PAVAN POWER LOOM SILK INDUSTRY, BAGEPALLI

CHAPTER 1

INTRODUCTION ABOUT ORGANIZATION AND INDUSTRY

The internship is an integral platform for anyone to gain experience in an actual workplace.
Internship is a good opportunity for students to learn, to gain experience and also to make
preparation. Men learn through experience, and a real life is full of different kinds of experience.
We will encounter many difficulties and obstacles and with experience we are expected to be
able to encourage and complete the cleansing process, experience in my eyes is a very valuable
thing in life because we need to be brave in taking risk. It is also not something that we simply
create, but we need to undergo though it. By doing my internship in actual workplace, it helps
me to know and discover myself from different angle, it also helps me to control and develop my
attitude and behaviour in dealing with different kinds of people and situation.

I have decided to take the internship course to grab the golden opportunities to apply theories and
knowledge that I have in real working life setting, though learning in university, I learned about
theories but by doing internship, I learned the practically approach on dealing with a real world.
Even though it was not that much, it still has profound results in some aspect of my life, in some
ways through strength. Immanuel content once said “Experience without theory is blind, but
theory without experience is mere intellectual play,” the other reason why I choose to take the
internship course is a preparation for more challenging work environment and situation. Our life
in school and university is incomparable with working life, a working life is very challenging as
it requires great effort, commitment , and abilities ;though are something that I need to be
prepared and trained to.

A part from that, I really want to gain professional knowledge and skills by taking the internship
course. At the same time, I also want to improve my communication skills and ability to interact
with people. I realise that by being part of working society, I will need to meet different people
around the office and I will have to communicate with them to settle their needs, undergoing
internship also help to make me learn on how to work in a systematic organization, it helps me to
learn how to be independent in accomplishing my task, besides all knowledge that I have learnt
through my learning in classroom can be implemented through internship, not only that, by doing
internship, I am able to undergo challenge which is normal; in working life setting.

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During my 4 weeks of internship, I want to actively contribute to a company’s objective by

applying the knowledge I obtained during my education environment for example different
between public sector like Citibank managed their organisation structure as compared to the
public sector. At the same time, I want to upload the vision and mission of my host company in
achieving its objective of establishment.

Meaning of Internship:

Internship is a job-oriented process which aim to develop special skill related to the job. Through
internship process effort is made to increase practical skills with the theoretical knowledge which
student got in formal education institute. Under internship, business organization or technical
institute and college or university jointly impact training for students during his bachelor or
master degree. The objective of such programmers is to strike a balance theoretical and practical
knowledge.

Internship are defined by several author, few definitions on internship are as follows. According
to "ELLEN HERKILD" the internship is a method of on- the-job training for white collar jobs. It
is almost like apprenticeship. Interns are generally the college or university students who are
standing on the threshold of getting their bachelors or master degree. Internship is one further
step in their education and offers them opportunities to get off hand experience in their chosen
field. The interns and students get the confidence to be able face the world.

Objectives of Internship

 To acquire exposure in the working environment resulting in the development of

practical knowledge, confidence and diplomacy.

 To learn and apply theoretical knowledge practically in a workplace.

 To develop interpersonal, managerial and communication.
 To come up with the possible strategies to gain competitive advantage.
 To be a valuable asset for the organisation by contributing positive aspects.

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LIMITATIONS OF THE STUDY:

 To understand the organization and study its various functions and ups and downs a
period of 30 days is not enough.
 No direct contacts with department are not allowed.
 Access to many of the important documents or the key areas was not allowed.
 As there were many three shifts seeing the workers together for a public interview or an
opinion session was not possible. The study expresses the opinion.

NEEDS AND IMPORTANCE OF THE STUDY

To identify the responsibilities, duties, functions and maintenance of each department, how far
the organization structure is successful in accomplishing the objectives of the company and
assesses opportunities accessible for improvement the study of the organization behaviour gives
insight on how employees behave and perform in the work place. It helps us to develop an
understanding of the aspects that can motivate employees increase their performance, and help
organization to establish a strong and trusting relationship with their employees.

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INTRODUCTION TO TEXTILE INDUSTRY

The term textile is derived from the Latin term ‘taxere’ which means ‘to weave’. Textile is a very
important part of our life, be it the clothes we wear or the bed and furnishings that we use in our
daily life. The history of textile industry is very rich and has impacted the world economy in a
big way. It is one of the oldest forms of craft and data back to Neolithic age. Initially twigs, leave
and branches were wearied but subsequently other natural fibres were interlaced to form cloth
and fabrics.

The wool sheep was the first to be spurned into yarn then weaved fabric the first spinning wheel
was invented in India. It was hand operated and by the 14th century had spread to Europe. In the
year 1785 the first power loom was invented in England. the steps involved in making a cloth are
harvest and cleaning fibres wool or cotton spinning of these fibres into threads or yarns, weaving
of thread and yarns in to fabric or cloth sand finally dyeing and stitching the cloth into dresses.
Despite the industrial revolution and development in spinning and weaving machines and
technology, the handicraft and handloom sectors has retained its place making unique fabrics and
clothes, which are very much in vogue in the global market.

