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INTERNSHIP ON SRI KRISHNA SPINNING AND WEAVING
MILLS
CHAPTER 1
1.1 Introduction About Internship:
The internship program is designed to provide students engaged in a field experience

with an opportunity to share their insights, to explore the links between students'
academic preparation and their field work, and to assist participants in developing and
carrying out the major research project which will serve to culminate their internship
experience.
Internships are individualized and tailored to the needs and interests of each student in the
program. As part of the internship experience, students are expected to takean active role
in finding an appropriate internship for themselves. Many students pursue their own
contacts, however, information is available on Locating Internship Sites.
Internships for professional careers are similar to apprenticeships for trade and vocational
jobs. Although interns are typically college or university students, they can also be high
school students or post-graduate adults.
Generally, the internship works as an exchange of services for experience between the
student and his or her employer. Students exchange their cheap or free labor to gain
experience in a particular field. They can also use an internship to determine if they have
an interest in a particular career, create a network of contacts, or gain school credit. Some
interns also find permanent, paid employment with the companies in which they interned.
Thus, employers also benefit as experienced interns need little or no training when they
begin full-time regular employment.
Internships offer students a hands-on opportunity to work in their desired field. They
learn how their course of study applies to the real world and build a valuable experience
that makes them stronger candidates for jobs after graduation.
An internship may be either paid, unpaid or partially paid (in the form of a stipend).
DEPARTMENT OF MBA/SJBIT Page 1

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1.2INDUSTRY PROFILE
The textile industry is primarily concerned with the design and production of yarn,
clothing, and their distribution. So in the textile business generally needs more
investment compared to the garment sector and it is an extremely automated area. It
comprises yarn manufacturing, fabric manufacturing and dyeing and finishing, and these
three functions could be carried out in integrated plants. On the other hand, the textile
sector suffers from the higher lead time as well as high investment cost, which results in
relatively large minimum orders.
The textile and clothing exchange the worldwide market is quick switching with the
scaling up if employments of materials in assorted ranges. Asian nations including Indian
assume a predominant part in the universal exchange of the worldwide market. China has
the real offer in material and garments exchange the worldwide market and so on. Both
Bangladesh and Hong Kong have a noteworthy offer .however India is still on the
rearward sitting arrangement itself. It is accounted for that Asian districts sends out a
large portion of material and clothing to Europe and North America and use and so on,
Asian nation are picking up in material exchange because of lower costs contrasted with
African, European and south American nations .according to the global textile and
apparel industry : vision 2015,world material and attire exchange is relied upon to
achieve US$805bn by 2015 from US650bn in 2010.at show couple of nation like
Bangladesh, Thailand, Cambodia ,Sri Lanka, Pakisthan contribute real offer in four
income of their nation from textile and clothing exchange, in spite of the fact that their
offer on the planet advertise is not extremely noteworthy.
Asian nations are confronting challenges in the worldwide market because of instability
in value, rising information cost, vitality emergency and absence of showcasing activity
/introduction and so forth also, activities should be made in the zone of research and
development ,skill development and capacity working of the business all in all. Industry
must be sought after driven mode.

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The clothing or garment industry is a labor-oriented, low wage industry but a vibrant,
innovative sector, depending on the type of market segments upon which the industry
focuses. The high-end fashion sector is considered modern technology, with
comparatively well-paid workers and designers and a high degree of flexibility. There are
wide varieties of clothing types that the apparel manufacturers have to handle, which can
be broadly divided into two categories: outer clothing and inner clothing.
Manufacturers for this type of standard product market sector are mostly seen in
developing countries. For lower-to medium-priced products in the market, the
responsibility of the retailer has become more and more important in the organization of
the supply chain.

