Professional Documents
Culture Documents
“SITARA” meaning a “STAR” is the title, which proved an omen for the Group,
which rose from a very modest beginning and now looms a distinguished Star on the
galaxy of industrial tycoons in the country.
The name “SITARA” emerged on horizon of Pakistan within a decade of its birth in
the year 1947. The start was modest with limited financial and other resources being
available. Hard work and dedication combined with untiring efforts soon flourished to
bear the fruits. An honest approach in dealings at all levels within and out of the
organization concerning our valued Customers, Vendors and other related agencies, is
a discernible factor to elevate the group to the level as we see it today. Above all, our
learned, capable, foresighted & devoted management and loyal staff soon turned our
humble efforts into a well-conceived and escalated enterprise in the country. SITARA
in its essence proved a practical symbol of bright fortune and success. Now Sitara is
termed as one of the top-level groups in the Industry of Pakistan. Sitara Chemical
Industries Limited is the recipient of “VII
The professional management always lays emphasis on, initiative, drive and team
spirit, where continuous improvement and excellence is the goal. As a part of
Organization Development program, special emphasis is laid on development of
Human Resources through in-house and external training, in order to update the staff
with recent technical enhancements, to benefit new emerging technologies and
supervisory skills resulting in the development of a highly competent pool of human
resources.
Investment Opportunities
Group is adding its share to the economy of the country as reflected below:
The name SITARA emerged on the horizon of Pakistan soon after its inception in the
year 1947. Whilst our start up was modest, with only limited work space and financial
resources being available, hard work and dedication, combined with an honest
approach towards our suppliers, Customers and our loyal Staff soon turned our efforts
into a most successful business.
The name SITARA translates into a STAR, a truly wonderful name and omen for a
Company which has risen from a very modest beginning to one of the largest and
most successful commercial enterprise in Pakistan In order to become a truly
integrated, self-sufficient and reliant company, SITARA TEXTILE INDUSTRIES
LTD.
Incorporated firstly Sitara Chemical Industries Ltd. and then progressively over the
years:
The largest addition of Super Star garments Company not only gives our Customers
and manufacturers and supply assurance only a fully integrated Company such as
SITARA can extend, but opens up the full spectrum of commercial possibilities for
the whole group of companies under the Sitara umbrella.
Introduction
Quality Control
The management of SITARA TEXTILES believes that a top design in the right color
is an integral part of our product and enhances all our fabrics. SITARA TEXTILES
employs its own in house design staff, utilizing both old fashioned artistry and
designer skills, combined with the latest computer added techniques to create onto
printing screens the most fashionable colors and images for our discerning customers
in order to keep our company in the forefront of home textiles. In addition, we are
able to assist our customers in choosing designs from our extensive design library,
which is one of the largest in Pakistan and ranges from timeless floral and geometric
to very intrigous contemporary designs and colors in 100% cotton and 50:50 Poly /
Cotton, curtains, table cloths and ready made garments to our customer’s
specifications. This unit uses over 120 modern sewing machines and appropriate
attachments. With having in house facility of HP 650 Designing Computer, we can
have complete designing and Film processing. This is the latest equipment from
France and is helping us to have fast production of designs and can have very fine
details of designs on it as well. On this computer, we can develop designs from
Floppies and also can send designs to customers in Floppies for their approval.
A major contribution to Sitara Textiles marketing success has been the high standards
of dyeing and finishing equipment in our modern and sophisticated processing
facility, consisting of singeing / decizing, shearing, continuous scouring & bleaching,
dyeing, mercerizing and calendering machines, both for normal and friction
applications. A new addition of RAMAISCH wider width calender with NIPKO-L
roll facility has added more value to our normal, friction and chintz finishes.
Strike Offs
As a further services to our worldwide clientele Sitara Textiles uses the latest rotary,
Austrian made J.-Zimmer, strike off machine which can produce strike off up to 15-
meter length PRINTING The most important part of Sitara Textiles success and
popularity must be attributed to our technical progress in printing. Our print staff and
design teams combine years of practical experience in printing with our two top-of-
the-range Austrian made J.-Zimmer rotary printing machines which can produce
printed fabrics up to 280cm finished width, with a maximum of 12 colors per design.
A great percentage of our daily textile production is converted by Sitara Textiles from
a fabric by the meter into a ready, salable retail product. Our Cut & Sew division is
actively involved in the cutting, assembling and sewing of bed sheets and sets, quilt
covers, pillow cases, comforter shell/bags, urtains, table cloths and ready made
garments to our customer’s specifications. This unit uses over 120 modern sewing
machines and appropriate attachments.