The textile industry occupies a vital place in the Indian economy and contributions substantially
to its exports earnings. Textile exports represent nearly 30 per of the country total exports. It has
a high weight age of over 20 per in the national production. It provides direct employment to
over 15million persons in the mill power loom and handloom sectors India is the world’s second
largest producer of textile after China. It is the world’s third largest producer of cotton after
China and the USA and the second largest cotton consumer after China. The textile industry in
India is the oldest manufacturing sectors in the country and is currently it’s largest

The textile industry occupies an important place in the economy of the country because of its
contribution to the industrial output, employment generation and foreign exchange earnings. The
textile industry encompasses a range of industrial units, which use a wide variety of natural and
synthetic fibres to produce fabrics. The textile industry can be broadly classified into two
categories, the significance and contribution of textile sectors. In nationally economy initiative
and efforts are being made to take urgent and adequate steps to attract investment and encourage
wide spread development and growth in this sector.

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The power loom industry of india is among the biggest contributors to the countrys textile
indusrty and making up the majorty of the textile production. Textile industry being one of the
largest contributors to india economy makes power looms sectors Important for the country .
about 58.4% of the ready made garments and home textile sectors of the country are heavly
dependent on the power loom industry. As of april 2022 india had 385,596 powerlooms.The
majorty of the power looms are located in maharashtra, with about 39%of the total powerlooms
located in the state as of april 2022 Andhra pradesh gujarat uttar pradesh karnataka tamil nadu
are some of the other top powerloom products producing statesin india.
India is the sixth largest exporter of textile and apparel in the world . countrys capital intensive
mill sectors is the second largest in the world. The powerloom industry of india produces fabrics
ranging from dyed fabrics, cotton fabrics , grey, printedfabrics

POWER LOOM SECTOR IN INDIA

The power loom sector has grown up from handloom sector traditionally with inherent technical
knowhow passed on from forefather and is being continuing in many of the clusters this sector
plays a pivotal role in meeting the clothing needs of the country. The power looms sectors
produce a wide variety of the cloth both grey as well as processed. production of the cloth as
well as generation of employment has been rapidly increasing in the power loom sectors. There
are22.69lakh power loom in the country as 31stoctober 2010 distributed over approximately
5.11lakh units. The power loom sector contributes about 61%of the total cloth 61% of the total
cloth production of the country and provides employment to about 56.64% lakh persons. More
than 60%of the cloth meant for export comes from the power loom sector.

KARNATAKA

Indian manufacturing 5% of cloth through organized sectors 20%through hand loom sectors
15%through knitting sectors Supply and 60%of Indian cloth is produced through decentralized
power loom sector.

Karnataka has a significant presence of power looms there are about 120000 looms engaged in
weaving of silk and cotton. power looms are mainly concentrated in Belagavi, Bagalkot, tumkur
Bangalore urban and rural districts. The thrust of the department is to modernise the power
looms and support them. Karnataka state textile infrastructure development corporation
(KSTIDC) has been set up with main focus on development of power looms.

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To facilitate the power loom weaver the department is implementing following schemes:
1. Supply of 02ordinary power looms Accessories:

Unit cost Rs300000|-

Subsidy (%age) for general :50%
How to help: helpful for weavers in establishing their own new unit and get them self
employed
2. Goods vehicle:
Subsidy (%age) for Sc’s\set’s subsidy Rs500000
How it helps: registered SC\Marco-operatives societies can utilize this transport market
the products produced by the weavers
3. Pre loom activity:
Subsidy (%age) for SC’s\sts: subsidy 600000
How to help: it helps weavers to avail infrastructure like looms pre loom facilities are
provided to individual beneficiaries.
4. Mini power loom park:
Unit cost &subsidy for general: Rs100.00lakhs
Subsidy (%age) for SC’s\: maximum Rs300.00/90%of project cost whichever is less
How it helps: power loom weavers by forming special purpose vehicle can be get the in-
fracture facilities’ such as roads water, electricity, drainage system etc. at common place
and they can start a unit of 4powerlooms .it provides employment to the beneficiaries,
this scheme caters to the need of infrastructure to be given to weavers.
5. Sizing plant:
Unit cost &subsidy for general: maximum Rs300.00\50%of project cost whichever is less
ever is less.
How it helps: amount will be given as subsidy to these units. This unit will generate
employment to nearly 50-80members
6. Processing plant:
Subsidy for all: maximum Rs 500.00lakh \50%project cost which is less
How it helps: amount will be given as these units. This unit will generate employment to
nearly 50-80members

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SCHEMES:
 Power text India -comprehensive scheme for power loom sector
 Comprehensive power loom cluster development scheme
 Modified comprehensive power loom cluster development scheme
 Integrated scheme for power loom sector development
 Group worsted scheme
 TUFS audit
 Power loom sector services
 Nidhi guidelines
 Acoustic guidelines
 Weaver Samman yojana
 Covid -19 project provide financial support to power loom weaver

Silk is natural protein fibers, some forms of which can be woven in to textile. The protein fiber
of silk is compared mainly of fibroin and produced by certain insect larvae to form cocoons. The
best-known type of silk is obtained from the cocoons of the cocoons of the larvae of the
mulberry silk worm bombyx mori reared in capacity. The shimmering appearance of silk is due
to the triangular prism like structure of the silk fiber, which allows silk cloth to refract incoming
light angles thus producing different colours.
Silk is produced by several other insects, but generally only the silk of moth caterpillars has
been used for textile manufacturing. There has been some research into silks, which differ at the
molecular level. Many silks are mainly produced by the larvae of insects undergoing complete
metamorphosis, but some adult insects such as web spinners produce silk and some insects such
a raspy crickets produce silk through their lives. Silk production also occurs in Hymenoptera
(bees, wasps, and ants) silverfish may flies thrips leafhoppers, beetles’ lacewings flies and
midges. Other type of arthropod produce silk most notably various arachnids such as spiders.

