TQM Kohinoor Mill

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KOHINOOR TEXTILE MILLS, Ltd.


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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 areputable and leading manufacturer of textiles and cement.

KMLG comprises of Kohinoor Textile Mills limited (KTML) and MapleLeaf 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 textilemanufacturing.

It was initially set up as a spinning and weaving project with 25,000spindles and 600 looms. However, after decades of aggressive expansion

and modernization KTML has emerged into a fully vertically integratedhome 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 andexport markets. The main international markets include Asia, Europe,USA and Australia.


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VISION STATEMENTThe Kohinoor Textile Mills Limited stated vision, is toachieve and then remain as the most progressive andprofitable company in Pakistan in terms of industry

standards and stakeholder interest.


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MISSION STATEMENTThe 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 andinnovative products and services and sold these to its

customers, suppliers and stakeholders.


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ORGANIZATIONAL STRUCTURE OF KTML


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OBJECTIVES OF THE COMPANY 1.To carry on the business of , cotton spinners, and doubles,

linen and cloth manufacturers, jute, flax, hemp, cotton andwool merchants, dyers and manufacturers of bleaching anddyeing materials in Pakistan and all over the world.

2.Throughout Pakistan and throughout the world, topurchase, weave and otherwise manufacture, buy and selland 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, cottonspinners, cotton ginners, cloth manufacturers, furriers,haberdashers, hosiers, Pauline, American cloth, f loor clothand all kinds of imitation leathers and rubbers.


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4.To carry on all or any of the businesses of silkmercers, s manufacturers, importers and wholesaleand retail dealers of and in textile fabrics of all kinds.

5.To carry on the business of mechanical engineersand manufacturers of machinery and implements ofall kinds .

6.To lease, let out on hire, mortgage, sell or otherwise

dispose of the whole of any part of the undertaking ofthe Company, - or any lands, business, property rightsor interest therein.

OBJECTIVES OF THE COMPANY


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QUALITY INSPECTION AT KTMLRECEIVING INSPECTION: Receiving inspection are carried out before the start of a

process, at the end process and then after the final stage ofproduction 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 thefrom of finished good.


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QUALITY ASSURANCE DEPARTMENTAt KTML Quality Assurance is being practiced. There

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


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QUALITY ASSURANCE DEPARTMENT


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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 reallymake quality work in their job. The best way to achieve success forany 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 thesecourses are specific to higher level or managerial level and someare for the lower level workers. Employees are also givenorientation training at the time of induction. They are told aboutquality processes being followed at the mill and about the qualitystandards. This training is given by the quality assurancedepartment as well as by the department in which the employee ishired. The Human resource Department also gives orientationtraining to the new employees.


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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 mainpurpose of this training course is to make employees understandSA-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 KTMLGfor the top level as well as the lower level employees.


MANAGEMENT


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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 togive training on some specific lines. HRM department carry out thisprograms during the month of January.


MANAGEMENT


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INVENTORY CONTROL (JUST IN TIME) For inventory control they have the Inventory

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


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BENCH MARK KTML do not benchmark any certain company. They

benchmark their processes with relation to the House ofQuality i.e. they check for the processes of other companiesand categorise them and if they find any process better

than their own then they benchmark in that area. They canbe benchmarked themselves by other companies for anyprocess as well. To benchmark in any area they look for costand productivity, quality, timeliness and efficiency of thatprocess for the business operations. After checking these

things they check their own processes to determine thatwhy they are lacking behind and then they take therequired action. As KTML is an exporting company so theyshould benchmark their processes with the processes offoreign competitors.


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STEPS FOR IMPROVEMENT/SUGGESTIONSNEW TECHNOLOGY:

KtML has the opportunity to invest for the new technology. Byacquiring the latest technology, they can increase the productionquality, efficiency and can decrease the cost of production.

MOTIVATING THE EMPLOYEES:

HR department can prove and show them they are here foremployees by motivating the employees performing their best. Theycan find the motivation level of their employees and give themincentives to motivate them.

PROJECTS FOR THE LOCAL MARKET:

KWML has the opportunity to capture the market share locally bylaunching new projects just like they have launched Dhanak in

August 2008. They can start new projects in garments, Apparel orHome Tax, Dyeing, Hosiery.


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ADVERTISING: KML has the opportunity to advertise about their selves to promote

their textile products. They can advertise in international magazinesabout themselves KML can publish its own local business magazineto 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 ascurtains.

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 OnlineMarketing Capturing the market over internet internationallycapturing the market over internet locally. The material which youput on your fair price shop can be sold out at online shop.

STEPS FOR IMPROVEMENT/SUGGESTIONS


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CONCLUSION KTML is following standardized processes in their company. They

are striving for continuous improvement in their organization frommany years. However still there is many things to do. Qualitycannot be implemented in a big organization like Kohinoor in oneor two years. It requires a complete cultural change and continuous

and devoted leadership struggle. At Kohinoor what we have foundis that they are using the appropriate processes and arecontinuously trying to make them better. However, the main area

where they are lagging behind and where they are not emphasizingis the Human Resource management and development. Top levelemployees are well aware of their responsibilities and also the

market trend but the lower level employees just do what they areordered. So they should develop the manpower. They take the Tof TQM as the total products instead of considering all personnelresponsible in KTML. Small qof TQM is applied in KTML. Theyconsider that only the production department (operators,inspectors etc.) is responsible for poor quality.


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TQM Kohinoor Mill

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