Quilting Machine
It is a new “DONG UN” Quilting Machine in operation. Working width is 10” (280
CMs) with one COP winder facility. We are producing quilted bedspreads and related
products for various countries at the moment.
Production process
Production process in textile industry only processes the grey cloth, and converted it
into fished product like printed cloth, bed sheets etc.
Grey Receiving
The grey cloth is received by the processing unit. Repair process is done here, after
which it is accepted or rejected.
Grey inspection
Shearing
This process is done to remove any loose threads from cloth. This is done through
sharp blades and cloth becomes fine.
Singing
These machines separate the stench from cloth, and increase its merging power.
Now the cloth is washed to remove the dust and other impurities, this is done by rope
washing machines. They have 3-local made rope washing machine. Then the cloth is
bleached by Kier machine.
Mercerizing
During this process the power of absorption of cloth is checked. They have three
mercerizing machines. After machining the cloth is sent to the dying department.
Dye department
Now the cloth comes into the Dying department. There are three methods of dying are
used.
1. Jiggers
2. Jet.
Jigger
Jigger dying function is performed normally 1500 meter cloth is dyed in one batch.
Dry Department
After the dying department cloth comes to dry department. Cloth is dryed here, after
dying the width of cloth is set, for this purpose they using 2-stantors.
Continuos Bleaching
Printing Department
The cloth comes to the printing department. Cloth is printed here in different color
one print on cloth normally 8-12 colours. Printing department is equipped. With two
rotary printing installation from Austria.
Aging
After printing the cloth is sent for washing then sent again to stantor for drying to
make the colors strong it goes to curing this machine one also called curing machines.
The temperature is maintained up to the 150o C.
Wash & Dry
Finishing Department
Now the cloth is comes to the finishing department. The cloth is ironed and smoothed
Calender In calender the cloth is pressed on calender machine; they have calender
machines. Which are different for local and export products.
Folding
After calender cloth comes to folder, where the cloth is folded by machines.
Packing
Process Strategies
1. Process focus
2. Product focus
3. Repetitive focus
Sitara Textiles is following product focus process and strategy, which is characterized
by high volume, low variety, and facility is organized around the product.
Material management
Inventory management
Inventory management is very important, inventory management concerns short
decision about suppliers inventories, productions level, staffing pattern distribution &
schedule.
Types of inventories
1. Raw material
2. Work in process
4. Furnished goods
1. Supplier selection
3. Inbound transportation
Supplier Selection
They ask the supplies for quotation and selected that supplier who gives the quotation
according to their specification. They have long term relation ship with their supplier.
They don’t easily switch over to supplier. They follow top order regularly.
1. Grey cloth
2. Dyes
3. Chemical
Storage & Spin Department
1. Purchase order
Sitara is using continuos Review system. They are manufacturing inventory to reduce
the cost. They are not manufacturing anticipation inventory.
Safety Stock
1. Cycle inventory
2. Safety stock
3. Anticipation
4. Pipeline
Sitara textile used safety stock method. Safety stock inventory protects against
uncertainties in demand lead diminution to supply.
Lead Time
Lead-time is a time which is required from I supplier for the acquisition of inventory.
Sitara textile has different lead-time for different suppliers.
Local = 2-3 day.
Karachi = 1 week
Forecasting
Forecasting in Sitara Textile Industries (Sfl) Following are some concepts regarding
forecasting which are being practiced by STI.
Classification
STI has classified forecasting into three main categories on the basis of time horizon.
There are:
It has a time span of 3 months to 1 year. It is used to plan purchases, job scheduling
and production levels.
Its planning period is from 3 months to 3 years. It is used to plan sales and production.
It covers the time period of 3 years or more, and is used to plan capital expenditure,
facility location and expansion. While performing forecasting activities, the STI
Management also considers:
The major emphasis is given to demand forecasts to adjust the production according
to expected sales.
Forecasting Approaches
Generally, two approaches are used for forecasting activities. These approaches are:
Qualitative Approach
1. executive opinion
3. Delphi method
5. Naïve approach
Quantitative Approach
This approach employs a variety of mathematical models that use historical data or
casual variables to forecast demand.
Moving averages
2. Exponential smoothing
3. Trend projection
b) Casual Model
4. Linear regression
STI uses a combination of both the qualitative and quantitative forecasting approaches
which is the most effective method to get accurate forecasts. However, their main tool
for this purpose is qualitative approach.