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Chapter 2
ORGANISATION PROFILE
2.1 Back Ground
Sri Krishna Spinning and Weaving Mills Private Limited is a Private incorporated on 07
June 1950. It is classified as Non-govt company and is registered at Registrar of
Companies, Bangalore. Its authorized share capital is Rs. 10,000,000
Sri Krishna Spinning And Weaving Mills Private Limited's Annual General Meeting
(AGM) was last held on 29 September 2018 and as per records from Ministry of
Corporate Affairs (MCA), its balance sheet was last filed on 31 March 2018.
Sri Krishna spinning &weaving mills ,the flagship company of their group, has been
pioneering innovation and is among the leading state –of-the-art, fully integrated textile
process houses in the country .Their world –class machinery soured from renowned
manufacturers across the globe enable us to increase our production and quality to meet
and exceed customer expectation. Their present production capacity is 24 million meters
of fabric per annum.
The company is led and managed by a highly professional management team which
brings years of cumulative industry experience and is the guiding force behind the
group’s unfaltering success and prosperity .from procurement to production and
marketing to delivery ,strict quality control is exercised by each team to ensure that they
deliver the best products to their customers at all times.
The yadalam group, one of India’s leading textile producers with a value –chain
extending from yearns to garments was established with a vision to grow through
integrity, commitment and excellence in quality .late sir yadalam S Gopalakrishna Settee,

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the founder &visionary , began his illustrious journey in 1930 to establish what is today
amongst the most efficient textile company
From humble beginnings, the company has progressed to a turnover of 400cr and has set
its eyes on a target of 650cr in the next couple of years. We have achievedthese by
building a team of industry experienced professionals and technicians who have worked
tirelessly to bring the company where it is today.
Located at Bangalore, the hub of south India and spread over 30 acres, the group is a
pioneer in developing a large number of innovation to meet the ever changing
requirements of its customers. Our versatile production facilities are vertically integrated
from spinning to processing garmenting. Our facilities are equipped with the lattes
machinery to enhance capabilities and increase efficiency while producing the finest
quality of yarn, fabrics and apparels.
Company Name Sri Krishna Spinning And Weaving Mills

Private Limted
Nature Of Business Manufacturer
Additional Business Trader
Company CEO Yadalam G Madhusudan
Total Number Of Employees 1001 to 2000 people
Year Of Establishment 1950

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Legal Status Of Firm Private Limited Company
Annual Turnover 500 – 1000 Crore
2.2 Nature Of Busines:
The company today managed by a second and third generation entrepreneurs who have a
vast experience to guide every decision of theirs. The company boasts of a professional
atmosphere where employees are handpicked to do what they do what they do best and
are trained to quickly adapt to any given situation and perform at their peak and that’s
what makes this group move forward confidently and successfully to new level.
 Millestones and progress:
From a modest 6 loom setup in 1930 to a fully integrated and modernized textile
manufacturing facility, we has swiftly embraced the changes in the textile industry
keeping pace with the evolving trends. The company is aiming at a production capacity
of 36 million meters of fabric per annum and is planning to put up a state of art garment
dyeing facility.
 Their clients :
It has been a privilege to have associated with some of best brands across the world.
Their customer centric approach has been the foundation of our relationship with clients
and is deeply rooted in our focus to deliver high quality consistently and on time. Their
esteemed clients include a host of European and American companies. They are also
catering to the leading Indian brands the domestic market.

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2.3 Vision,Mission And Quality Policy:
 Vision:
We believe that the best way itensures profitability is by putting people and principal first
and foremost .a heritage of hard work.Integrity commitment and dedication has clearly
demonstrated that these character traits are the group’s path to long term success.
The group’s vision and corporate philosophy excellence in manufacturing by encouraging

individual potential combined with world –class machinery, with a focus to deliver the
highest quality product to domestic and international markets.
 Mission:
The groups aim to achieve utmost customer satisfaction through excellence in quality
and timely delivery and to become a preferred partner to various and international
customers. Group is committed to cater to domestic and international markets and
become a world class textile organization. product to domestic and international
markets.
 Quality control:
We are a quality conscious and customer focused company. The company has
implemented and adheres to strict compliance systems and standards in all areas of
personnel management and manufacturing process as per the international standards.
Our markets include Europe and America and it is our pride that the most coveted
domestic brands are our privileged customers. The merchandising and the marketing
teams starts the business flow and they are ably supported by the production team and
stringent system and checks are in place to ensure that precise customer requirements
are met.

