SUMMER TRAINING REPORTON

“WORKERS FAMILY WELFARE”

CONDUCTED FOR

ARIHANT SPINNING MILLSMALERKOTLA

SUBMITTED IN PARTIALFULLFILLMENT OF REQUIREMENT FOR

THE AWARD OF THE DEGREE OF MASTERS IN BUSINESS ADMINSTRATION

SUBMITTED TO: SUBMITTED BY:

INDEX

Contents Page No.

Objective of the Study 01-01

Finding of the study 02-03

Company Profile

Introduction 04-14

Introduction of A.S.M. 15-25

ORG Structure 26-28

Mission and Business Philosophy 29-33

Manufacturing Process 34- 40

H. R. Philosophy 41-41

P & I. R. Department. 42-44

Theoretical Frame Works of Study

Introduction to Welfare Facility 45-49

Family Welfare Facility in Arihant Spinning Mills 50-50

Reaserch Methodology 51-51

Data Analysis & Finding

Worker Family in Glance 52-52

Worker Family & Children 53-54

Conscious of Parents towards Children Education 55-60

Conscious of Parents towards Child Health 61-61

Conscious of Party towards Extra Curricular Activities 61-64

Attitude of Families towards Medical Welfare 65-67

Conclusion 68-68

Suggestion 69-70

Appendix 71-74

Bibliography 75-75

Objective of the study

As an essential part of MBA Program I have done my summer training in H.R.M

area at Arihant Spinning Mills Malerkotla, where I worked on the project on Workers

family welfare. My Objective is divided into two parts.

1. The consciousness of parents towards.

Child education

Nutrition food supply

For their health

2. The attitude of families towards

Living facilities

House keeping

--1--

Finding of the Study

1. Most of parents are uneducated and have less income.

2. Uneducated parents with less income have more number of children.

3. Mostly parents send their children in the school at the age of 5 years instead of the

eligible age of 3 years.

4. They prefer Private schools to Govt. schools. But for higher studies they send

their children in the Govt. schools because expenses increase as well.

5. Educated or uneducated parents even with less income are conscious about child

education and health. But they are not much conscious about extra curricular

activities.

6. Parents don’t motivate their children to participate in competitions.

7. Everybody knows about the importance of housekeeping and they clean their

houses daily, but don’t manage it properly. They just clean the floor with water

and don’t keep the things at right place.

8. Parents discriminate boy and girl child in providing food and education etc.

9. Early marriage of girls at the age of 16 years.

10. Mostly girl children are less educated and even don’t allowed playing and

participating in the competition etc. because of conservative and narrow thinking

of parents.

11. Lack of proper information especially to Dhuri colony about the functions,

competitions etc. held by the mill.

--2--

12. Uneducated parents use rash language.

13. Most of the parents are not much satisfied with the medical facility inside the

mill.

--3--

COMPANY PROFILE

INTRODUCTION TO THE GROUP

VARDHMAN- A PROFILE

Vardhman is a leading group in India, professionally managed multiproduct

organization with interest in textile and steel. Textile is the core business of this group

accounting of 92% share and steel constituting the balance. The product range of the

group includes various types of yarn e.g. cotton (Grey & Blended) yarn. Synthetic and

Blended yarn, Woven Fabrics, Sewing threads, Grey and Dyed yarn, Acrylic yarn and

steel.

VSGML is the Flagship Company of this group. It is incorporated in Dec. 1962

with a paid capital of Rs. 5 lacs, commenced business in 1963, and started production in

1965 with just 14000 spindles. It was setup at Ludhiana by Lala Vidhya Sagar Oswal and

Lala Ratan Chand Oswal. Since then the group has expanded manifold and today it is one

of the largest spinning mill in India. It has excelled in the textile sector.

Presently, this group has 19 operational plants with current installed capacity of

about 4,40,000 spindles, 108 air jet looms and 31 ton/day dyeing capacity.

The group has achieved tremendous success in the period 1994-1998 reflected in

sales turnover, which increased from about Rs. 34 billions in 1994-1995 Rs. 40 billions in

1997-1998.

The group exports grew substantially during this period from Rs. 1 million to Rs.

2.25 billion. The group has planned for further expansion for its existing capacity and is

engaged in the execution of new projects for maintaining synthetic yarn fibers,

specialty/yarn and dyeing/processing activities.