Forecasting of demand is based on previous data, behavior of people, change in taste
of the people, economic situation and their purchasing power.
For export products, Christmas is also an important event, which is considered while
making forecasts.
For domestic products, demand forecasts fluctuate on the basis of season (Summer
and Winter) and one events like Lid.
Capacity
Capacity is the maximum out put of a system in a given time period. The unit is
capable of producing high Quality with a capacity of 100,000 METER/DAY and
currently working on 80% to 85% capacities. The production rate is adjusted on the
basis capacity cushion is 10-20%.
1. Demand
2. Inventory on hand.
3. Season.
Aggregate Planning
It is concerned with the quality and timing of production for intermediate future by
adjusting.
1. Production Rate
(a) Overtime
(c) Subcontracting
2. Workforce level
(a) Hiring
(b) Firing
3. Inventory level
There are basically two policies for aggregate planning Reactive Policy:
It means one has to follow the demand pattern by adjusting all three factors or any and
these factors, which are:
1. Production rate
2. Workforce level
3. Inventory level
a) Chase Policy
b) Level Policy
Demand is followed through inventory level while keeping production rate constant.
When demand is high, it is met from inventory. When demand is low, it results in
piling up of inventory.
Aggressive Policy
1. Marketing Mix
2. Promotional Mix
Sitara Textile Industry is using a combination of both the reactive and aggressive
policies according to situation.
Domestic Products
For domestic products like Sitara Sapna Lawn they have different policies for
different seasons.
Summer Season
As the lawn are seasonal products (for Summer), their demand is high in Summer. So
STI has to follow and produce according to the demand of the products.
Winter Season
During Winter season, the demand of the product becomes low and it can’t be created
through marketing or promotion because the products are basically meant for Summer
season. So during Winter, the company only adopts reactive policy, i.e., production
rate is adjusted (decreased) according to decreased demand.
While decreasing the production rate, chase policy is followed by operating at under
time. If the decrease in production is short term, no firing of the employees is done
because company wants to retain its repute and its experienced workers. If the
decrease in production rate is going to be for longer period of time. Only then excess
workers are fired.
Same is the case while they have to increase the production rate during Summer, i.e.,
production rate is increased by overtime of employees if the increase is for shorter
period of time. If production rate has to be increased for longer period or any
expansion has to be made in the facility, only then new workers are hired.
Export Products
1. Fabrics
3. Polyester products
4. Bed sheets
Here also STI is following a combination of both the reactive and aggressive policy.
But in this case, aggressive policy includes no advertisement of their products. All
they depend on is the foreign tours made by their top executives who visit different
countries and participate in exhibitions with their samples and try to convince the
potential customers to buy their products.
They are using the MRP for dependent items and use the BOM, INVENTORY
RECORDS AND MASTER PRODUCTION SCHEDULE
Lot Sizing
After the demand has been forecasted and inventory level has been determined, next
step is to put the appropriate order of appropriate quantity at the right time. There are
four main techniques for this purpose:
2. Periodic order
STI adopts lot for lot method by considering the holding cost and setup cost. It means
whatever the requirement is, the order is placed for the total of that. This method
reduces the holding cost.
Facility Location
Sitara Textiles was established by its present owner Mr. Haji Bashir Ahmad. He
started the production unit at Maqbool Road, Faisalabad purchased old machinery and
equipment from Karachi and other cities, and started his work.
At that time, facility location was not so good important factors like labor costs,
environmental factors, site costs, transportation availability,were not much
considered.
Due to progress in their business, there was a need to expand the existing unit. For this
purpose, they selected Sargodha Road and established production unit there. This
facility was established on scientific basis by considering:
1. Labor availability
2. Labour costs
3. Site costs
4. Transportation availability
In this case, raw material, transportation and labor availability was more emphasized.
They have developed staff colonies for upper management people of labor is hired
from nearby villages. Moreover, bus service is provided to take the employees from
Faisalabad to those units.
Transportation
For local: They are using vans, delivery trucks, trailers etc.
They have not their own transport, they hired the transport, and all the expenses of
inbound transport are met by supplier.
Marketing department
Export categories
1. European market
2. Australia
3. Far East
4. Middle east
5. South America
Quality Management
Quality Management at Sitara Textiles Sitara Textile Industry’s Management is very
particular about improvement and maintenance of quality.For this purpose, they have
established a well-equipped quality control laboratory, for which separate staff and
experts have been hired.
