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INTERNSHIP TRAINING PROGRAM IN SAMBANDAM SPINNING MILL

UNIT-2

Definition:
A person, usually a student, participating in a program of temporary, supervised work in a
particular field in order to gain practical experience

Objectives:

The following objectives guide the Internship Program

1. An internship provides meaningful work experience, which supplements and modifies ideas
gained from academic courses.
2. An internship enhances the student's subsequent academic work.
3. An internship offers the student an opportunity to assess his/her abilities and interests in
management, thus assisting the student intern in choosing a specific career.
4. An internship provides an inside exposure to the structure, operations, and decision processes
within an organization without a commitment to a permanent employer.
5. An internship places the student in a favorable position for permanent employment.

COMPANY PROFILE:

Sambandam Spinning Mill Limited was incorporated as a private limited Company on 7th Nov.
1973 under The Companies Act, 1956. The word Private was deleted under the provisions of Section 43A (2)
of the Act with effect from 1st July, 1989 when it became a deemed public limited company. The Company
became full fledged Public Company with effect from 17th June, 1994.
The Company has two units situated at Salem and Ayeepalayam. The Unit at Salem (Unit I) is
started in 1974 and is now having a spindle age of 45,000 spindles. The Unit commenced its commercial
production in May, 1974 with an installed capacity of 3,300 spindles. The spindle age was gradually
expanded in stages to 15000 between the years 1974 and 1980.
The expansion was financed by the way of Term Loans from Financial Institutions to the tune of
Rs.39 lakhs, Deferred Payment Guarantees of Rs.257.24 Lakhs from Tamilnadu Industrial Investment

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Corporation (TIIC) and State Bank of India (SBI). Further expansion programs were undertaken between
1980 and 1988 to increase the spindle age from 15,000 to 25,220. The capacity increase was financed by way
of term loans from SIPCOT, and also internal accruals.
SSML started with an initial installed capacity of 2,940 spindles. As on March 31, 2009, the group
capacity was 1,00,000 spindles spread between three units located in Salem district. The company also
has 17 wind energy converters for a total capacity of 12.80 MW in Tirunelveli and Coimbatore districts.
The Group of SSM includes,
 Sambandam Siva Textile Pvt. Ltd
 Sambandam Investment and Leasing Ltd.
 S. Palaniandi Mudaliar Charitable Trust and
 SPMM Healthcare Services Pvt. Ltd.
 Sengunthar matriculation school(Trust)
The second unit at Ayeepalayam, Athanur in Salem District (Unit II) is started in 1990 with an
installed capacity of 5,760 spindles at a cost of Rs.335 Lakhs. The capacity was expanded to 12480 spindles
in 1993 at a cost of Rs.565 Lakhs. Both the above projects were financed by way of term loans from IFCI and
also internal accruals.
At present the Company has a combined aggregate installed Capacity of 28,000 Spindles.

MISSION STATEMENT OF THE COMPANY

The company mission is “ to strive for excellent in every sphere of company activity to give best quality
product which save the cost and time for the customer and best service, customer friendly in fulfilling
their requirements, aiming at steady development through up graduation of technology and
diversification for value addition”.

OBJECTIVES
 To provide quality products to meet out the customer needs.
 To provide employment potentiality to the local technocrats and laborers.
 To maintain discipline of their public.
 To conduct training classes for the labours on ISO 9000:2000 accident prevention and Labour
welfare in a phase manner.
 Ensuring the total customer satisfaction
 Increasing the value of the stake holders.
 Development of processes and product
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 Compliance with relevant legal and other requirements
 Prevention of pollution and health hazards.
 Continual improvements of organizational performance.
 Involvement of employees / management at all levels.

ABOUT THE COMPANY:


Board of director
S.Devarajan- Chairman cum Managing Director
S.Jegarajan - joint managing director
S.Dinakaran - joint managing director
A.G.venkatesan
D.Sudharshan – whole time director
V.Mahadevan
P.S.Anthanarayanan
V.Gopalan
N.Asoka

Company secretary and chief financial officer


R.S.Shanmugam
Statutory auditors
M.S.Krishnaswami & Rajan
Cost auditors
S.Mahadevan & co
Bankers
State bank of India
Karnataka bank limited
Indian overseas bank
IDBI bank limited
Axis bank limited
Canara bank
Central bank of India

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Registered office
Mill premises
Post bag no.1
Kama raj nagar colony,
Salem 14, Tamilnadu.

Spinning plants

Unit I: Kamaraj Nagar Colony,


Salem 636014

Unit II: Ayeepalayam


Athanur 636301 – Namakkal district

Unit III: Kavarakalpatty, Seshanchavadi post


Salem 636 111

Wind energy converters

i) Uthumalai village V.K.pudur taluk


Tirunelveli district, Tamilnadu

ii) Panagudi pazhavoor and Parameshwarapuram villages


Radhapuram taluk, Tirunelveli district, Tamilnadu

iii) Gudimangalam village


Udumalpet Taluk, Coimbatore district, Tamilnadu.

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ISO 9001:2000 certified company

ISO 9001:2000 VERSION


 It is stands for International Organization for Standardization.

 It is given for a systematic process of an company.

 Also given for continuous development and it s power of giving satisfaction to


their employees demand as well as unsafe able demands.

 SSM product is known for 0% defects.