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2.4 Product / Service Profile:
They cater to leading domestic and global clients for a wide variety of fabrics .we pioneer
in developing a large number of shades and prints to meet the ever changing requirements
of our customers .our extensive product portfolio includes a wide range of high quality
fabrics .our wide and versatile production set –up produces fabrics ranging from top
weight voiles and cambric’s to very heavy bottom weights which are suited for trousers
and jackets. We are also extremely versatile in cotton lyre /spandex and rayon’s .we are
also versatile in various finishes like wrinkle free, water repellant etc.
 Reactive Pigment Dyeing from Sri Krishna Spinning:
They cater to leading domestic and global clients for a wide variety of fabrics. We
pioneer in developing a large number of shades and prints to meet the ever changing
requirement of our customers. Our extensive product portfolio includes a wide range of
high quality fabrics. Our wide and versatile production set-up produces fabrics ranging
from Top weight voiles and cambrics to very heavy.

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 Yarn And silk:

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 Flourescents Dyeing & Printing

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Other products:
 Providing you the best range of Cotton Garment with effective and timely
delivery
Infrastructure:
The capabilities of Sri Krishna Spinning And Weaving Mills Pvt.Ltd, has increased
by leaps and bounds over the last decade. The new millennium has ushered in an age of
technology, speed and precision which has redefined the feature of businesses in the ever
changing landscape of the textile industry and they are fully equipped with the latest
machines to meet these challenges. We ensure best optimization of resources across the
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production processes using machines that are best in class and have been acquired from
the most reputed manufacturers worldwide. Their team of managers, technicians and
work force are specially trained to run and maintain these machines.
Group Companies:
 Sri Krishna spinning and weaving mills (p ) Ltd, the flagship textile company
of the group, is a modern integrated textile process house catering to
international and domestic markets.
 Gopalakrishna textile mills (p) Ltd, is the cotton spinning unit equipped with
the world class, state -of-art machinery to produce quality cotton yarn for both
domestic and export markets.
 Fab distributors, is the garment manufacturing arm which produces ready to
wear apparel for leading Indian and international brands.
 Vikram traders is the marketing arm of sri Krishna spinning and weaving mills
(p) Ltd and supplies ready to cut fabric for both domestic and international
markets.
Together these companies offer a broad range of products including yarn, Fabric and
apparel with the aim and vision to match and exceed customer expectations.
Competitiors of the organization:
Any person or entity which is a rival against another. In business,a company in the same
industry or a similar industry which offers a similar product or services. The presences of
one or more competitors can reduce the prices of goods services as the companies attempt
to gain larger market share. Competition also requires companies to becomes more
efficient in order to reduce costs.
Various competitors of Sri Krishna Spinning and Weaving mills Pvt ltd are:

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 Vardhaman
 Nahar
 Bombay Fashion Ltd
 Vandana Industries
Social Responsibilities
Being a self-conscious organization, they are committed to creating and sustaining eco-
friendly policies and practices, which respect their natural environment. We have
implemented a variety of initiatives to ensure we manage our impact on the environment.
The company was among the first to have installed an Effluent Treatment Plant in 1990
and have continuously upgraded to reach today’s standards and requirement. We do not
use any ground water for our industrial use. We are treating waste water and bringing it
to the required standards of industrial use.
STATUTORY PROFILE:
GST NUMBER 29AABCS7730F1ZA
CIN NUMBER U85110KA1950PTC000661
2.5 Ownership pattern:
 DIRECTORS PROFILE:

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Director Identification Name Designation Date Of

Number Appointment
00532473 Vikram Dwarkanath Director 29 Dec 2003

Yadalam
00532323 Setty madhusudan Managing Director 09 Aug 1975

Yadalam Gopal Krishna.
00532371 Vinay Madhusudan Wholetime Director 28 Mar 1998

Yadlam
00532400 Yadalam Dwarakanath Director 09 Aug 1975

Gopalakrishna Setty
Directors of Sri Krishna Spinning And Weaving Mills Private Limited are Vikram
Dwarkanath Yadalam, Settymadhusudan Yadalamgopalakrishna, Vinay Madhusudan
Yadalam, Yadalam Dwarakanath Gopalakrishna Setty, Ramaswamy Iyengar Halli
Krishnaswam.