Their process of quality control starts from the suppliers and ends at customer. As STI
does not have their own weaving unit, they have to purchase raw material (yarn) from
the open market. They start quality control right from the purchase of yarn, chemicals,
dyes and other materials. For this purpose, inspection is made to see whether the
purchased material is up to required quality standard or not. If not, it is rejected. If
accepted, it is then given to weavers who weave the cloth only for Sitara Textiles.
Here also weaving process is continuously examined to have woven cloth of required
quality standard.
Inspection is also made at the arrival of woven cloth to the Sitara Textiles, i.e.,
whether the cloth is woven with required specifications or not.
Dyes and chemicals are also examined for their brands, proper combinations, quality,
colors and other characteristics.
Inspection for quality standards is made throughout the step by-step manufacturing
process, especially during grey inspection for weight, width and blend ratio. During
Kier Scouring and Rope Bleaching, checking is made for whiteness and pH. During
mercerizing, absorbency is checked.
Sampling
Sitara Textiles use sample of products to check the quality and the product to be
produced in bulk. For this purpose, samples of 2 meters to 10 meters are prepared
which are approved by the top management and customer. If both the parties approve
the sample for quality, only then they produce in bulk.
After being manufactured and before delivery, finished product is once again checked
for quality standards.
Quality Standards
STI is following different quality standards for domestic and export products.
Domestic Products
Sitara textiles has its own quality standards for its domestic products. They
continuously try to maintain and improve these standards. Recently, they have hired a
firm at Lahore to get ISO 9000 certification and it is still under process.
Export Products
For export products, they have to follow the quality standards as specified by the
customer. If they are exporting to Japan, then they have to meet their requirements
and if they are exporting to Europe, then they have to follow European standards.
They can make minor adjustments in quality as required by the customers.
At STIL they are using Bar charts for the purpose of statistical quality control to
whether there is improvement needed and where it is needed
For the time being the ISO certification is under process because there were some
discrepancies that were to be removed therefore the MANAGEMENT
REPRESENTATIVE and MANAGEMENT coordinator are working very hard to
achieve this goal and they are hoping for the quick certification of the ISO 9001
certificate.
Quality Policy
Computerization
Every type of record from payrolls to the purchased items is being handled efficiently
on the computer system that is using UNIX , FOXPRO, FOXPLUS there is a
networking between all the departments these all records are of a controlled nature.
And are made available to the persons concerned and they are able to analyze those
records like financial summaries, export data, cost data etc.
APPENDICES
Plant (sonforising)
19 Air conditioning plant (Hitachi Brand) 1 Japan
20 Cropping and shearing machine 1 Switzerland
21 Mercerizing soaper 1 Local Made
22 Famatex double decker stenter 1 Germany
23 Ht jet make & westa system 2 Sweden
24 Golar open width continuos bleaching 1 Germany
FINANCE DEPARTMENT
FINANCE CONTROLLER
CHIEF CONTROLLER
A/C
ACCOUNTANT
ASSISTANT ACCOUNTANT
A/C Asst.
A/C Asst.
A/C Asst.
PURCHASE DEPARTMENT
PURCHASE DEPARTMENT
PURCHASE OFFICER
PURCHASE ASSISTANT
Sample
Grey Receiving
Grey Inspection
Mercerizing
Shearing
Dyeing
Printing
Jigger
Jet
Thermal
Aging
Finishing
Sanforising Claendering
Packing
Sample
Absorbency Checked
Sample
Checking of whiteness, pH Tegawa Rating
Sample
Contents
Investment Opportunities 2
Quality Control 4
Production process 7
Grey Receiving 7
Grey inspection 7
Shearing 7
Singing 7
Mercerizing 8
Dye department 8
Dry Department 8
Printing Department 9
Finishing Department 9
Material management 11
Inventory management 11
Aggregate Planning 16
Aggressive Policy 17
Domestic Products 17
Export Products 18
Lot Sizing 19
Facility Location 20
Transportation 20
Marketing department 21
Export categories 21
Quality Management 22
Sampling 23
Quality Standards 23
Domestic Products 23
Export Products 23
Computerization 24
Appendices 36
DEDICATION
Acknowledgement
I am first of all thankful to Mr. Dr.Hayat Muhammad Awan for giving me this opportunity to visit the industry in the real settings from this I was
able to know what are the operations in the textile industry while Sitara Textile Industry was a good unit of textile finished products.
Who were a great help for me in the premises of the industry and they were all very helpful and cooperative.