Benefits:
 Products can set international giving

 Can face the competitors

 Standardized production

 Giving importance in communication

 Welfare of employee

Why it is need?
To decrease wastage and increase production and to give products with quality

QUALITY POLICY

 Best, this saves the cost and time for the customer.
 Customer friendly in fulfilling their requirements.
 Up-gradation in technology and diversification for value addition.

MAJOR COMPETITORS

 KKP textiles

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 SP spinning Mill
 Premier group of Mills
 Super group of Mills
 Ram Co group of Mills
 Jaya Jyothi Mills

Management

 Management puts a priority on people, communicates well, works hard, participates and is
constructive.
 Management method makes employees feel that they are an essential part of the company
and helps them look to the future with optimism.
 Employees are rewarding for their performance according to company policy.
 Equal opportunities are offered in order to promote the skill and performances of the
employees.
 Material and moral support and opportunities are provided to managers to motivate them to
reach their full potential.
 Managers have the authority to hire or terminate employees.

KEY RESULT AREA SYSTEM:


As the key result key area SSM company follows,
 100% production:

Company has more demands in domestic and as well as in the foreign markets. To satisfy
this needs company works for 24 hours and it leads to 100% production.

 Quality

SSM exports 60 % of its production. It is a good example of its quality.

 Customer satisfaction

SSM has runs from 1974. Without customer’s satisfaction it is hard to run the company
successfully.

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 Keeping all in standards:

From the department of Mixing to Packing everything after checking only moves to next
department.

ORGANISATION CHART

Electrical Staff (Unit-1 & Unit-2)

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GENERAL SHIFT
ELECTRICIANS

TRAINING –
ELETRICAL SHIFT
SUPERVISOR ELECTRICIANS

ELECTRICAL
SUPERVISOR

GENSET
SHIFT
HELPER OPERATOR

TECHNICAL SIDE

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S.M

J.M (Production Electrical


J.M (Main) J.M (QC) & Training) Supervisor

Production Electrical
Maintenance Quality
supervisor investigator
supervisor HED assistant
supervisor

Q&C Shift supervisor HED


Fitter
assistant

EDP

ADMINISTRATION

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OFFICE
MANAGER

COTTON CLERK

YARN CLERK STORE KEEPER LABOUR CLERK RECEPTION

STORE BOY

CIVIL E.D.P DRIVERS

SEQURITY GUARDS CLEANER

ORGANIZATION LAYOUT

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1, 2, 3 –SECURITY ROOM 41 -GARDEN 58 -GARDEN
4 -TRANSFORMER II 42 -LADIES 59 -GENERATOR
5 -POWER HOUSE II RELAXATION ROOM
6 -GENERATOR ROOM 60 -COTTON
ROOM 43 -GENTS DINING GODOWN
7 -DIESEL TANK ROOM UNIT - 1
27 -HUMAN 44 -LADIES REST 8 -AUTO CORNER
EXCELLENCE ROOM 9 -CONE WINDING
DEPARTMENT 45 -YARN GODOWN II 10 -SPINNING
28 -YARN GODOWN I 46 -GENTS 11 -SIMPLEX
29 -SUMP RELAXATION 12 -COMBER
30 -POWER HOUSE I ROOM 13 -CARDING
31 -TRANSFORMER I 47 -BIKE PARKING 14 -BLOW ROOM
32 -BUFFING ROOM 48 -REUSABLE 15 -PACKAGING
33 -COTTON WASTAGES ROOM 16 -DRT
WASTAGES 49 -CIVIL DEPT & 17 -TFO
34 -TESTING SPINNING 18 -DLG
DEPARTMENT 50 -GARDEN UNIT - 2
35 -TRAINING ROOM 51 -GENTS REST 19 -AUTO CORNER
36 -ADMINISTRATION ROOM 20 - DRT, TFO
37 -STORAGE 52 -CANTEEN 21 -SPINNING
DEPARTMENT 53 -STAFF QUARTRES 22 -SIMPLEX
38 -DIRECTOR ROOM 54 -HED TRAINING 23 -CARDING
39 -SENIOR ROOM 24 -COMBER
MANAGER 55 -LIBRARY 25 -BLOW ROOM
40 -PACKAGING 56 -GARDEN 26 -MIXING
MATERIALS DEPT 57 -WORKSHOP

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HUMAN EXCELLENCE DEPARTMENT

IMPORTANCE:
Human resources are the most valuable assets of the company. To make them safe and
comfortable, Human Excellence Department (HED). HED is a very powerful one in the overall
management functions. Employees are controlled, satisfied in the SSM limited by this HED.

Recruitment

Selection

Induction

Training

Promotion

Functions of the HR Department:


 Production budget preparation.

 Fixing the work. Lead of individual workman.

 Calculation of ideal time and over time stoppage.

 Recruitment, selection and appointment.

 Wage and salary administration.

 Grievance handling.

 Employment benefits measures.

 Training and development.