India is also the largest consumer of silk in the world. The tradition of wearing silk sarees in
marriages by the brides is followed in southern parts of India. Silk is worn by the upper classes
while cotton was used by the poorer classes. Toady silk is mainly produced in bhoodhan
pochampally (also known as silk city),

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 Kanchipuram
 Dharmavaram
Mysore etc in south Indian and Banaras in the north for manufacturing garments and sarees
“murshid bad silk” famous from historical times is mainly produced in malda and murshid bad
district of west Bengal and woven with hand loom in Brigham and murshid bad district. Another
place famous for production of silk is Bhagalpur. The silk from pochampally is particularly well
known for its classic designs and enduring quality. The silk is traditionally hand -woven and
hand -dyed and usually also has silver threads woven into the cloth. Most of this silk is used to
make sarees. The sarees usually are very expensive and vibrant in colour. Garments made from
silk form an integral part of Indian weddings and others celebrations. In the northeaster state of
assam three different type of silk are produced collectively called assam silk muga, Eri, muga the
golden silk and Eri are produced by silkworms that are native only to assam. The heritage of silk
rearing and weaving is very old and continues today especially with production of muga and
mekhela chador, the three -piece silk sarees woven with traditional motifs Mysore silk sarees,
which are known for their soft texture last many years if carefully maintained

Asia is the main producer of silk in the world and produces over 95 percent of the total global
output. Though there are over 40 countries on the world map of silk, bulk of it is produced in
China and India. India is the second largest producer of silk with 18475 MT (2006-07) and also
the largest consumer of silk in the world. It has a strong tradition and culture bound domestic
market of silk. In India, mulberry silk is produced mainly in the states of Karnataka, Andhra
Pradesh, Tamil Nadu, Jammu & Kashmir and West Bengal, while the non-mulberry silks are
produced in Jharkhand, Chhattisgarh, Orissa and north-eastern states. About sixty loch persons
are engaged in various sericulture activities in the country. It is estimated that sericulture can
generate employment of 11-man days per kg of raw silk production (in on-farm and off-farm
activities) throughout the year. This potential is par-excellence and no other industry generates
this kind of employment, especially in rural areas.

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CHAPTER 02

ORGNIZATION PROFILE

Name of the industry Pavan power loom silk

industry

Sole propertship M. Srinivasa

Address 21st ward bagepalli town

chikkaballpura district

Type of industry Silk industry

REPORT ABOUT THE FACTORY PREMISES

Pavan power loom has two moderate factories engaged in manufacturing silk goods right from
raw silk yarn fabrics. The factory located in 21st ward bagepalli town Chikkaballapura district in
India, Mysore is rich for its royal heritage and grandeur and it is no surprise that the silk
produced there reflect the traditional splendour through its rich yet delicate motifs. The name of
Mysore silk is benefiting tribute to its ancestry. Pavan power loom the proud inheritor of this
royal legacy, has treasured it for seven decades, has been producing 100% pure silk is a with
pure gold Zari. We are in the business of manufacturing quail products of varied designs for end
user consumption the products include finest of designer silk sarees.

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COMPETITORS

 Varanasi silk
 Deepam silk
 Generic silk
 Karishma silk
 Small and cottage industry
 Dharmvaram silk

2.1 BACKGROUND

Pavan power loom silk industry 2010 stared It is located in 21st word bagepalli town and
bagepalli taluk Chikkaballapur district.

It is very near to Bangalore here they had skilled labour in silk sarees manufacturing unit and
The skilled labours available locally in this area as well it provides employment to the larger
section of the society Hence it reduces the problem of unemployment this area plant and
machinery the unit intends to procure the following plant and machinery Computerized power
looms Jackyard Other fittings and accessories

RAW MATERIAL

Cost of raw material &packing materials per @is at 100%capacity utilization works out and raw
material required is only the twisted silk yarn etc which is procured in term ok kgs
approximately would cost around 2400\-there is no much transportation cost is involved in
procuring raw material as it is available locally in the district.

COST

LAND OWN
BUILDING OWN
PLANT AND MACHINARY 20000000
WORKING CAPITAL 500000

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INFRASTURAL FACILITIES
BUILDING
The promoter has got own building in the following address as follows 21st ward bagepalli town
Chikkaballapura. A detailed estimate about machineries is attached to this project and the
machineries need to installed machinery.

POWER
Power requirements for this unit would be only 10 hp the promoter of the unit has already
applied for power in BESCOM

WATER
Water is mainly required for human consumption and not for manufacturing process
Mr. Srinivasa has already made an arrangement for water to be used for human consumption.

EFFLUENT
The unit does not generate any harmful effluents which might require treatment before capital.

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2.2 NATURE OF BUSINESS

Power loom vs Handloom

If your tryst with sarees has just begun, chances are you do not know how Power loom and
Handloom sarees differ. We are jumping in for an education session to help you know your
sarees better. This one is going to be a lecture and a half, so consider yourself warned.