--4--

The group has made lot of efforts to remain ahead in quality from its competitors

and was awarded with the first ISO-9000 and ISO-14000 in India. The expansion and

growth rate over the last few years is reflected in the all three companies of group having

their production and Marking spread all over the country, satisfying the quality product in

the domestic as well as foreign market.

VARDHMAN GROUP OF INDUSTRIES includes two companies:

Vardhman Spinning and General Mills Ltd.

Mahavir Spinning Mills Ltd. Hoshiarpur.

It has 15 manufacturing units : 6 in Punjab, 7 in Himachal Pardesh, 1 in Haryana,

1 in Madhya Pardesh & 1 in Gujrat. The units are at:

Punjab (Ludhiana, Bathinda, Hoshiarpur, & Malerkotla)

Madhya Pardesh (Manideep)

Haryana (Faridabad)

Himachal Pardesh ( Baddi)

Gujrat (Bharuch)

--5--

GROUP – A BIRND’S EYE VIEW

1. VARDHMAN SPINNING AND GENERAL MILLS LTD.

UNIT NAME STATUS PRODUCT CAPACITY

(A) Vardhman spinning NON-EOU Cotton Acrylic 44368 Spindles

General Mills Ltd. Worsted 13910 Spindles

Ludhiana (Unit-1) HKS 3440 Spindles

(B) Vardhman Spg. & NON-EOU Dye House 9000

Gen. mills Ltd. Ldh(Unit2) Hank, Cone

(C) Auro spinning mills NON-EOU Cotton, Blended 63000

Spindles Baddi Melange, Acrylic

(D) Auro Weaving, NON-EOU Grey clothes 120 Airjet

Baddi Blended Yarn

(E) Auro Dyeing, Baddi NON-EOU Yarn Dyeing 22 tons/day

(Collaboration-Sanmo, Fiber Dyeing

Dying Co. Japan)

(F) Vardhman, Baddi EOU Cotton 25000 Spindles

--6--

2. MAHAVIR SPINNING MILLS LTD.

UNIT NAME STATUS PRODUCT CAPACITY

(a) Mahavir Spg. Mills Ltd. NON-EOU Sewing Thread 52000Spindles

Hoshiarpur (Gas

Mercerized Yarn Unit)

(b) Arihant Spinning Mills NON-EOU Cotton Blended 82000Spindles

Maler Kotla, EOU Melange, Acrylic

Fine Counts 20000

(c) Anant Spinning Mills EOU Cotton Blended 56000

Mandideep (Bhopal) 1.25 lac m/year

d) Vardhman Steels NON-EOU Special & Alloy 25000 m/year

Steels Rolling

3. BARBOUR VARDHMAN THREADS LTD. BADDI

It is non-EOU manufacturing threads (used for shoes, canvas, tarapaulin)

with capacity of 0.6 ton/day).

--7--

4. VMT SPINNING THREADS LTD., BADDI

VARDHMAN GROUP

VARDHMAN SPINNING AND MAHAVIR SPINNING MILLS LTD.

GENERAL MILLS LTD.

1. VARDHMAN SPINNING AND 1. MAHAVIR SPINNING MILLS LTD.

2. AURO SPINNING (BADDI), H.P. 2. ARIHANT SPINNING MILLS

MALERKOTLA, PUNJAB

3. AURO WEAVING (BADDI), H.P. 3. ANANT SPINNING MILLS-100%

EOU (MANDI DEEP)

4. AURO DYEING (BADDI), H.P. 4. VARDHMAN SPECIAL STEEL

(LUDHIANA), PUNJAB.

5. VSGML 100% EXPORT ORIENTED 5. VARDHMAN SPECIAL STEELS

UNIT (BADDI), H.P. (FARIDABAD), HARYANA

OTHER (COLLABORATORS CO’s):

VMT (VARDHMAN MARUBENI THREADS) SPINNING CO. LTD.

(BADDI).

BVTL (BARBOUR VARDHMAN THREADS LTD.), BADDI.

NEW CO. UNDERTAKEN (NOT LOUNCHED YET) VARDHMAN ACRYLIC

LTD. (BARUCH).