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Procedure for Grant of Leave and Regulation of unauthorized Absence

 A workman who desires to obtain Leave of Absence shall application for leave must be
made at least 24 hours prior to commencement of Leave. This shall not apply in the case of
emergency or serious illness.
 Grant of Leave shall depend on the exigencies of work and shall be at the discretion of
the head of department or the company as the case may be
 If Leave is refused or postponed, the fact of refusal or postponement and the reason there
of shall be communicate to the concerned workman.
 If a workers desire extension of period of his \her Leave. He /She shall make an
application in writing well in advance before the expiry of His /Her Leave originally granted.
The sanctioning authority may inform the employee the result of His /Her Leave application.
 In case the extension of Leave does not reach in time, the period between the expiry of
Leave and the receipt of the application made by the workmen shall be treated as absent unless
the company is satisfied that the delay in submission of application was due to some unavoidable
circumstance.
 If the workman remains absent beyond the period of level originally granted or
subsequently extended He /She shall be deemed to have left the employment unless.
 He /She return within 8 days of the expiry of the Leave and Gives a satisfactory
explanation for His /Her inability to return on the expiry of leave
 Workman shall submit to the management ESI certificate within the time stipulated by
the Act and scheme framed there under Whenever ESI coverage is there. If the certificate is not
submitted in time Him / she is liable to disciplinary action under the standing orders.

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RECRUITMENT:
WORKERS RECRUITMENT:

 The company staffs canvass the candidates of any qualification is the nearby. This type of
workers can work in production department.

 Also the workers are recruited by display board outside.

STAFF RECRUITMENT:

 Technical and office employees are high in demand.

 Existing employee’s reference to their relation, friends and neighbors are considered. They
can be selected through personal interviews and verification by their certificates.

SELECTION PROCESS:
 Preliminary test written test is conducted through pre-planned questionnaire to the
candidates.

UN-STRUCTURED INTERVIEW:
 Are conducted and personal interviews to analyze their performance of the candidates in the
selection process.

 The candidate’s skill and performance is tested by the interviewers.

 Once the candidates appointment order is selected issued by the senior manager to the
selected candidates.

PLACEMENT:

Designation Qualification
Administration Degree(P.G / U.G) Fresh (or) Experience
Quality Department DTT / Fresh (or) Experience
Maintenance DTT / DME Fresh (or) Experience
Workers MINIMUM 5TH STD

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TRAINING:
To enable the continuous development of the skills of our employees and to improve
communication, training programs are prepared and applied in accordance with the targets of the
company.
Below kinds of training and application opportunities are given to employees to enable them
to develop personal skills such as competency, leadership and creativity.

i) IDENTIFY THE TRAINING NEEDS:

 The existing employee’s performance will be analyzed by the HED and by his assistance to
know what are the actual needs of employees to improve their current performance.

 It will helpful to the employees for their further improvements.

ii) CONDUCTING TRAINING :

 After analyzing the training needs the needed training will be conduct to the employees.

 This training program period depends upon the training needs.

iii) EVALUATE TRAINING:

 After training given to workers after some weeks or month effectiveness of the training will
be tested through their process.

Employee training
|
New employee Existing employee
- Induction program - All training expect Induction
- First aid training training (Yearly once)
- Disciplinary training
- Quality management training

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- Material handling training
- Humidification plant training
-Job oriented training
-Fire fighting training and
-Electronic Yarn clearer training.

TRAINING OF NEW EMPLOYEES


The new employee must attend the various types of training programs as followings

1. INDUCTION TRAINING:

In the induction training, the origin of the company, vision, mission, objectives,
procedures, authority, working hours, rules & regulations and all the other details are explained.
By this the freshers are made comfortable to work in the new environment.

2. FIRST – AID TRAINING:

The employees are trained in such a way that if any accidents occur unexpectedly, the

injured person is given with first aid treatment and he is taken to hospital for further treatment
for the injuries. The first aid box is made available in all the departments.

3. DISIPLINARY PRACTICES TRAINING:

The company strictly follows the rules & regulations of the company. The same is
expected from the employees and the new comers. For this, the freshers are explained about the
rules & regulations of the company, how to respect other co-workers.

4. QUALITY MANAGEMENT TRAINING:


The Quality & Control team checks the product (cotton & yarn) as the product passes
through various departments. The corrections are adjusted then and there in each department as
the product is processed.

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5. MATERIAL HANDLING TRAINING:

As for as the spinning mills is concerned, it fully deals with the machineries. The
employees needs to learn about all the technical functions of the machines and also how to
handle it.

6. HUMIDIFICATION PLANT TRAINING

Humidity varies by seasonal changes. To maintain the suitable humidity in cotton, the
employees are trained as and when the exhaust fan has to be switched ON and OFF.

7. FIRE FIGHTING TRAINING:

The new employees are trained as how to use the fire & safety equipments so that the working
premises and human destruction can be avoided when disaster occur.

8. ELECTRONIC YARN CLEARER TRAINING:

New employees undertake EYC training. It will be conducted by HED department. All the new
comers will be under the supervisors of the respective department until the employees are trained
completely.

TRAINING TO STAFFS:

Internal quality audit

Leave and absenteeism counseling class

Personality development classes

Born to win class

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EMPLOYEE DETAILS:
I shift - 7.30 a.m to 3.30 a.m – 200 employee
II shift – 3.30 p.m to 11.30 p.m – 150 employee
III shift – 11.30 p.m to 7.30 a.m – 150 employee
Total Employees: 500

HUMAN RESOURCE POLICIES:


RULES AND REGULATIONS:
 Every employee should be inside mill before ten minutes of the shift.

 Employee should wear only the company’s uniform and should avoid the other uniforms
when they are inside mill.

 HR policy should be changed only by the authority of HED department.

LABOUR WELFARE FACILITY:


 The company provides purified water to employees.