A loom is a device used to weave thread or yarn into cloth. There are various kinds of looms
made up of different materials sizes and shapes. The most important distinction of these is the
amount of human intervention required. Essentially both power loom and handloom are methods
of weaving threads into cloth. Handlooms, as the name suggests, are operated by the hands of
skilled craftsmen. Power looms are mechanical and require very little human intervention.

Differences you might find between handloom and power loom sarees:

To the touch: Handlooms sarees are softer to the touch due to the loose weaving process, as
opposed to power loom sarees which are stiffer due to compact machine weaving.

On the other side: The inner side of handloom sarees is often a perfect replication of the saree
which is not the case with power looms. Power loom sarees might have hanging threads on the
inner side since they cannot be woven in by the machine.

For the wallet: Each handloom saree is woven to perfection by hand. For some types of
handlooms, the weaving patterns are only passed down from one generation to another in a
family. The weaving process itself, depending on the intricacy of each saree, takes anywhere
power looms. The limited number of each design produced makes most handlooms couture.
Since machine woven clothes and sarees have a present “design” for the power loom, all the
material produced is identical.

If you’re on a budget with a love for sarees, power looms are the way to go. But if you’re
splurging on pieces that will turn into heirlooms, handloom sarees are always our
recommendation.

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2.3 VISION, MISSION, QUALITY POLICY

Vision: -
“To provide employment directly and indirectly by producing goods,
Products and marketing effectively in the market”. Hence the following steps have been taken to
meet the vision
Mission: -
 To maximize their profit
 To increase their sales
 To increase their new innovation of designs for designing their sources
 To increase their product development

QUALITY POLICY: -
We consider quality as one major aspects of our products that helps in client retention, for the
same reason, we have adopted a quality policy that entails our organization to maintain
international standards of our products. We have recruited a separate team of quality controllers
for ensuring quality. Moreover, our team quality controllers also test the basis of which we test
our range are as follows:
 Accuracy
 Performance
 Consistency
 Durability

Furthermore, the quality from our end is not confined till the delivery of products. We also
resolve the problem faced by clients while using the machines.

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2.4 WORKFLOW MODEL

WEAVING
Weaving is the process of making fabrics by interlacing threads lengthwise and width wise
commonly know

n as warp and weft in a regular order. The operation is performed in machine called a loom. Two
sets of yarns are interlaced almost always at right angles to each other. One called the warp runs
lengthwise in the loom; the other called the filling weft or woof runs crosswise. The raising and
lowering sequencing of warp threads in various sequences gives many possible weave structures.

FLOW CHART OF WEAVING PROCESS

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2.5 product /service profile

The factory has an installed capacity of 8, 00,000 Metres per annum. The factory is provided
with various high equipments. so as to produce best of silk. The factory started with 10 looms in
1930 under the rulers of erstwhile Mysore Kingdom today boasts of more than 159 looms, two
Warping machines & Pin Machines and any no. of Preparatory Machines. Most of the machines
are imported from Switzerland and Japan. SIC silk products are well appreciated in the market
due to its 100% pure silk blended with 100% pure gold Zari (65% of silver & 0.65% of Gold).
The sarees manufactured are of unmatched quality come in varieties to suit the customer tastes
viz: Crepe-de-chine, Georgette, Zari printed crepe silk sarees, semi crepe sarees. The sarees are
printed or dyed. The sarees come in a splash of over 100different colours and any no. of design
combinations. Some of the design combinations are:
 Embroidery Design Saree
 Big Butta Pallu Zari
 Rich Pallu Sari Saree
 Jawar Border Saree
 Small Mango Saree
 Zari Printed Saree
 Saree Tissue Saree
 Traditional Zari Saree
 Checked Zari Saree
 Mango Border Saree
 Sunrise Design Saree
 Butta Pallu Saree
Double Line Checks Area-based on the taste of the end consumers the sarees are printed and
dyed with suitable eye-catching colours. Various approved quantity of approved chemicals is
added at various stages as per silk manufacturing standards to retain the lustre and quality of the
silk fabric. The sheen and the visual luxury of the crepes are only to be experienced. At 75 Gms
per meter, thesis silk sarees have an unmatched drape. These crepes have delicate strands of Zari
interwoven in spectacular designs, in the borders and the Pallu. The printed crepes are tributes to
designing and come with a double advantage of possessing the crepe's softness and a vibrant
range of designs from floral to geometric protect esteemed customers from imitation of PSIC
silks, PSIC have given a special embroidered number for each one of the sarees with a unique

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number and hologram. Other products of silk include soft silks, hankeys, Neck Ties, Stoles,
Cravats, Dupain fabrics etc.
Pavan power loom silk- Silk Filature: -
Silk Filature refers to raw silk manufacturing unit. The unit manufactures raw silk yarn and
transfer to meet the raw material requirement of silk weaving factory. The factory is located in
Pavan power loom Mysore District in an area approx. 15 acres. The factory is headed by a
General Manager. The factory supplies raw silk yarn to their own silk weaving Factory located in
Mysore. Approximately 1000 kgs of cocoons are purchased daily from Govt. Controlled Market
depending on needs and raw silk yarn known as filatures are produced. The purchase is done on
almost daily basis as the purchased cocoon cannot be stored for more than 2 to 3 days.
Capacity: -
Installed Capacity: 225kgs /day Actual production: 120 Kgs/day the factory uses the best
Technology per say in raw silk manufacturing. It follows the international silk association
standards and has the following stringent parameters for testing using standard Machineries.
Renita
This refers to amount of Kgs of cocoons required to produce 1Kg of raw Silk yarn
Type of Cocoon
Multi voltine Cocoon: 8 to 8.5 Renditta Bi-Voltaine Cocoon: 6.5 to 7 Renditta
Grade of Raw Silk Yarn: -
Grade A, Grade 2A, Grade 3A, Grade 4A, Grade 5AInternational Silk association Standards to
test the following Denier - weight in grams/Mtr Tenacity Elongation Cleanness Neatness

