So you should have to
adopt that policy through which educated employee should be hire in the
organization.
In time communication of job description:

Job description means that what are the requirements to full fill a particular job. So
it is the responsibility of the human resource management to prepare a job
description of all the jobs or designation working in the Angora. And this should
be properly communicated to the employee at the time of their recruitment that
what they are the expectations of the organization from him.
Training programs:
Continuous training programs should be carrying on by the HRD. To keep in touch
your employees with the new technologies and changes in the textile industry.
Proper performance appraisal:

The primary goal of an appraisal system is to improve performance standards. So
continuous performance appraisal process should be implemented in the
organization to check the performance of the employees. And then take steps
according to the results, because it is not the right way to fire any employee at any
time without any particular reason ignoring his past experience, his devotion
towards the organization.
Implementation of HR policies:
Employee working in Angora is of the view that the progress of HRD is only in
the papers. However this statement by the employee is not right because we
personally see their working and their progress .e.g. beginning of transportation
system, training programs. But it is necessary for HRD to improve its image on the
employees. Because the more the HRD is employee friendly the more this
department can produce effective results.
Arrangement of extra curricular activities:

Extra curricular activities should be carried out by the HRD for the refreshment of
the employees working I the organization.
Unhygienic food:
The food provided by the canteen is very unhygienic. And it is not good for health.
There is no proper check and balance on them. So kindly take effective steps in
order to provide good food to the employees for their better health.
Transportation:
We appreciate the steps taken by the HRD regarding the facility providing to the
employees come from different parts of the Lahore. But we find that there should
be starting of new routes to facilitate the new employees.
Supplier’s satisfaction:
We find that different suppliers working for the Angora are satisfied in terms of
their in time payments but they are of the view that their receiving system is not
effective. So for the satisfaction of the suppliers their suggestions should be
brought under consideration.
Control on strikes:
Every body knows that strikes are very harmful for the textile units. It not only
stops the production but also create a bad image not only on the buyers but also on
the suppliers and all the stakeholders. So it is the responsibility of the top
management to prevent and take immediate actions to stop this type of problems.
In time payments:
We find that Angora is very popular on account of it’s in time payment to the
employees and suppliers. We really appreciate this policy of the finance
department and suggest that please continue this routine.
Suggestion boxes:
We see that in every department suggestion boxes are fixed in the walls. But
unfortunately no body knows their importance. It is also observed that these are
not fixed on the proper place. And I think that if HRD properly rearrange these
suggestion boxes and create awareness among the employees about their
importance than it can be very beneficial for the management.
Dispensary & First aid boxes:

The working of the dispensary is satisfactory but there is no in time delivery of the
medicines. On the other hand the first aid boxes are used for keeping stationary
and other waste materials. I think that there is a need of giving importance to tees
problems.
In time delivery of material:

Make it sure that the delivery of the raw material to the production units should be
in time.
Keep in touch with the employee:
Managers have to keep in touch with the employees. So that they can well aware
about their problems, and for better management it can be very fruitful.
Mosque:
During my internship, I feel there is no proper place for offering prayer. So there
will be must build a mosque for offering prayer being a Muslims.
Conclusion:
This internship is proved to be very help full for us. I got a lot of knowledge and
also the practical aspect of the life. It is our first experience which is obviously
very tough but it will be very beneficial for us in the future.
As a whole Angora is a good organization. It is surviving in the textile sector with
some strengths and weaknesses. I am of the view that if Angora’s management
wants to show the same results in the future than it should have to take some
decisions before time, because in 21st century only those organizations can survive
which are using there human resources and material resources with popper
planning and wisdom.
Powers and Controls Structure in Angora
Powers
Angora has basically a vertical power base structure. The people sitting at the top
influence the functions of other departments and their middle management directly
or indirectly. Of course some times for some important decisions they want feed
back from other middle managers but the final decisions remain in their own
hands. They influence the whole strategic planning of the organization.
Sources of powers
Sources of powers in Angora are:

Positions of the directors
Information control by top management
Network centrality
Controls
In Angora basically Management Control System (MCS) is used to influence all

decisions. It is a kind of Bureaucratic Control. The other controls affecting the
system are as under:
Out put control (written records of employees)
Behavioral control (personal observation of employees behavior)
Supervisory control (supervision of employees productivity)
Input control (employees selections, training and regulation of skills

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ANGORA TEXTILE LIMITED.

Introduction of the organization:

Development of a creative and skilful management.

Now started woven garments

Mostly products exported middle east and for east countries

Responsibilities of cutting in charge:

To check the cutting according to the specs of the pattern

Dyeing & quality:

Mr. Aqeel Ur Rehman is the manager of this department.

Production coordination & development:

Production planning and control:

Soaping at boiling temp.

Research and development:

Mr. Saeed Amad is the manager of this department.

WORKING STRATIGY OF DEPARTENT:

DIFFERENT TYPE OF GARMENT SAMPLES:

Garments samples of following types are prepared in sampling department:

Shipment samples (at the time of delivery of shipment)

Main store (accessories):

Main store (spare parts).

In knitting department, there are two types of knitting:

Warp knitting is the method of making knitted fabric by interlocking loops in a

Types of weft knitting:

Detail of my particular internship in Angora textile limited:

STYLE OF LEADERSHIP IN EMB DEPARTMENT

INVOLVEMENT OF EMPLOYEES IN EMB DEPARTMENT

In this department involvement of employees are instrumental that means only

EFFECTIVENESS OF EMB DEPARTMENT

In time removal of dead stock:

Atmosphere of mutual trust:

Daily evaluation of work done:

Lenient behavior towards worker:

MAJOR COMPONENTS OF EMB DEPARTMENT

There are three major components in embroidery department.

People (who have skills and knowledge)

INPUT-----à TRANSFORMATION PROCESS ---à OUTPUT

FABRIC WORK ON EMB EMBROIDED GAR.

Computer aided manufacturing

Strategic Control In EMB.

Its mean when control at the both ends it is automatically in center

WORK ASSIGN TO ME: -

Culture prevailing in Angora:

According to our observation the culture prevailing in Angora is the reflection of

Quality of a good thread:

In my view a good thread has following qualities.

Suggestions for Angora:

Equal employment opportunity:

Right man for the right job:

management and human resource department should have to take effective

Flexible working hours:

Elimination of interdepartmental politics:

In time communication of job description:

Proper performance appraisal:

Arrangement of extra curricular activities:

Dispensary & First aid boxes:

In time delivery of material:

Powers and Controls Structure in Angora

Sources of powers in Angora are:

In Angora basically Management Control System (MCS) is used to influence all

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