 No sexual harassment

 If the employees get accident inside the company at once they will take to SSM’s sister
concern hospital (or) to the nearest hospital.

 If the employees work for half overtime, the company is providing snacks and for full
overtime, the company is providing snacks with Tiffin.

 Free bus facility is provided to the employees to take them from and to from their living
place.

 Relaxation rooms are separately available for both gents and ladies employees.

 Highly hygienic Rest rooms are available.

 Mask, aprons and uniforms are provided for every employee.

 Loans are provided for home appliances and two wheelers.

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 Canteen facilities.

GRIEVENCE:

 ESI, BONUS, loans provided by the co-operative society and post office amount can be
claimed

 Labor insurance can be claimed

 The employee who has 5yrs of experience should be provided with the gratuity

 Helping loans are provided for the employees’ for their children to pursue their higher
studies.

PERFORMANCE APPRAISAL:
 During Ayutha pooja day, The “Best worker” of the company is appreciated with gift
hamper.

 The employees are rewarded with the gifts for not taking leave in any of the working day.

FINANCE AND ACCOUNTS DAPARTMENT


Finance is the lifeblood of any business organization .It is concerned with allocation of funds
to various areas and obtained the best mix of financing in relation to the profitability of the company.
Financial System deals with all matters concerned with planning in term of money .

MAIN OBJECTIVES
The main objectives of the finance and accounts as follows
 To establish the amounts of funds required for achievement of the objective and determine
the obtaining funds

 To ensure that the profits earned by the company are disposed of the best advantages of the
share holders and company

 To achieve maximum efficiency in the enterprise through proper planning, organization,


control of financial resources.

 To achieve and secure safely investment


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 To raise and maintain funds at the lowest cost possible

FUNCTIONS
The function of the financial department of SSM.
 Collection all information’s from various monthly comparisons statement every month

 Comparison of revenue accounts with the budget proposes.

 Capitalization of fixed assets projects and calculation of depreciation for them

 Preparation of bank reconciliation statement

 Checking cash flow position

 Verifying and making the payment for excise duty sales tax

 Computation of deduction of tax at source ,filing of forms issue of TDS certificate

 Tax planning and tax management of the company.

FINANCIAL RESULTS
The financial results of the company are prepared periodically and financial decision is taken.

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PROCEDURE FOR EFFECTIVE PAYMENT
In SAMBANDAM SPINNING MILL, the following procedure is being adopted in respect of
payment of bills
If a particular department is in need of any material or spare parts it has to intimate the material
purchase manager who before placing the order with the suppliers has a discussion with general
manager of funds and chief manager of accounts and finance and considering the financial position of
the company, approves the purchase of the needed materials and place the order with the he supplier
The supplier will send the goods of raw material to purchase department or stores department
along with invoice copy and LR which are checked with reference to quantity and quality of goods ,The
appropriate department puts a mark on the reverse as passed for payment to finance and accounts puts
his signature and passes it to general manager of funds for approval ,After the approval, the cheque is
drawn for the remittance of the amount to the supplier, some of the supplier to the company borrowed
money from banks to meet out their working against the security of the bill .In such cases the invoice of
the supplier are affixed with the bankers seal and the company has to make payment to the bank which
has lent the money to the supplier instead of payment it directly to the supplier.
Interest charges have been divided into three categories
 Interest on Raw materials

 Interest on term loans

 Other interest charges

Interest on borrowings against the security of raw material cost on the value of cotton consumed
for each year.
Interest in term loan is allocated in the various departments in the basis of written down value of
the fixed assets in each cost centre
Other interest charges are charged to the end products on the basis of the sales realization.

ISSUE DETAILS (In 2009)


Authorised issue – 50,00,000 equity shares of Rs. 10 each
Issue of 42, 86, 400 Equity Shares of Rs. 10/- each at par (Issue Price of Rs.10/-)

Dividend payout:

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The board has recommended a dividend of Rs.2.50 per equity share for the year ended march 31st 2009,
absorbing Rs.124.73 lakhs including dividend tax.

The directors present the 35th Annual Report and Audited Accounts for the year ended March 31, 2009
(the year).

Performance highlights 2009 2008 2007

TURNOVER - gross (Rs. lakhs)

Direct export. 63 603 944

Merchandise export 2508 3281 2066

2571 3884 3010

Domestic 9351 8782 10048

11943 12684 13058

Less sales tax and cess recovery 266 246 252

Total turnover 11677 12438 12806

PROFIT

Gross profit (ie. profit before


interest and depreciation) 1796 2604 3326

Cash profit (ie. profit before


depreciation) 466 1673 2585

Profit/(loss) before tax (537) 856 1309

Profit/floss) after tax (382) 592 1122

EPS

Earnings per share - Basic Rs. (8.96) 13.88 26.31

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Dividend payout

Due to the loss incurred by the Company, the directors have not recommended any dividend for the
year ended March 31, 2009.

