Sujahabad Group of Industries

SHUJABAD GROUP OF INDUSTRIES

Family Business established 1980, second Generation Managing

Business.

The company incorporated in 2005 with authorized capital Rs. 1000

million.

Top Management is highly qualified.

We own 124 Zax Professional 9100 Looms equipped with latest

technology & accessories.

Group Employees 2000 Plus People.

Well Experience in Textile Business.

Committed to investment in textile with objective of "Quality with care"

Modern Human Resource Management Techniques in view of Human

Capital index method.

Employees provided with medical benefits and encouraged to live in Mill's

residences built & maintain by the group.

Equal opportunity employer in compliance with modern visions.

Care the social welfare and believe in social compliance.

Conducive environment for employees with motto of result oriented

management style.

1


The Shujabad weaving mills ltd. was incorporated and set up in Multan as

a public limited company. It is one of the first few textile mills to be established in

the country with modern air jet looms.

The Shujabad weaving mills ltd. is situated in Qadirpur Rawan By-Pass, at an

area spread on 115 acres (if land, and from the very inception, it had been

designed as an integrated unit. It commenced its business operations in 2005-

2006 with 96 looms and finishing capacity of nearly 52,000 meters per day. In the

mid 50's sponsor of the company decided to divert its production exclusively

toward exports and became the pioneer company to have commenced export of

grey cloth from Pakistan in 2007 with the passage of time, the company grew in

stature and its sponsors became to be known as Shujabad family. This is the

growth period of the Shujabad family business, as the company diversified their

investments to more feed mills, oil mills, and cotton ginning units, chicks & rice

mills. And so the Shujabad family came to be known as the Shujabad group of

industries.

As year's road on, the Shujabad weaving mills ltd continued to expand its exports

and earned the reputation of being the leading exporter of fabric and various

products IN THE HOME TEXTILE SECTOR. The company's prosperity is broad

about a better quality of life for those who worked for it. The company provides

accommodation for its employees, staff and executives as well as plays grounds,

parks shops, community centers, and industrial homes for their welfare. It insures

that its work force is happy and their families are well cared of. In its desired to

forge ahead in the competitive field of the home textile sector, the company has

made investments for updating and modernizing its machinery and equipment

and insures training of its employees by hiring and contracting its experts in

textile for its workers for its staff.

As well as sending executives to recognized institutes in the country and abroad

for specialized training in management, accounting, IT and technical training. It

was the first textile company to introduce quality circles even at the worker's

level. The main architect of the sales in the marketing of the Shujabad Weaving

Mills Ltd has been its chairman, Mr. Abdul Wahid, who has led the company for

2


the front. For the year ending in September 2007, the company had generated

export sales revenue of $ 60.94 million, of which cloth accounted for nearly US $

33.95 million; made ups in the textile sector accounted for US $ 14.16 million;

fabrics sales accounted for US $ 10.31 million. The Shujabad Weaving Mills Ltd

has been introduced as a public limited company under the company's ordinance

on 16 May, 2006.

As a leading national textile company Shujabad Weaving Mills Ltd make a

real difference to quality product. Shujabad Weaving Mills Ltd believes this is

both an ethical imperative and key to business success. Companies that respond

sensitively and with commitment by changing their business practices to address

such challenges will be the leaders of the future. Shujabad Weaving Mills Ltd

operates mainly in two industry segments: Fabric (Grey Fabric) and Ginning

Industries (Cotton Ginning). Shujabad Weaving Mills Ltd. Encompasses the

industry in value, volume and prescription market shares. We are proud of our

consistency and stability in sales, profit and growth. Some of our key brands

include Grey Fabric In addition, they are also deeply involved with our

communities and undertake various Corporate Social Responsibility initiatives

including working with the Nishat Group for whom they were one of the largest

corporate donors. We consider it our responsibility to nurture the environment we

operate in and persevere to extend their support to our community in every

possible way. Shujabad Weaving Mills Ltd in year round charitable activities

which supporting welfare organizations and donating to/sponsoring various

developmental concerns and hospitals.