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2.6 OWNERSHIP PATTERN:

Name of promoter M Srinivasa

Owner Sole propertship
Address 21stward byraweshwra temple
Road behind jmfc court
Bagepalli town
Chikkaballpura district
mobile no 9448297210
Gmail Srinivasalalitha32@gamil.com

2.8 Future growth and prospects

The Pavan power loom Silk Industries Corporation (PSIC has been awarded the Certificate of
Geographical Indication for Mysore Silk, elevating it to a brand name for its exclusive use.
The Pavan power loom Silk Industries Corporation (PSIC) has been awarded the Certificate of
Geographical Indication for Mysore Silk, elevating it to a brand name for its exclusive use.
Henceforth, all Mysore Silk sarees sold by the PSIC will come with the logo IPI, meaning
Intellectual Property India .PSIC is also the first state government enterprise to get a logo from
the Geographical Indication Registry (GIR), a Central government body based in Chennai. GIR
was formed to protect the Intellectual Property Rights for Indian goods under the Geographical
Indication of Goods (Registration and Protection) Act, 1999.The GIR certificate is a sign used on
goods that have a special geographical origin and possess qualities or reputation of their place of
Origen. The PSIC also will have the patent rights of Mysore Silk brand and no other organization
can use the same name for other silk products. The other products which have been awarded GIR
certificates include Kanjevaram Sarees, Basmati Rice, Swiss Watches and Dutch Tulips.

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PRESENT STATUS OF THE INDUSTRY

PSIC produces 72,000 sarees every year and, armed with the GIR certificate, PSIC now plans to
have a distributor in every state.

EXCLUSIVE STATUS

Manufacturers or traders can use the words ‘Pavan power loom industry’ to market their silk
fabric action for unauthorized use. Every Pavan silk Saree will carry a logo intellectual property
India.

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CHAPTER 03

MCKENSYS 7s FRAMEWORK AND PORTERS FIVE

FORCE MODEL

The 7 S Model is better known as McKinsey 7-S. the two people who developed this model are,
Tom Peters and Waterman, have been consultants at McKinsey & co that time. They published
their 7 S Model in their article is not structure.
Perhaps the most important element, which trigged the interest of American managers in the
issue of culture, was the emergence of Japanese competition. As Japan began to take a leading
role in one basic industry after another, the question of cultural difference emerged as a casual
factor to explain Japanese superiority. There were those who signal the deterioration of sound
cultural values as the central reason behind the slipping of America as a worldwide industrial
power. They suggest that Americans have gotten too fat, demanding too much from society
without imposing any equivalent internal demands of themselves, and that they seem to have a
lost a sense of pride and self-satisfaction derived from a job well done. When contrasted with
their Japanese counterparts, the gap seems to be enormous and still growing. Somehow, there is
basic erosion of standards of excellence that seems to undermine the basic fabric of American
society. This is a message of gloom, and the popular press, as well as the academic writes, when

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contrasting American and Japanese management style have been repeatedly conveying the
massage in recent years.
Mc Kinsey 7s are
 Strategy
 Structure
 System
 Shared values
 Skill
 Style
 Staff

HARDS’S SOFT’S

Structure Shared values

System Style

Strategy Staff

Skills

Structure:
 Develop and maintain good relationship with all customers and other connected agency
 In the organization the department manager comes under the top-level management
 Pavan power loom silk industry interlinked with other departments has maintain a good
control with another department

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Principle

Technical staff

Designers

Employees

Skill:
The company having good skilled with the availability of huge manpower and resource. The
company is capable of accepting and producing any type of silk sarees and executes it well
before schedule and to the expectation of the customers. The company produces 50000 sarees
every year.

LEVEL OF TOPLEVEL MIDDLE LOWER LEVEL

MANAGMENT SKILLS MANGAMENT LEVEL MANGMENT
REQUIRED MANGMENT

Technical skills  

human relation skills   

Leadership skills 

Problem solving skills  

Style:
The management of Pavan power loom silk industry is completely employee oriented. They
receive the feedback from the workers and decide on the changes in the strategies. The working
of the management is autocratic style

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Autocratic leadership style:

 Manager keep hold of power
 Manager is decision making authority
 Manager retains power {classical approach}
 Manager does not consult employees for input

Strategy:
The main strategy of Pavan power loom silk industry is aiming at gaining a sustainable
advantage over competition through quality and reduced price. It is also trying to improve its
position in the customers by following up and attending any complaints in more compensated
way and also, the company is allocating the resources available very legibly to get best out of the
availability.