CURRENT SHARE RATE: Rs.91.08

COTTON DEPARTMENT

 The main raw material of the company is cotton. The cotton is purchased in bales. It is
mostly purchased from both domestic and international markets. During the purchase the quality,
count and length are the main criteria they look for.
 There are five cotton departments. They have the capacity to store 15,000 bales. Cotton is
imported from Rajapalayam, Pollachi, Coimbatore, Maharastra, Andra Pradesh, Guntur,
Singapore, etc..
TYPES OF COTTON:
Domestic: International:
 MC5 GIZA

 BUNNY LK

 MECH I PLEPE

 BCH 32 MELBO

 BOLO-S H6

 RCH H4

COTTON PURCHASE:
PARTY PLACE TYPE AGENT

Balaji Trading Ramdurg DCH32 32mm U.G Raja

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Company

Mahalakshmi Aurangabad Bunny 28mm Dhanalakshmi


Enterprise Cotton

Terupati Enterprise Aurangabad MECH I 28mm Dhanalakshmi


Cotton

Sri Saiagnr Balaji Adilabad H6 28mm Dhanalakshmi


Agro Pvt Ltd cotton

PRODUCTION DEPARTMENT

SSML manufactures cotton yarn of various counts that range between 10s (coarser) to 80s
(finer) which caters to manufacturers of knitted and woven garments, home furnishing fabrics,
medical/surgical fabrics and industrial fabrics in both domestic and global market.
The Company has a sound track record of productivity and profitability, and has been producing
high quality yarn for the domestic market. The Company has also been regular in modernizing its unit and at
present almost all the machines at its existing Units are fully modernized. The Company's product range
includes cotton carded and combed yarn in the count range from 30s to 80s. The company's products are well
received in the local and international markets.

PRODUCT RANGE:
 30s To 100s, 100% cotton yarn in the following varieties.

 Karded /Combed.

 Ring Doubled/Two for one twisted

 Ply yarn(3/4/6)

 Auto Coned, Auto Leveled.

 Siro cleared.

 Double hank plain reel/gross reel.

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 Four hank plain reel/gross reel.

 Yarn conditioned

 Gassing yarn

TYPES OF PRODUCTION
SSM is very flexible in production as it follows the following production techniques so as
to cater to the needs of the customer.
Mass production:

 Manufacturing of discrete parts or assemblies using a continuous process are called mass
production. This production system is justified by very large volume of production.
 Flow of materials and components is continuous and without any back tracking.

Make to stock production:


 The manufacturer stocks the finished goods in inventory for immediate delivery.
 This system ensures immediate delivery of good quality, standard products.
 SSM follows this system in 30s and in 40s count. Because they are normally in demand in
the domestic market.

Make to order:
 SSM company also follows ‘Make to order’ production. That is company make or
manufacture products after the receipt of the firm order from the customer.
 They opt for receipt for the 70s and 80s count.

Layout:
 SSM follows the process layout in its working environment as everything in the
production is concerned with huge machineries.

What is ‘process layout’?

 Process layout is the arrangement of facilities that are grouped together according to their
function.
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 This layout is recommended for mass production. All machines performing similar type of
operations grouped at one location in the process layout.

PRODUCTION PROCESS

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Blow Room

Carding

Sliver Lap

Ribbon Lap

Comber
Drawing

Simplex

Spinning

DRT TFO

Doubling Auto Coner

Cone Winding

Packing

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Number of
S.N P Outpu Employees
o Departments Input rocessing t Working
(per shift)

1 Mixing Cotton Tuft sizes of Cotton Cotton with 40


Bales bales are opened removed
through pre-opened contaminations
Contaminated
materials are
removed by a Team
of workers and Make
it as a Mixing with
small tuft.
Depends on weight Chute feed
Laps are separated
(Basic weight 24kg)

Blow Room Mixed Converting the mixed Lap 2


2 Cotton cotton to Lap stage
and by eliminating
the seeds, foreign
material, leaf bits
etc.,
3 Carding Lap Converting the Blow Sliver 3
room Lap to carding
sliver by eliminating
short fibers, seeds,
leaf bits etc.,
4 Sliver Lap Cardin 18 to 22 carding Sliver lap 4
g sliver sliver are combined
to make a sliver lap

5 Ribbon Lap Sliver 6 Sliver Laps are Ribbon Lap 4


Lap drafted and make it as
a Ribbon Lap
6 Comber Ribbon Converting the Comber sliver 2
Lap Ribbon Lap into
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comber sliver by
extracting the comber
noils (Removing the
YCP BOILING MACHINE:

It’s a heating machine which helps to heat the cones. According to the need of the customer the
required count of cones are heated using YCP. The ordinary cones will be flexible, after its treating
using YCP heating machine, the threads become stiff.

MARKETING DEPARTMENT

The company’s products are in good demand for the past several years. Hence no
difficulty is anticipated in marketing. The company entered into export market in a humble way
recently. This will be expanded to the best possible extend in future .The entire sales of the factory are
being directly controlled by joint managing director of the company with the two assistants of junior
officers.
They manufacture the yarn based upon the demand and the requirement of order. They
are fully capable to sell what they produced. They gained 5% of Salem yarn market, 10% of Nagari
market and 2 % of Coimbatore market. Their share in Indian yarn market is only 0.61%.
YARN SALES:
Yarn is manufactured by spinning unit and taking into current total market requirements,
exports order and yarn required for the weaving unit. Accordingly yarn is manufactured in opened, cut
the sophisticated order machines and through ring frames as per monthly production programmers
chalked out.
DIRECT SALES:
The sales concluded directly to the buyer from the seller without any mediator. The
company enters into a contract directly with the buyer. The goods must be sent to the buyer within the
stipulated period as per the contract. The contracts have been entered into the parties as per the terms
and delivery of goods and sending of invoices either directly or through bank will made. Another copy is
sent to accounts department. At the time of receipts of invoices, accounts department debits the parties
account and when the cheque is cleared credit the parties account. If due means periodical follow – ups
are made.