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CHAPTER 3
MCKINSEY 7’S FRAME WORK MODEL
3.1 McKinsey’s 7s framework with special reference to organization under study in Sri
Krishna Spinning And Weaving Mills:
McKinsey 7s model was developed in 1980s by McKinsey consultants Tom Peters,

Robert Waterman and Julien Philips with a help from Richard Pascale and Anthony G.
Athos. Since the introduction, the model has been widely used by academics and
practitioners and remains one of the most popular strategic planning tools. It sought to
present an emphasis on human resources (Soft S), rather than the traditional mass
production tangibles of capital, infrastructure and equipment, as a key to higher
organizational performance.

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This model can be applied to many situations and is a valuable tool when organizational
design is at question. The most common uses of the framework are:
 To facilitate organizational change.

 To help implement new strategy.
 To identify how each area may change in a future.
 To facilitate the merger of organizations.
The SevenElements of the McKinsey 7-S Framework
The model categorizes the seven elementsas either "hard" or "soft":

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Hard Elements Soft Elements
Shared Values
Strategy Skills
Structure Style
Systems Staff
1.Strategy – It refers to the intended sequence of actions taken by a company to achieve

its goals and objectives. It deals with resource allocation and includes competition,
customers and the environment.
2. Structure – It refers to how the various business units are structured and how they
communicate with each other. A company’s structure may be centralized or decentralized
or may take many other forms depending on the company’s culture and values.
3. Systems – This includes a host of systems within an organization that define its
processes and routines. It includes performance appraisal system, financial systems, IT
systems etc.
4. Shared values – These are the core values of the company that connect all the other 6
factors. These are the fundamental ideas or guiding principles that lay the foundation of
businesses.

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5. Skills – These define the core competencies of the employees. Some basic skills which
employees must have are leadership, communication management, time management and
team management etc.
6. Style – This spans the core beliefs, norms and management style in the organization.
7. Staff – It refers to the number and type of employees in the organization. It is very
important for an organization to manageits human capital to create competitive
advantage.
3.2 McKinsey 7s framework with refers to company:
 Structure:
The president has the sole authority in the organization .He provides
instructions to the executive director and the general manager who in turn provide
instructions to the lower level manager. It is the part for specialization and co-ordination.
It comprises of the basis organization of the company, its departments, reporting lines
areas of expertise, and responsibility (and how they inter-relate), and the way in which
the parts of a thing are arranged or organized.
The middle management consists of general manager. Among these departments the
general manager division is very large. It consists of many sections and subsections.
All sectional heads will communicate or report their sectional performance or activities
regularly to the general manager.
 Skills:
It consists of the capabilities and competencies that exist within the

company. It is the talent, craft or accomplishment, naturally acquired or
developed through training and abilities appropriate for a specific job. The
employees need to have both specific as well generic skills. Generic skills mean
problem solving skills, decision-making skills, communication etc. Specific skill
like time management, building teams, leadership and motivation, creativity,
industrial safetyand environment.

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The most important software for the success of any organization is the
skills of the employees and of the management . Sri Krishna Spinning and
Weaving Mills is having Highly skilled employees. The skills of the organization
are:
 Style:
The style of the organization evident from the pattern of action takes by the
top management over a period of time and the reporting relationship. It is reflected in the
condition, norms rituals and action of an organization . Company following an
entrepreneurial , innovation and centralizes of management.
 Shared values:
 To develop competent and vibrant work force.