Furthermore, Shujabad Weaving Mills Ltd. Maintains strong partnerships with

nongovernment organizations such as Concern for Children, which is also

extremely involved in the design, implementation and replication of models for the

sustainable development of children with specific emphasis on primary

healthcare and education.

3


Textile Division :

Shujabad Weaving Mills Limited

Edible Oil Division :

Shujabad Oil Mills (Pvt) Limited. (Solvant Extraction)

Shujabad Agro Industries (Pvt) Limited. (Solvent Extraction & Eva Cooking

Oil)

Poultry Feed Division :

Shabbir Edible Oil & Feed Mills (Pvt) Limited

Cotton Ginning Division :

Shabbir Cotton Industries (Pvt) Limited

Shalimar Cotton Industries (Pvt) Limited

4


What we focus?

1. Corporation.

To meet the objectives we make efforts to be cost effective.

2. Customer.

To meet the desires of our valued customers we identify their

needs.

3. Competition.

To win the competition in the market we stress on continuous

improvement, quality of products, cost effective and create brand

loyalties.

How We Differ?

We are different from others due to followings

Our object "Quality with Care"

Our Philosophy "Think & Act"

Continuous Follow up to facilitate the customers

High Skilled Technical Team

Yarn quality assurance before use

With in time deliveries

In time feed back

Continuous improvements

Can produce any kind of fabric

Latest equipments and machinery

Emphasize on high quality inputs.

Professional Marketing Approach.

5


Managers and scholars assume that there exists something that can be

called an organization and that this entity has human members who can be

distinguished from non-members. But this assumption is increasingly challenged,

as it is increasingly unclear how to identify the human boundaries of

organizations and the constituency defining their members. Are customers a part

of the organization? What about individuals employed through a temporary

employment agency or through outsourcing suppliers? We can no longer easily

distinguish organizational members from non-members. Some provisional criteria

regarding this distinction maintained in the organizational studies literature are

insufficient. The bottom line is that what connects people in and to organizations

are emotions. Those who feel a link to an organization are critical organizational

constituents, and those who do not feel this link are unlikely to promote

organizational goal. Emotion can no longer be assumed to be outside managerial

responsibilities as it is inherent to any human and therefore organizational

process. Recognizing the complexity of emotion in modern organizations. Is

essential to successful management.

6


We believe in sharing values; our objective "Quality with Care" states that

how we value the desires of our Valued Customers.

Strong planning skills to meet the desires of our valued customers and to

achieve our objective

Our management based on cross-functional approach.

We have unique systems to meet the objectives.

Managing by objectives is the philosophy of our staff.

Style of our management is participative with achievement-oriented

approach.

Skilled technical staff with value-driven approach.

What we focus?

1. Corporation.

To meet the objectives we make efforts to be cost effective.

2. Customer.

To meet the desires of our valued customers we identify their

needs.

3. Competition.

To win the competition in the market we stress on continuous

improvement, quality of products, cost effective and create brand

loyalties.

7


WEAVING UNIT :

Total Project Cost rupees. 1000 Million.

Located 19-KM from city at Khanewal road. Multan.

Commercial production from 15 April, 2006.

Back Process consists of latest warping & sizing (Benninger Zell), Germany &

Switzerland.

124 Tsudakoma ZAX 9100 Professional Air Jet Looms, Japan

Digital air conditioning plant (LUWA), Switzerland

Chiller plant from carrier USA

Centrifugal compressors of Atlas Copco Belguim

Captive power plant of Jenbacher of Austria with capacity of 2MW on natural

Gas.

Stand by power facility of WAPDA in capacity of MW

Switchgears of Alstom with breakers of GE USA

Modern inspection and folding department with latest equipments.

Installed Production capacity will be 2.5 million (Mtrs)/month.