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YARN DISPATCH

Receipt of dispatcher advice

Inspection

Storage Preservation

Dispatch
INPUT/OUTPUT TABLE OF YARN DISPATCH:

S.NO INPUT PROCESS OUTPUT

1 Dispatch invoice delivery Check the quantity & packaging Finished stock
challan specification as per stock

2 Inspection  Based on invoice put the Gate pass final


central excise number and inspection report
batch number in the invoice.
 At yarn godown inspection
status boards identifies
waiting for final inspection
ready for dispatch “NCP”

3 Finished product  Finished product stock in Preservation record


yarn godown.
 Neat flooring condition
prevention from fire.
 Fewer safe ventilators.
 Suitable fire fishing

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instrument
 Enough space
 Prevention of fire hazardous
4 Dispatch  Checking the condition of Delivery note
lorry
 Load of the goods to
lorry/container
 Pesticides applied
 Inside container before
loading

SWOT ANALYSIS
Strength

 Value added products


 More Export
 Hard working employees
 Brand name
 They produced 100% cotton
 Highly quality conscious
 Long background – market presence nearly 50 years
 Strong technical background
 Ultra modern machinery
 Trained work force
 Government support on power failure

Weakness
 Lack of employees
 Workers getting stress by overtime

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Opportunities
 Potential to export the products
 Increasing of needs for quality products
 Familiar company name in domestic market
 Production of other fiber variety yarn (both natural and artificial)
 Government support for technological development and trade.
 Diversification of business into garment manufacturing unit.

Threats
 This company’s policies may followed by other companies
 Increasing competitors
 Highly disoriented industry

MAINTENANCE DEPARTMENT

BLOW ROOM
S.No Process Frequency
1 Pedals cleaning &checking 3 months + 7 days
2 Gear box Oil change

Cone drum 6 months + 15 days

P - IV Gear box

Lap unit
3 Gear motor oil change 6 months + 15 days
4 Card bars changing 6 months + 15 days
5 Beater setting checking 6 months + 15 days
6 Top cone drum differential 12 months + 30days
gear box services
7 Sketcher front unit greasing & 12 months + 30 days
pneumatics line servicing

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CARDING

S.No Process Frequency


1 Full setting 3 months + 7 days
2 Doffer drive gear box oil
change
6 months + 15 days
3 Licker in wire change 12 months + 30 days
4 Cylinder Doffer and flats 9 months + 22 days
grinding
5 Oiler servicing 12 months + 30 days
6 Flat drive servicing 12 months + 30days
7 Wire mounting 42 months + 105 days
8 A product doffer unit servicing 6 months +15 days

Sliver lap & Ribbon lap

S.No Process Frequency


1 Costs Buffing 2 months + 7 days
2 Fultted roller eccentricity 2 months + 30 days
checking
3 Fultted roller setting checking 6 months + 15 days
4 Drafting unit checking & 12 months + 30 days
servicing
5 Pressure saddle hook setting 3 months + 7 days
6 Lap roller lap disc calendar 12 months + 30days
roller unit bearing checking

COMBER

S.No Process Frequency


1 Draw box cots buffing 2 months + 7 days
2 Setting checking 3 months + 30 days

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3 Gear box oil change 4 months + 7 days
4 Brush height setting 6 months + 15 days
5 Detatching roller cots buffer 2 months + 7 days
6 Machine servicing 48 months + 90days

DRAWING
S.No Process Frequency
1 Top roller cost buffing Twice/Months
2 Gear box oil change 6 months + 15 days
3 Gear servicing 12 months + 30 days
4 Bottom roller eccentricity 12 months + 30 days
Checking & drafting unit
servicing
5 Main drive, shaft, tension 12 months + 30days
puller bearing checking

SIMPLEX
S.No Process Frequency
1 Gear box oil change 6 months + 15 days
2 Top roller costs buffing 3 months + 7 days
3 Top arm pressure checking 3 months + 7 days
4 Roller cleaning red cleaning 6 months + 15 days
& foot step oil change
5 spindle drive shaft bobbin 6 months + 15 days
drive shaft coupling checking
6 Top & bottom apron change 18 months + 45 days
7 Main gear and service 2 months + 60 days
8 Drafting gear and mid 24 months + 60 days
servicing flatted roller e
eccentricity checking and
servicing
9 Top & bottom cone Drum 6 months + 15 days
servicing

SPINNING (Compact)
S.No Process Frequency

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1 Elite mange tube cleaning & 3months + 7 days
elite tuber suction checking
elite apron cleaning (Ultra
sonic)
2 Top roller buffing 60 days + 7 days
3 Elite lattice apron checking 15 months + 30 days
4 Elite drive shaft bearing 3 months + 7 days
5 Elite tape tension pulley 3 months + 22 days
greasing
6 Elite suction tape changing & 9 months + 22 days
centering
7 Mango tube insert changing 24 months + 60 days
8 Intermediate gate gear 24 months + 60 days
changing