 To improve work environment in the Sri Krishna spinning and
Weaving Mills through welfare measures and healthy industrial
relations.
 Increase number of performing branchs
 Strategy:
A strategy is a long term plan chosen deliberately and consciously after a
through analysis of the financial and external environment of the organization.
It refers to the plan formulated in response to or in anticipated of charges in
environment. It seeks to improve company’s competitive position.
It is designed to provide guidance and direction to the operations of the

organization. It is true that organization , which continuously carry out strategic
planning and strategic management.
 System:

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Systems are formal and informal procedures that govern everyday activity,
covering everything from management information systems, through to the point of
contact with the customer. Finance department is doing enough to properly plan and
control the funds. There is regular program verification.
systems are named according to the various factors, like- number of machines is used to
make a garment, machines layout, total number of operators or tailors involved to sew a
complete garment and number of pieces moving in a line during making a garment
 Staff:
Is the asset to the company, it refers to the people working in an organization.
The company’s resources, people and how they are developed, trained and motivated.
The process of staffing includes various processes like recruitment and selection
procedures, training etc. It refers to how the people are developed, trained, socialized,
integrated, motivated and how the employee’s career is shaped in an organization.
The company id having qualified and skills staffs working together to achieve the
organizational. The company is covering its manufacturing activities with General
manager, production manager, supervisors and employees.
3.3 Poter’s Five Force Model :

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Porter's Five Forces is a business analysis model that helps to explain why different
industries are able to sustain different levels of profitability. The model was published in
Michael E. Porter's book, "Competitive Strategy: Techniques for Analyzing Industries
and Competitors" in 1980. The model is widely used to analyze the industry structure of a
company as well as its corporate strategy. Porter identified five undeniable forces that
play a part in shaping every market and industry in the world. The forces are frequently
used to measure competition intensity, attractiveness, and profitability of an industry or
market.
 Porter's Five Forces is a framework for analyzing a company's competitive

environment.
 The number and power of a company's competitive rivals, potential new market
entrants, suppliers, customers, and substitute products influence a company's
profitability.
 Analyzing these elements can be used to guide business strategy to increase
competitive advantage.

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1.Threat Of New Entrants:

 Big international fashion brands with high bran value looking to establish in india.
 Economies of scale are high.
 Brand identify of a company in this industry is high.
 The government policies within the industry require strict licensing and legal
requirements to be fulfilled before a company can start selling.
 Capital requirements to establish a regional or a national level operation are high.
2. Bargaining power of suppliers:

 The number of suppliers in the industry in which Sri Krishna Spinning and
Weaving Mills operates a lot compared to the buyers.
 High availability of cotton.
 Suppliers have high bargaining power when the supply is for unique product.
 Importance of volume to suppliers is very high.
 Cost relative to total purchases in this industry is low.
3.Bargaining Power Of Buyers:

 If the buyers buy in large volumes to the company. They can get more benefits.
 Buyer information is high.
 The income of the buyers within the industry is low. This means that there is
pressure to purchase at low prices.
 Buyer concentration is very low.
 Ability backward integrate is very low.
4.Threat of substitutes:
 There are very few substitutes available for the products that are produced in the
industry in which Sri Krishna Spinning and Weaving Mills operates. The very
few substitutes that are available are also produced by low profit earning
industries.
 The very few substitutes available are of high quality but are way more expensive.
 Growth in online shopping.
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 Small town stores offering proximity and super premium category.

Also facing competation from cheap imports from china and south east asia.
5. The degree of rivalry:

 Fixed costs are high in this industry.
 Product difference are high.
 Exit barriers are also high due to government regulations and restrictions.
 The production of products within the industry requires an increase in capacity by
large increments.
 Huge number of competitors.
CHAPTER 4
SWOT ANALYSIS
4.1 Introduction:

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A SWOT analysis lists the good and bad things about the business, both from an internal
and external viewpoint, by identifying strengths, weaknesses, opportunities and threats.
A SWOT analysis is a process that encourages critical thinking by businesses. It is used

to identify external and internal influences on a business. The process isn’t limited to a
business, either. A SWOT analysis can be used to assess competing businesses in a
market in order to unearth opportunities the business can exploit. It can also be used by
divisions or departments within a business.
The primary objective of a SWOT analysis is to help organizations develop a full

awareness of all the factors involved in making a business decision. This method was
created in the 1960s by Albert Humphrey of the Stanford Research Institute, during a
study conducted to identify why corporate planning consistently failed. Since its creation,
SWOT has become one of the most useful tools for business owners to start and grow
their companies.
SWOT analysis is a straightforward model that analyzes an organization's strengths,