8


MIAN QAISAR M . AKRAM ABDUL . M. NADEEM HAJI MIANSHABBIR WAHID . MUNAWAR ISHFAQ

FINANCE ACCOUNTS . ADMIN PROCUREMENT (Salman Rasheed) (Ijaz Khan ) . (Azhar Saeed ) ( G. Ali Atif )

FINANCE ACCOUNTS . MARKET PROCUREMENT ASIF ADEEL AJMAL ANSARI . ZAHID IQBAL G. ALI ATIF

M. WASEEM FAROOQ TAJ IMRAN RASOOL TARIQ HUSSAIN

9

MANAGERS

GENERAL MANAGERS

OFFICERS

BOARD OF DIRECTORS


10


As one of the management skill required is to be familiar with production environment so you can better handle if problem exist so we explain the process of production of weaving mill.

UNITS IN MILL :

Warping UnitSizing UnitStore UnitDrawing UnitWafting UnitFolding Unit

WARPING UNIT : This unit attain yarn from spinning. Raw material is in the form of "cones of yarn".

PROCESS :

Firstly cones extracted from bags.

11


Then cones fitted to the warping machine.

And then after measurement round on beam.

Measurement of length in vertical ends. Ends still remained on cones and treated as baby cones. Baby cines are then accumulated to resize in big ones.

12


The machine used for transforming yarn from baby cones to big beams is named as "MASH CORNER MURATA REWINDING MACHINE".

Finished products of warping unit is ends rolled on beams.

SIZING UNIT : Beams from warping unit is then transferred to the 2nd unit which is sizing unit. Ends are in vertical manner beams are fixed on sizing machine here the yarn are made stronger by dipping it in to chemicals. so that while working on looms it will move easily without breaking. Each beam consists of 8060 ends.

PROCESS :

Beams are fitted on sizing machine.

There is a size box bolt in machine in lower part.

13


In upper part contains chemical cook where chemical cooks.

Chemical named ( starch , pcr , flousize ) . Then chemical drop down to size box.

Ends moves from size box dipped with chemical after made strong goes to squeezing box.

After getting dried in squeezing box it reached to other end of machine and again rolled on beam located at other end.

Its final product is beam containing cooked ends.

14


Now it goes to beam stock room.

STORE UNIT : When beams reached to store units are tested by supervisors and seniors with instrument known as gaje. It measures the quantity and quality of ends on each wiver beam.

DRAWING UNIT :

If some specific alteration is required to be made wiver beam goes to drawing unit if net then transferred to wafting unit.

15


WAFTING UNIT :

Wafting unit contains 124 Zax professional 9100 looms equipped with latest technology and accessories.Wafting unit contain a large no of looms.

PROCESS :

Wiver beam from drawing units shifts to wafting unit. Here wiver beams are placed at the back side of the loom. The strong end after gettingprocess of sizing moves from wiver beam to

the upward side of the loom.

Previnder is place at one side of the loom it through simple ends without having dipped in to the chemical where it meat to the weaver beam end coming upward horizontally from weaver beam when both ends from beam and vertically it transforms in to rough finish clothes.

16


FOLDING UNIT :

Now the finish clothes in form of rolls moves to folding unit. Then clothes are getting checked on machine that either it may not be

faulted or damaged.

Complete satisfaction has been made on machine. Now clothes are packed in rolls and rolls quality and quantity are written

after weighting the rolls clothes moves towards GODOWN.

17


We have facility of fully equipped Laboratory at site to assure quality inputs

before & after process. The detail of Lab equipments is given below:

G 567 - ZT 5 - OASYS® - MuIti-tester,(Opto-Check Statistics Modules,

Hairiness Module, Weaving Module, Pattern Editior, Stone Wash Module,

Knitting Module, Yarn Board Module, Fancy Yarn module)

Fast count system

Yarn Reeler

Twist Tester

Yarn Inspection Winder

Strength tester for both yarn, hanks and Fabrics

Moisture tester

Yarn Abrasion Tester

Crease Recovery Tester

G.S.M Tester with round sample cutter

Tension Meter

Color Matching System

Size Constriction Reflector Meter

Crimp Tester

Automatic Pick Counter

Sample Cutter For Fabric

18


Looms Tsudakoma, Japan.