SPINNING
S.No Process Frequency
1 Costs buffing 2 months + 7 days
2 Top arm pressure checking 6 months + 15 days
3 Addition drive checking 12 months + 30 days
4 Delay drafting unit checking 1 months + 5 days
5 Spindle lappet garaging & 9 months + 22 days
travelling
6 Spindle oil change 9 months + 22 days
7 Jockey pulley greasing 6 months + 15 days
8 Variator unit service 12 months + 30 days
9 Bobbin holder service 24 months + 60 days
10 Gear end, builder oil service 24 months + 60 days
11 Top & bottom apron change 18 months + 50 days
12 Tin roller beauty servicing 82 months + 210 days
13 Spindle tape change 18 months + 90 days
14 Rings change 48 months + 120 days
15 Spindle change 96 months + 240 days
16 Tin roller bearing greasing 3 months + 7 days

CONE WINDING

S. No Process Frequency
1 Drum shaft coupling checking 3 months + 7 days
2 Drum setting & Holder setting 3 months + 7 days
3 Tension device setting checking 3 months + 7 days
4 Cone holder checking & servicing 60 months + 150 days

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5 Drum shaft bearing service 36 months + 90 days
6 Gear end & clutch fully servicing 12 months + 30 days

AUTO CONER

S.No Process Frequency


1 Doffer cleaning 2 times/month
2 Drum bearing 3 months + 7 days
3 Grade nose & greasing 3 months + 7 days
4 Section motor greasing 3 months + 7 days
5 Silicon oiling 3 months + 7 days
6 Suction arm scissors and pipes 3 months + 7 days
cleaning

TFO

S.No Process Frequency


1 Main drive take up roller pre 3 months + 7 days
take up roller gearing
2 CLM setting increase setting 3 months + 7 days
drop wire setting
3 CLM gear box oil changing 9 months + 15 days
4 CAM box oil change 9 months + 15 days
5 Spindle oil change 9 months + 15 days
6 Jockey pulley bearing gearing 6 months + 15 days
7 Pig tail height setting 6 months + 15 days
8 Gear and servicing 12 months + 30 days
9 Tin roller servicing 24 months + 60 days
10 Spindle tape change 24 months + 90 days

DRT
S.No Process Frequency
1 Drum shaft greasing 2 months + 7 days
2 Swing arm and lock lever 2 times/ month
gearing
3 Stop motion checking 8 times/ months
4 Setting checking 6 months + 15 days
5 Drum shaft bearing service 36 months + 90 days
6 Gear end clutch pulley 12 months + 30 days
servicing
7 Pivot assembly bearing 12 months + 30 days
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servicing
8 DRT guide pulley servicing 12 months + 30 days

DOUBLING

S.No Process Frequency


1 Spindle gauge lappet gauge 9 months + 15 days
traveller cleaner setting
checking
2 Tin roller bearing greasing 6 months + 15 days
3 Jockey pulley bearing 12 months + 30 days
greasing
4 Builder motion unit service 12 months + 30 days
5 Spindle in change 9 months + 22 days
6 Gear end lifting lever 24 months + 60 days
servicing
7 Tin roller bearing service 60 months + 150 days
8 Rings change 48 months + 120 days
9 Spindle change 120 months + 300 days
10 Calendar roller service 24 months + 60 days
11 Spindle tape change 30 months + 90 days

HUMIDIFICATION PLANNING
(RAF, Trench, Air washer, Damber, compactor)
S.No Process Frequency
1 Nozzle ait cleaning 3 months + 7 days
2 Gear box oil change 3 months + 7 days
3 Air washer chamber services 12 months + 30 days

QUALITY ASSURANCE

DEPARTMENT S QUALITY CONTROL TESTINGS


BLOW ROOM Meter to meter CV%, fiber rupture % (2.5% span (length)waste%)
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CARDING Sliver U % waste% nep removal analysis
SL, RL Yard to yard CV %
COMBER Coil checking sliver, U%, neps /gm analysis
DRAWING Sliver U%, sliver A%
SIMPLEX Breaks/100 spindles /hr, Tpi CV%
SPINNING Breaks/100 spindles /hr, Tpi CV%
CONE WINDING Breaks/ lakh meter rewinding breaks/lakh meter splicing strength.
DOUBLING Breaks/100 spindle/hr TPI CV%
DRT Breaks /lakh meter
TFO Breaks/100 spindle/hr TPI CV%
AUTO CONER Breaks/lakh meter

U - Unevenness
Tpi – Twist per inch
CV – Co-efficient of variation

STORES DEPARTMENT

Storage department plays a important role in SSM.

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Department's Expenses From Apr 2009 to Mar 2010

8000000
Genrl
Civil
Admin 7000000
Q&C
Purchase
Production
6000000

Main
Electrical 5000000
Expense (in Rs)

B /R
C/R
SL 4000000
RL
COM 3000000
B/D
F/D
SLX 2000000
SPG
A/C 1000000
C/W
Doubling
TFT 0

TFT
B /R

F/D

H/D
Purchase

SL

SPG
Admin

Main
Genrl

PKG
COM

C/W
Reeling
PKG
Cleaning
Departments
H/D
Gen

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Expenses of Departments During the year Apr 2009 - Mar 2010

2000000

1800000

1600000 Jan
Feb
1400000 Mar
1200000 Apr
Expenses

`May
1000000
Jun
800000 Jul
600000 Aug
Sep
400000
Oct
200000 Nov
0 Aug Dec
Apr

`May
Jan

Jul

Oct
Jun
Mar

Nov

Dec
Feb

Sep
Months

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Process of Purchasing Materials

Department Head

Purchasing Requirements

Getting sign from SM

Issuing to Store Keeper

Buying Quotation

Comparison

Choosing the best

Getting approval from SM

Purchasing Materials

Receipt arrival and receiving inspection

If not ok returning the faults

Settlements

Issuing materials to concern Departments

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LAB QUALITY TESTING DETAILS (Order sales)

SITRA is one amongst the chain of laboratories in the country. It is sponsored by the Textile industry
and supported by the Ministry of Textiles, Government of India.