System:
The Pavan power loom silk industry uses the complete systemized processes in all fields like
quality control systems, performance measurement systems, the date and time analysis systems,
manufacturing processes, information systems. The PSIC there is a committee to plan and
control the buying activities in this department the organization has to account for how much raw
materials They have to bring the buying is planned according to demand of the silks in the
market.

Staff:
The company’s people resources and how they are developed, trained and motivated. Integrated,
motivated and how the employee’s career is shaped in an organization Pavan power loom silk
industry staff in 60 members

Technical These are the staffs they are responsible for the work related to technical aspect. In
this company they are appointing well-qualified and experienced persons as technical staff. So,
these staff will have good knowledge about the working environment.

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EMPLOYES NO OF
WORKERS

SKILLED 19

SEMI 20
SKILLED

UNSKILLED 20

TOTAL 59

Shared values:
There are the foundations of the Pavan power loom silk industry and they do business. As a
family organization, they are guided by the industry loyalty integrity fairness and trust

These values aren’t just poster on walls, they are the guiding principle which shape who they are
what they stand for and how they behave. When they were united by these values, they achieve
amazing things because they were working silk industry working together, anything is possible

Loyalty: were about people and relationships, if we don’t look after one another, we can’t win
together we find solutions and don’t take our relationship for granted

Integrity: we do the right thing always were transparent honest and ethical in our interactions
with our colleagues, customers, suppliers and the public in short were true to our word

Fairness: were all equal and we treat each other with respect, we are one team working towards
a common goal, we get the best results when we cooperate and uphold our mutual
responsibilities.

Trust: we trust in each other to deliver; we trust in the good intentions of each other and were
rewarded for that we accept that trust must be earned and can’t be taken for granted

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PORTERS FIVE FORCE MODEL

 Thread of new entrants
 Bargaining power of suppliers
 Bargaining power of buyers
 Threat of substitute products or services
 Rivalry among existing firms

PORTERS FIVE FORCE MODEL

MODELS of industry

Porters five forces is a framework for industry analysis and business strategy development formed
by Michael E. porter of Harvard business school in 1979. It draws upon industrial organization
economics to derive five forces that determine the competitive intensity and therefore
attractiveness of a market. Attractiveness in this context refers to the overall industry profitability.
An “unattractive “industry is one in which the combination of these five forces acts to drive down
overall profitability. A very unattractive industry would be one approaching “pure competition” in
which available profits for all firms are driven down.

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1. The threat of the entry of new competitors:

Profitable markets that yield high returns will attract new firms. This results in many new
entrants, which eventually will decrease profitability for all firms in the industry. Unless the
entry of new firms can be blocked by incumbents, the abnormal profit rate will fall towards zero
perfect competion. The most attractive segment is one in which entry barriers are high and exit
barriers are low. Few new firms can enter and non-performing firms can exit easily.

In case cotton cloth producing industry, the following are the threats of the entry of new
competitors
 Economies of product differences
 Brand equality
 Switching costs or sunk costs
 Capital requirements
 Access to distribution
 Customer loyalty to established brands
 Absolute cost
 Industry profitability; the more profitable the industry the more attractive it will be to
new competitors.

2. The threat of substitute products or services:

The existence of products outside of the realm of the common product boundaries increase the
propensity of customer to switch to alternatives. And for cotton cloth the substitute products are
polyester, cotton -polyester or pure silk sarees mix cloths silk hand loom products, hosiery,
rayon, linen etc,
These are the following points by which we can understand how the substitutes products are
threats for the existing cotton cloth business.
 Buyers’ propensity to substitute
 Relative price performance of substitute
 Buyers switching costs.
 Perceived level of product differentiation
 Number 0f substitute products available in the market,

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 Ease of substitution. Information based products are more prone to substitute as online
product can easily replace material product
 Substandard product
 Quality depreciation

3. The bargaining power of customers (buyers):

The bargaining power of customers is also described as the market of outputs: the ability of
customers to put the firm under pressure, which also affects the customers sensitivity to price
changes.
How the cotton cloth producing existing firms or industry face threats and difficulties from the
bargaining power of the customer, can be easily inferred through the following points.
 Buyers concentration to firm concentration ratio
 Degree of dependency upon existing channel of distribution
 Buyer volume
 Buyer switching costs relatives to firms switching costs
 Buyer information
 Ability to backward integrate
 Availability of existing substitutes products

4. The bargaining power of suppliers:

The bargaining power of suppliers is also described as the market of inputs. Suppliers of raw
materials, components labour, and services (such as expertise) to the firm can be a source of
power over the firm, when there are few substitutes. Suppliers may refuse to work with the firm,
The following points are threats for the bargaining power of the suppliers of the cotton cloth
producing firms.
 Supplier switching costs relative to the firm switching costs.
 Degree of differentiation of inputs.
 Impact of inputs on cost or differenation
 Presence of substitute inputs.
 Strength of distribution channel
 Suppliers’ concentration to firm concentration ratio.