Loom Size 190 CM190 CM*

with Batcher230 CM 340 CM

MakeZAX9100

(Air Jet)

ZAX 9100

(Air Jet)

ZAX9100

(Air Jet)

ZAX 9100

(Air Jet)

Total Looms 76 12 12 24

Speed

12 Looms of 190 CM attached with Batcher including all arrangements also with 1 Mtr. Dia of Cloth Roll.04 Looms of 230 CM attached with Dobby arrangements.

Looms attached with Tuck-in Selvage Devices.

Looms equipped with Lycra attachments.

Arrangements for Multi-Count & Multi-Slub.

Special features include Double Pick, Four Pick, Six Pick, Eight Pick

Insertions.

Multi-Pick Density attachments.

Accounting period starts from July 1st and ends to June 30th.Accounting software ( EDUSOFT ) .

The firm which audit the organization is ( YOUSAF ADIL ) .

19


Future Plan: 50 looms with one set of warping & sizing

The Excellence of our management depends upon the followings:

1. A Bias for Action.

2. Close to Customers.

3. Autonomy and Entrepreneurship.

4. Productivity through People.

5. Hands-on, Value-driven.

6. Stick to the Knitting.

7. Simple Form, Lean Staff.

8. Simultaneous Loose-tight Properties.

9. Capabilities concerning Ideas, Liberation & Speed.

20


HOW TO HANDLE CONFLICTS ON WORKPLACE ?

Management of plant site is well educated.Management takes work from employees and involved in working process.Every unit have its own supervisors.If any conflict exists supervisor concerns with management and management hear the grievance of employees and tries its best to resolve conflicts.There is a strong political power base exists.

HOW TO MOTIVATE WORKERS ON WORK PLACE ?

Management provides food, tea and comfortable residence to workers.Workers are insured .Management sometime organize events for workers in which they are avoided in form of bonuses, allowances and simply by well done. Management also do downward communication and take opinion from workers which also prove to be a best motivational instrument .Bonuses and allowances are given on workers and employees performance. Which also proves to be a motivational factor.

BENEFITS PROVIDE TO WORKERS :

Fringe BenefitsAllowancesBonusesPrizes And GiftsInsurance BenefitsRetirement AllowancesMedical FacilitiesHouse AllowancesTraveling Facility

HEALTH AND CARE STAFF :A medical team fully equipped with first aid instruments are their 24 HOURS which works for workers health and safety. Emergency situation refer to KHUWAJA FREED HOSPITAL.

Environment protection :Weaving mill is fully responsible of environment safety .It threw its wasted material to defined place.Its plants on the top having big filters and chimneys to protect environment prom gases and pollutions.Cleanliness is one of the focusing point of the plant site management.

21


ADVANCED TECHNOLOGY :

Wafting unit contains 124 Zax professional 9100 looms equipped with latest technology and accessories.12 Looms of 190 CM attached with Batcher including all arrangements also with

1 Mtr. Dia of Cloth Roll.

04 Looms of 230 CM attached with Dobby arrangements.

Looms attached with Tuck-in Selvage Devices.

Looms equipped with Lycra attachments.

Arrangements for Multi-Count & Multi-Slub.

Special features include Double Pick, Four Pick, Six Pick, Eight Pick Insertions.

Multi-Pick Density attachments.

22


Fire safety :

Fire Safety Management by definition encompasses all activities

undertaken to prevent fires, emergency response plans, fire-fighting systems, and any

other suppression methods used to extinguish fires. As fires are a perpetual risk all of

SG facilities therefore recognize the importance of working towards prevention, by

identifying and correcting potential fire hazards.

PEST analysis is used to determine that what factors inside or outside the organization directly or indirectly effects the organization.

23


PEST analysis is an indicator of political, economical, social and technological influences on the performance of the origination.POLITICAL FACTORS :

Labor unions works for protecting the rights of laborers. These factors have direct impact upon the setting up wages and salaries and other benefits provided to workers .

ECONOMICAL FACTORS :

A number of economical factors effects the performance of the organization.