weaknesses, opportunities and threats to create the foundation of a marketing strategy. To
do so, it takes into account what an organization can and cannot do as well as any
potential favorable or unfavorable conditions related to the company's products or
services.
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1.Strength
 Strong branding
 Diversity in product
 Large skilled / unskilled population
 Low wages
 Traditional in business
 Good image
 Ecological requirements
 Quality of textile and fabric and production
 Raw material is easily accessible
 The industry has an added advantage of having numerous segments which help in
the provision of a huge variety of products.
 The textile industry holds about 12% of the total export.
2.Weakness:
 Low efficiency
 Lower productivity
 Lack of scale of economics
 Exchange rates
 Low level of managerial capabilities
 There is a huge dependency of the industry on cotton
 The power and interest rates and indirect taxes are high.
 The mill segment is gradually declining
3. Opportunities:
 New technology
 Rising incomes
 Spending power in domestic market
 Value of labour
 Women’s wear has a huge potential
 Marketing of products in to a new market
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 There is a provision of more FDI and investment oppertunites

 This industry providing opportunities to industry’s segments like handicrafts and
apparels.
 The global needs are being catered with product development
4. Threats:
 Growing many industries
 International industries
 More competitions in market
 Political instability
 Price pressure
 Lack of skilled personnel
 Quick obsolesce of technology
 Striking a balance between the quality and price product
 Striking a balance between demand and supply
 Removal of quota system will fluctuate the export demand
 Satisfying the demands of people across the world at the same time, steadily
improving the quality of the products.
CHAPTER 5
ANALYSIS OF FINANCIAL STATEMENT
Financial Statement (2016) :
PROFIT AND LOSS ACCOUNT:

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SL NO PARTICULARS NOTE 2016

NO
a) Revenue from operations 20 267,231,784
b) Other incomes 21 972,560
c) Total incomes (a+b) 268,204,344
d) Expenses :
Cost material and consumed 22 178,579,678
Purchase of stock in trade , charges 23 (351,748)
in inventories of finished goods ,
work in progress and stock in trade.
Employee benefits expenses 24 23,958,773
Finance cost 25 16,993,572
Deparmenation and amortization 26 17,128,412
expenses
Other expenses 27 42,706,047
Total expenses 279,014,733
e) Profit (loss) before exceptional and (10,810,389)
extraordinary items and tax (c-d)
f) Exceptional items 28
g) Profit (loss) before exceptional and (10,810,389)
extraordinary items and tax (e-f)
h) Extraordinary items 29
i) Profit before tax (g-h) (10,810,389)
j) Tax expenses
1) Current tax
2)deferred tax (1,868,354)
k) Profit and loss for the period from (8,942,035)

continuing operating (i-j)
l) Profit and loss from discounting
operation
m) Tax expenses
Discounting expenses
o) Earning per equity shares 52,32
p) Bank withdrawal 5232
BALANCE SHEET:
SL NO PARTICULARS NOTE 2016

NO
1 Equity and liabilities
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1.share holders funds

a.share capital 2 15,000,000
b.reseves and surplus 3 (3,773,143)
2.share application
3.non current liabilities
a.long term borrowings 4 48,575,597
b.defferred tax liabilities 5 3,006,807
e.longterem provisions 6 3,686,249
55,328,653
4.current liabilities
a.short term borrowings 7 110,621,585
b.trade payables 8 24,458,845
c.other current liabilities 9 13,248,598
d.Short term provisions 10 415,162
148,744,190
TOTAL 215,239,700
2 Assets
1.non current assets
a.fixed assets
1.tangible assets 11 84,527,268
2.intangible assets
b.non current investments 12 100,000
c.defferred tax assets, (net)
d.long term loans and advances 13 425,230
85,052,498
2.current assets 14 69,747,317
a.inventories 15 72,187,541
b.trade receivables 16 8,530,634
c.short term loans and advances 17 3,483,89
d.other current assets 18 49,120,638
TOTAL 215,239,700
FINANCIAL STATEMENT (2017)
PROFIT AND LOSS ACCOUNT:

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SL NO PARTICULARS NOTE NO 2017

a) Revenue from operations 20 356,649,591
b) Other incomes 21 1,208,942
c) Total incomes (a+b) 357,858,533
d) Expenses :
Cost material and consumed 22 221,760,115
Purchase of stock in trade , 23 4,701,183
charges in inventories of finished
goods , work in progress and
stock in trade.
Employee benefits expenses 24 33,861,755
Finance cost 25 19,206.666
Deparmenation and amortization 26 16,760,506
expenses
Other expenses 27 55,077,742
Total expenses 351,367,967
e) Profit (loss) before exceptional 6,490,565
and extraordinary items and tax
(c-d)
f) Exceptional items 28
g) Profit (loss) before exceptional 6,490,565
and extraordinary items and tax
(e-f)
h) Extraordinary items 29
i) Profit before tax (g-h) 6,490,565
j) Tax expenses
2) Current tax
2)deferred tax (1,766,807)
k) Profit and loss for the period 8,257,372
from continuing operating (i-j)
l) Profit and loss from discounting
operation
m) Tax expenses
Discounting expenses
n) Profit and loss for the period(k- 8,257,372
m)
o) Earning per equity shares 52,32
p) Bank withdrawal 52,32
BALANCESHEET

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SL NO PARTICULARS NOTE NO
1. Equity and liabilities
1.share holders funds
a.share capital 2 15,600,000
b.reseves and surplus 3 4,484,230
20,084,230
2.share application
3.non current liabilities
a.long term borrowings 4 36,738,437
b.defferred tax liabilities 5
e.longterem provisions 6 5,558,360
42,296,797
4.current liabilities
a.short term borrowings 7 104,706,159
b.trade payables 8 27,230,041
c.other current liabilities 9 12,139,469
d.Short term provisions 10 1,332,509
145,408,178
TOTAL 207,789,205
2. Assets
1.non current assets
a.fixed assets
1.tangible assets 11 68,026,692
2.intangible assets
b.non current investments 12 100,000
c.defferred tax assets, (net)
d.long term loans and advances 13 695,230
2.current assets 14
a.inventories 15 88,450,054
b.trade receivables 16 6,673,329
c.short term loans and 17 3,627,031
advances
d.other current assets 18 40216869
TOTAL 207,789,205
RATIOS:

MILLS
The quantitative relation between two amounts showing the number of times one value
contains or is contained within the other.
CURRENT RATIO:
The current ratio is a liquidity ratio that measures a company's ability to pay short-term
obligations or those due within one year. It tells investors and analysts how a company
can maximize the current assets on its balance sheet to satisfy its current debt and other
payables.
Formula and Calculation for Current Ratio:
To calculate the ratio, analysts compare a company's current assets to its current
liabilities.
Current Ratio=Current assets
Current liabilities
Year Current Assets Current Liabilities Ratio
2017 130187202 148744190 0.875
2018 138967283 145408178 0.956
QUICK RATIO:
The quick ratio is a measure of how well a company can meet its short-term financial
liabilities. Also known as the acid test ratio , it can be calculated as follows: (cash +
Marketable Securities + Accounts Receivable) / Current Liabilities.

MILLS
Quick ratio = Quick assets

Quick liabilities
Quick Assets = current assets-(stock + prepaid expenses)
Quick liabilities = long term debt
Year Quick Assets Quick liabilities Quick ratio
2017 579,99,961 522,61,846 1.109
2018 505,17,229 923,22,097 0.547
3.PROPRIETARY RATIO :
The proprietary ratio (also known as the equity ratio) is the proportion of shareholders'
equity to total assets, and as such provides a rough estimate of the amount of
capitalization currently used to support a business.
Proprietary ratio = Proprietary fund
Total assets
Proprietary fund = Equity
Total assets=current assets + fixed assess
Year Proprietary fund Total assets Proprietary ratio

MILLS
2017 15,00,000 299,766,968 0.05
2018 15,600,000 206,993,975 0.075
4.DEBT EQUITY RATIO:

The debt-to-equity (D/E) ratio is calculated by dividing a company's total liabilities by its
shareholder equity. These numbers are available on the balance sheet of a company's
financial statements. ... It is a measure of the degree to which a company is financing its
operations through debt versus wholly-owned funds.
Debt equity ratio = short term debt + long term debt + other fixed payments
Shareholders equity
Year Short term debt + Share holders equity Debt equity ratio
long term debt
2017 596,377,556 15,000,000 29.75
2018 141,444,596 15,600,000 15.066

MILLS
BIBLIOGRAPHY
NEWSPAPERS AND MAGAZINES:

“Garment units told reduce attrition rate”, business standard, and january 21,23.
WEBSITES:
 WWW.srikrishnamills.com
 WWW.ilo.org
 WWW.labour.govt.
 WWW.textileguide.chemsec.org

MILLS

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INTERNSHIP ON SRI KRISHNA SPINNING AND WEAVING

1.1 Introduction About Internship:

The internship program is designed to provide students engaged in a field experience

DEPARTMENT OF MBA/SJBIT Page 1

DEPARTMENT OF MBA/SJBIT Page 2

DEPARTMENT OF MBA/SJBIT Page 3

2.1 Back Ground

DEPARTMENT OF MBA/SJBIT Page 4

Company Name Sri Krishna Spinning And Weaving Mills

Nature Of Business Manufacturer

Additional Business Trader

Company CEO Yadalam G Madhusudan

Total Number Of Employees 1001 to 2000 people

Year Of Establishment 1950

DEPARTMENT OF MBA/SJBIT Page 5

Legal Status Of Firm Private Limited Company

Annual Turnover 500 – 1000 Crore

2.2 Nature Of Busines:

 Millestones and progress:

DEPARTMENT OF MBA/SJBIT Page 6

2.3 Vision,Mission And Quality Policy:

The group’s vision and corporate philosophy excellence in manufacturing by encouraging

DEPARTMENT OF MBA/SJBIT Page 7

2.4 Product / Service Profile:

 Reactive Pigment Dyeing from Sri Krishna Spinning:

DEPARTMENT OF MBA/SJBIT Page 8

 Yarn And silk:

DEPARTMENT OF MBA/SJBIT Page 9

 Flourescents Dyeing & Printing

DEPARTMENT OF MBA/SJBIT Page 10

Competitiors of the organization:

DEPARTMENT OF MBA/SJBIT Page 12

GST NUMBER 29AABCS7730F1ZA

CIN NUMBER U85110KA1950PTC000661

2.5 Ownership pattern:

DEPARTMENT OF MBA/SJBIT Page 13

Director Identification Name Designation Date Of

00532473 Vikram Dwarkanath Director 29 Dec 2003

00532323 Setty madhusudan Managing Director 09 Aug 1975

00532371 Vinay Madhusudan Wholetime Director 28 Mar 1998

00532400 Yadalam Dwarakanath Director 09 Aug 1975

DEPARTMENT OF MBA/SJBIT Page 14

MCKINSEY 7’S FRAME WORK MODEL

McKinsey 7s model was developed in 1980s by McKinsey consultants Tom Peters,

DEPARTMENT OF MBA/SJBIT Page 15

 To facilitate organizational change.

The SevenElements of the McKinsey 7-S Framework

The model categorizes the seven elementsas either "hard" or "soft":

DEPARTMENT OF MBA/SJBIT Page 16

Hard Elements Soft Elements

1.Strategy – It refers to the intended sequence of actions taken by a company to achieve

DEPARTMENT OF MBA/SJBIT Page 17

3.2 McKinsey 7s framework with refers to company:

It consists of the capabilities and competencies that exist within the

DEPARTMENT OF MBA/SJBIT Page 18

 To develop competent and vibrant work force.

It is designed to provide guidance and direction to the operations of the

DEPARTMENT OF MBA/SJBIT Page 19

3.3 Poter’s Five Force Model :

DEPARTMENT OF MBA/SJBIT Page 20