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 Employee solidarity (e.g., labour unions)

 Supplier competition-ability to forward vertically integrated and cut the buyer

5. The intensity of competitive rivalry:

For most industries the intensity of competitive rivalry is the major determinant of the
competitiveness of the industry.
In case of cotton cloth producing, the bellow mentioned points are showing how these firms are
facing threats as intensity of competitive rivalry.
 Sustainable competitive advantage innovation
 Competitive between online and offline companies: click -and-mortar-v-slags on a
bridge.
 Level of advertising expense
 Powerful competitive strategy.
 The visibility of proprietary items on the web used by a company which can intensify
competitive pressures on their rivals
 How will competition react to a certain behaviour by another firm? Competitive rivalry is
likely to be based on dimensions such as
 Price
 Quality
 Innovation
 Technology

Advances protect companies from competition. This applies to products and services. Companies
that are successful with introducing new technology are able to charger higher price and achieve
higher profits until competitors.
Examples of recent technology advantages in have been mp3 player and mobile telephone
vertical integration is a strategy to reduce a business own cost and there by intensify pressure on
its rival.

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CHAPTER 04

SWOT ANALSIS

SWOT stands for Strengths, Weaknesses, Opportunities, and Threats. A SWOT analysis is a
framework to help assess and understand the internal and external forces that may create
opportunities or risks for an organization.
A SWOT analysis is designed to facilitate a realistic, fact-based, data-driven look at the strengths
and weaknesses of an organization, initiatives, or within its industry. The organization needs to
keep the analysis accurate by avoiding pre-conceived beliefs or gray areas and instead focusing
on real-life contexts. Companies should use it as a guide and not necessarily as a prescription.
Strengths and weaknesses are internal factors. They are characteristics of a business that give it a
relative advantage (or disadvantage, respectively) over its competition.

Opportunities and threats, on the other hand, are external factors. Opportunities are elements of
the external environment that management can seize upon to improve business performance (like
revenue growth or improved margins).

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Threats are elements of the external environment that may endanger a firm’s competitive
advantage(s), or even its ability to operate as a going concern (think regulatory issues or
technological disruption).
STRENGTH:
 Local labour availability (Most of the recruitment is done by keeping the local market
into account)
 PSIC is the only organization to give guarantee for its Sarees in the form of embroiders
code number which is unique to each Sarees( Defective material will be replaced with the
new one in worst case)
 PSIC uses only high-quality pure silk and 100% pure gold Zari.
 Faster turnaround times for the company.
 Reputable providers of raw materials.
 Due to the industry's global distribution, access to a wide range of markets and
international trade are made possible.
 The strength of the company's brand is its payment subsidiary.
 The cost of legal work, talent accessibility, and technical work power.

WEAKNESS: -
 Switch over cost of adopting new technology will be very high
 Lack of skilled labours
 Highly competitive companies
 More than 45 dealers in Bangalore were misusing the name Pavan power loom silk
industry The existence of both domestic and foreign brands provides customers with a
wider range of options, hence raising.
 Changing brands.
 The business produces little when not in session.
 The work indicates that the company has fewer employees.
 A shortage of expertise in rural areas.

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OPPORTUNITIES: -
 Providing employment opportunity for rural people
 Scope of expansion of existing business is very ample opportunity
 Growing market demand for value added products like pure silk can increase the market
share
 Improvement in technology up gradation is possible
 When training levels rise, skills will advance.
 Unexpected fluctuations in value and discrepancies in the exchange rate.
 Textile products with customization and personalization can reach specialized markets.
 New product opportunities are presented by developments in high-performance,
intelligent, and sustainable materials.

THREATS:
 The industry's leading players compete with one another not just on price but
also on quality.
 Alliances for regional trade.
 Growing consciousness of social and environmental issues will force the
company to fallow.
 environmental and labour laws.
 Intense competition.
 Regarding the possibility of manufacturing disputes leading to employee strikes.
 The shift in customer demands as a result of perception and performance conversion.
 Intense global competition can erode profit margins and market share.
 Operations may be impacted by changing laws pertaining to trade agreements,
environmental standards, and labour practises.
 The supply chain may be disrupted by transportation problems, natural disasters, and
geopolitical unrest.
 Tariffs and trade disputes can affect the price of raw materials and one's capacity to
access specific markets.
 Quick shifts in fashion trends can cause problems with inventory and obsolescence.

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CHAPTER 05

FINANCIAL STATEMENT

The process of reviewing and analysing a company’s financial statement to make better
company’s economics decisions is called analysis of financial statements. in other worlds the
process of determining financial strength and weaknesses of the entity by establishing the
strategic relationship between the items of the balance sheet profit and loss account, other
financial statements
The term analysis means the simplification of financial data by methodical classification of the
data in the financial statements

Significance and importance of financial statement analysis

 To know the present and future profitability of their concern
 To know the financial position of the concern
 To know the stake or risk undertaken by firm
 To ascertain the profitable of the organization

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PROFIT OR LOSS ACCOUNT PAVAN POWER LOOM SILK

INDUSTRY
Revenue From Operation March2022 March2023

Sale of goods 18,60,270 17,65,350

Total revenue from operation 18,60,270 17,65,350

Closing stock of finished goods 2,32,534 2,94,225

TOTAL OPERATING REVENUES 20,92,804 20,59,575

Opening stock of finished goods 2,14,825 2,32,534

Purchase 5,58,081 4,41,338

Direct expenses 00.00 5,34,931

Labour 4,65,100 3,53,100

Dying expenses winding expenses 1,11,616 1,05,921

winding expenses 79,992 75,910

Deprecation 2,02,892 1,94,958

Gross profit \loss from business transferred profit and 4,60,298 6,55,814
loss account