INFLATION :

During inflation prices of the products reached to maximum level and also the consumer income. sale of cloth also effects during the inflation.

Deflation : During deflation low purchasing power of the people effects the sale of the products.

INTREST RATES :

Company is usually financed by debt so interest rate changes it willchange the profitability position of the company and the prices of the raw material as well.

DEVALUATION OF CURRENCY :

Day by day devaluation of currency have direct impact on investment of shareholders .

DISPOSABLE INCOME : High disposable income results in high consumption and high sale. Low disposable income results low consumption and low sale.

SOCIAL FACTORS:

Social issues are seems to be more important factors for all organizations around the world. Shujabad group, a successful leading group, a growing group tries its best continuously growing up and providing employment for more and more people in order to sustain employment and profitability too .

TECHNOLOGICAL FACTORS: Technology is anything which makes your work easier in this ever changing economy. Technology factor are so important for the reduction of cost and time only those organizations will survive who directly cope with ever changing technology and ALHAMDULILAH Shujabad Weaving Mill is equipped with fully advance technology,

24


advance looms, power generation plants and checking quality machines.

It is very important for an organization to determine its strengths, weaknesses, opportunities and threats .

STRENGTH :

Strength of SHUJABAD GROUP is defined in following ways :

STRENGTH IS MANAGEMENT : One of the important strength of Shujabad Group is its top class management.

STRENGTH IS EMPLOYEES :

Employees of Shujabad Group are very diligent and hardworking.

STRENGTH IS TECHNOLOGY :

25


Updated machine technology is an important strength and provide long term benefits to organization.

STRENGTH IS QUALITY :

As Shujabad Group is quality conscious it is also a strength of organization.

STRENGTH IS WORKERS :

2000 workers of shujabad group are also a very important strengthen factor of organization.

WEAKNESS :

Shuja Bad Group weakness is its commitment to customers when it done commitment with customer to provide high quality products at same rate even its price in market or manufacturing price goes high but the organization provide the same high quality products to same customers at same rates it doesn't matter if organization bear loss.

OPPORTUNITIES :

INCREASED DEMAND :

Over all cloth demand in Pakistan as well as abroad is increasing increasing rate this is a substantial opportunity to grow.

EXPORT MARKET :

Pakistan quality cloth is liked almost in every country so the product export market is very much strong. Like as ( CHINA , ITALY , GERMANY , SRILANKA ).

26


THREATS :

COMPETITION :

Entrance of new mils as well as old existing mills are great threat to the Shujabad Group.

COMPETITORS :

Ahmed Fine .Mahmood TextileColony Textile Mills Ltd .

WWW.SHUJABADGROUP.COM

98% OF OUR REPORT PURELY BASED UPON PRACTICAL WORK.

27


1 . MIAN QAISAR SHABBIR : ( CHIEF EXECUTIVE )

2 . GHULAM ALI ATIF :

(MANAGER PROCUREMENT)

3. IJAZ KHAN :

( GM ACCOUNTS AND TAX )

4 .GHULAM MOHY-U-DIN :

28


( PRODUCTION PLANNING MANAGER)

5 . ASIF ADEEL :

( FINANCE MANAGER )

6 . IMRAN RASOOL :

( MANAGER MARKETING )

29


History of organization ?

Hierarchy of the organization ?

Number of total employees ?

Number of departments ?

our management depends upon ?

How we organize ?

Mission and vision ?

How we differ ?

Competitors of shujabad group ?

Accounting software used by an organization ?

Audit of the organization is taken by ?

Organization corporate in ?

Shujabad group consist of ?

How to handle conflicts ?

Organization main focus on ?

Compensation program ?

Benefits given to employees ?

PEST and SWOT analysis ?

Objectives of the organization ?

Health and care ?

Type of technology used ?

Main export markets ?

Selection process of employees ?

Production process ?

Philosophy of the organization ?

Project cost ?

30


Group Photo

31

Sujahabad Group of Industries

Documents

textile mills

shujabad family business

oil mills

feed mills

mills residences

textile business

pioneer company

chicks rice mills