Sample size Quality characteristics Advantage


1. Minimum 20 cones of Count corps, CSP, count CV
100gms each %, strength CV%

2. Minimum 20 cones of CV%, thin, thick, neps, total


100gms. RKM CV%.
Can assure strength, Thin,
3. Minimum 20 cones of Elongation, elongation CV%
Thick, Elongation and Twist
100gms each
of the yarn
4. Minimum 6 cones Classimat

5. Minimum 10 cones Average Tpi, Tpi CV%

Tpi – Twist per inch


CV – Co-efficient of variation

FINAL INSPECTION STUDIES FOR TESTING

PARTICULARS QUALITY CHARACTRISTICS Advantage


1. Package Average cones weight = 200gms Can know whether
selection the finished goods is
(for pallet) in correct count or
not
Major defects: label, missing paper,
cone change, cut end, tail end missing. Can get whole seller
Bottom stitches, knots, snarls, shade satisfaction
variation, color fibre, hair.
2. Visual
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inspection Minor defects: step, flower nose, jute,
ribbon, ring, stains, top stitches, poor
printing, paper cone damage, nose
winding, bell.

3. Cone weight Average cone weight Can know whether


checking Cone weight range the cone is in correct
weight or not
4. Rewinding study Breaks/lakh meter Can assure best
(with EYC setting as per 1st winding) quality

POWER HOUSE DEPARTMENT

SSM-2 has two power houses. For different type of company government allotted some limited
power supply . For SSM2 government has allotted 1400KV power. They are using current using both
electrical and generator.
The power is also generated from the wind energy from various places such as Kanyakumari,
Thirunelveli, and Coimbatore. Totally 16 wind mills are there for Sambandam groups. SSM-2 uses
power generated from 7 wind mills.
Maximum voltage uses by spinning department.
Usages:
Power house – 1: 4 wind energy convertor
Power house – 2: 3 wind energy convertor
Total unit: 22,000 / per day
Peak hour: 2,800 / per day
Kilo vats: 1340 / per month
Generator:
Diesel: 2500 liter / per day
Per liter it gives: 3.3 units

SUGGESTIONS:

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1. Safety measurements and uniforms should be provided in a short frequency of time to all
permanent and temporary.

2. Fire alarms should be made in the company.

3. Employees one of the problem is canteen food items. In canteen professional workers should
be appointed to improve the quality and varieties of food items in reasonable price.

4. The starting wages of the workers should be increase to Rs.120 – Rs.150 to easily get the
people from in and around areas of the company.

5. By overtime duty workers gets more stress and they could not spend time in their families. It
leads them to feel uncomfortable. To avoid this more workers should be hire or appointed.

6. To make the workers in a peaceful condition entertainment appliance like TV, Radio and other
facilities also should be made in their rest rooms.

7. Immediate response should be given to the employees problems such as bus should be arrive in
correct time to pick up, 12 days leave in a year to PF employees.

8. Four months once one of the shift workers should be taken to a tour for their refreshment.

9. In 2020, India to become a developed country citizens must be educated. That time it is tough to
get workers in low level management. So for a uninterrupted continuous production and for
company’s safety maximum workers should be taken now itself.

CONCLUSION
The entire internship training proved to be of immense help in my learning process. I came across the
various practicalities existing in the SAMBANDAM SPINNING MILL PUBLIC LIMITED.

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During the internship training I got to know various aspects of the training & development such as how it
helps to get a insight into the strong and weak areas of the employees in terms of the of roles, activities, ,
qualities, s impact on others etc. It also helps in performance management system and preparing action
plans accordingly to enhance the performance of individual or group of individuals.

Hence I would like to conclude by mentioning, that the corporate experience which I got in SSM how
much importance is given to the production department, quality assurance of yarn training of employees
in SSM.

 This project in SSM helped me a lot in gaining experience which some time related or unrelated
to what we are studying presently in are books.
 While I am in training I came to know about the real situations held in the company & the
reactions given to them by different departments.
 There is much such need which is common among maximum of employees. E.g. Peaceful
working environment, High wages.
 Different staffs and workers whom I went for reference of their department and woring took it
differently. Some gave overwhelming response & also helped us gave some knowledge on how
continue on it.
 While asking about plus and minus of SSM some ignored it, some give real information and
some started to say about their personal problems. So this also gave us chance to know about
industrial environment.
 This training made me to know about various production techniques, stock maintenance, human
resource problems, what are training requirements of the employees at SSM working at each &
every department from shop-floor worker to middle level management.
 The experience of more than one month at SSM give me pride to say that it was great working
as a summer trainee at SSM.
This experience also helped in gaining a confidence level, approaching ways, working
hazards, making & maintaining more & more contacts. Which are helping me & will be helping in
future too.

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