Expenses

Bank interest 99,479 10,6967

Saree designing expenses 16,742 15,888

Saree Polishing expenses 9,301 8,827

Saree tussals 7,441 7,061

Saree packing expenses 2,790 2,648

Local conveyance 2,976 2,825

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Refreshment 13,022 12,357

Travelling expenses 10,790 10,239

Electricity 18,603 17,654

Telephone charges 6,139 5,826

Printing &stationary 7,441 7,061

Transportation 9,301 8,827

General expenses 1,674 1,589

Professional expenses 5,000 5,000

Balance carried to balance sheet in proprietors account 2,49,597 4,43,045

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BALANCE SHEET OF PAVAN POWER LOOM SILK INDUSTRY

PARTICULARS MARCH2022 MARCH2023

EQUITIES AND LIABILITIES

SHAREHOLDERS

Equity share capital 11,17,572 12,60,617

TOTAL SHARE CAPITAL 11,17,572 12,60,617

NON-CURRENT LIABILTIES

Loan from bank 9,24,322 7,32,123

Other long-term liabilities 00.00 00.00

Long term provisions 00.00 00.00

TOTALNON-CURRENT
LIABILITIES

CURRENT LIABILITIES

Sundry creditors 1,86,000 1,47,100

Borrowings 00.00 00.00

Other provisions 5,000 5,000

Trade payable 00.00 00.00

TOTAL CAPITAL AND 22,32,894 21,44,840

LIABILITIES

ASSETS

NON-CURRENT ASSETS

Fixed assets 00.00 00.00

Gross block 13,52,615 12,99,723

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Depreciation 2,02,892 1,94,958

Net block[a-b] 11,49,723 11,04,765

Long term loans & advances 00.00 00.00

Other non-current liabilities 00.00 00.00

TOTAL NON-CURRENT 11,49,723 11,04,765

LIABILITIES

CURRENT ASSETS

Inventories 00.00 00.00

Investment 00.00 00.00

Trade receivable 00.00 00.00

Finished goods \closing stock 2,32,534 2,94,225

Sundry debtors 2,23,000 3,31,000

Cash and cash equivalents 51,487 43,519

Balance with bank 2,61,150 1,331

Short term loans and advanced 3,15,000 3,70,000

weaver

Other current assets 00.00 00.00

TOTAL CURRENT ASSETS 10,83,171 10,40,075

TOTAL ASSETS 22,32,894 21,44,840

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Ratio
CURRENT RATIO
The relationship of current assets to current liabilities is known as current ratio. It is also known
as banker’s ratio or working capital ratio. It is relationship between firms’ current assets and
current liabilities

CURRENT RATIO=CURRENT ASSETS /CURRENT LIABILITIES

CURRENT CURRENT CURRENT

ASSETS LIABILITIES RATIO

10,83,171 1,91,000 5.67

10,40,075 1,52,100 6.83

QUICK RATIO
Quick ratio measures a company’s ability to meet short term obligation which its most liquid
assets and therefore excludes inventories from its current assets

QUICK RATIO=QUICK ASSETS/QUICK LIABILITIES

YEAR QUICK QUICK QUICK
RATIO
ASEETS LIABILITIES

2023 10,83,171 1,91,000 5.6710

2022 10,40,075 1,52,100 6.8380

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SOLVENCY RATIO =TOTAL ASSETS /TOTAL LIABILITIES

Solvency ratio is one of the various ratios used to measures the abilities of a company to meet its
long-term debts moreover, the solvency ratio quantifies the sizes of a company’s after-tax
income not counting non cash depreciation expenses, as contrasted to the total debt obligation of
the firm. Also, it provides as assessment of the likelihood of a company to continue congregating
its debt.

YEAR TOTAL ASSETS TOTAL SOLVENCY RATIO

LIABILITIES

2023 22,32,894 22,32,894 1

2022 21,44,840 21,44,840 1

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CHAPTER 06

LEARNING EXPERIENCE

My learning experience with Pavan power loom silk industry was great chance for learning and
the professional development. It is good opportunity for me to learn and understand how can an
organization works.
Internship is a good platform for every student to get practical experience with the corporate
environment and also one understands how the theoretical aspects are applied in the actual work
place.

In the 4 weeks internship training, I learnt about the organization [PPSI], its departments and the
services provided for them an internship is an opportunity to try new things opportunity help me
to challenges which was really a great opportunity to all the students. got an industry PPSI ‘The
organization study project contains 6 chapters where learnt a lot about the company and made
my own effort in making this project. To make our work easier we were allotted a project guide.
my guide was supportive in each and every step guided well, clarified all the doubts. It was a
perfect time for me and know about the industry.
Every week we need submit our weekly progress report mentioning all the activities the made
my things easier and completed the task within the time period. This 4 week of project work is
made me learn experience many things I got to learn and know about Pavan power loom silk
industry introduction workflow, products, when was it established their branches, employees
vision mission, competitors SWOT analysis, mc Kinsey’s 7s porters five force model, their work
standard value etc. theoretically and also known how it was practically.

The 4 weeks period of time is this project given wide knowledge about organization structure
sole proprietorship managed all department activities.

It is a good opportunity to know the organizational culture, functions, dynamics and working
environment from all of these it was really a great experience learning new things differently.

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Annexure :

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PRODUCTS

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