--8--

]

PRODUCT RANGE

i) 100% Cotton Combed : NE 16 to 100 (Single & Double Fold)

100% cotton carded : NE 10 to 40 (Single & Double Fold)

ii) Acrylic Cotton Combed : NE 18 to 38 ( Single & Double Fold)

Acrylic Cotton Carded : NE 16 to 32 ( Single & Double Fold)

Polyester Cotton Combed : NE 20 to 40 ( Single & Double Fold)

Polyester Cotton Carded : NE 20 to 40 ( Single & Double Fold)

iii) 100% Acrylic : Worsted Spun, Cotton

iv) Sewing Thread : 100% Polyester Spun Sewing Thread

100% Combed Cotton Spun Sewing Thread

NE 16 to 60 (Multifold)

v) DYED

Fiber Dyed : 100% Cotton, 100% Acrylic, Poly Cotton,

Acrylic-Cotton, Blended Yarn.

Package Dyed : Cone Dyed-Cotton, Poly-Cotton, Blended

Yarn Hang Dued-100% Cotton, Blended

Yarn 100% Acrylic.

--09--

vi) Gassed Mercerised : NE 20/2 to 100/2

Gray And Dyed

Melange : 100% Cotton Dyed Melange Yarn

Polyester Cotton Melange Yarns

Acrylic Cotton Melange Yarn

(NE 20 to 40)

vii) Fancy : Machine Knitting, Hand Knitting

BB. WOVEN FABRICS:

100% Cotton Gray : Poplin, Pin Point Oxford, Fil-a-Fil

Fabric : Twill/Drill, Dawn Proof Fabrics Cambric,

Sheeting.

Yarn Dyded Checks, Strip & Chambrey.

Poly cotton Blended : Drill, Sheetings

Fabric

--10—

PLANT & MACHINARY:

Preparatory : Blend of Laxmi Rieter (India)

And Rieter (Switzerland)

Prespinning : Mainly Rieter

Post Spinning : Lakshmi Rieter

Doubling : Volhman, Lewha & Inidan TFO’s

Weaving : Tsudakoma Airjet Looms/ Japan

Mercerizing : Jaeggli Meccalotessile, Italy

QUALITY ASSURANCE :

Fiber Analysis : Afix-Spinlab

Yarn Evenness : Uster UT-3

Yarn Strength : Uster Tensorapid UTR

Yarn Appearance : ASTM Boards

--11--

AWARDS/OUTSTANDING PERFORMANCE:

Texprocil Awards

Awarded ISO-9002/IS-14002 in the year 1993.

Trading house status since 1994.

1990-91 - Bronze Trophy for Third Largest Mill Yarn Exporter.

1991-92 - Bronze Trophy for Third Largest Mill Yarn Exporter.

1993-1994 - 1. Gold Trophy for Largest Merchant Export of Yarn.

2. Gold Trophy for Largest Exporter of Yarn to Non-Quota Markets.

3. Bronze Trophy for Third Largest Merchant Export of Woven Fabric.

1994-1995 - 1. Gold Trophy for Largest Exporter of Yarn to Non- Quota markets.

2. Gold Trophy for Largest Merchant Exporter of Yarn.

3. Gold Trophy for Largest Merchant Export of Gray Woven Fabrics.

4. Govt. of India award for outstand Export performance.

Recipient of State Export Award for five successive years.

BRANCH OFFICES:-

New Delhi, Mumbai, Calcutta, London.

--12--

INTRODUCTION OF THE UNIT

Arihant Spinning Mills Ltd. is a unit of the Mahaveer Spinning Mills Ltd.,which

has its head office at Ludhiana. Its registered office is at Chandigarh road,Ludhiana.Chief

Executive of Arihant Spinning Mills is Sh.S.S.Sewak.

BACKGROUND HISTORYThis unit was promoted by Mahavir Spinning Mill Ltd.in an industrial developing

area of Sangrur district in Punjab state to set up a spinning unit of 25000 spindles at

Malerkotla.

Various incentives such as land subsidy,octroi subsidy duty free electricity and

octroi reduction were given to the unit as per Punjab Govt.Industrial policy of

1978.These are:

Interest free loan for 10 year (computed as 40% OF FCI {fixed capital

investment}or Rs. 7 Lacs, whichever is less)

Land subsidy (75% of cost of land)

Octroi refund on raw material machinery and building equipment was allows for

10 years

Central subsidy of Rs 15 Lacs

Duty free electricity

Excise duty exemption for 10 years.

This unit went into commercial production on 1st March 1981 with the

installed capacity of 8432 spindles. This day is celebrated as “Arihant Day”.

--13--

Simultaneously the unit was granted an additional license of 25000 spindles

making the total licensed production capacity 50000 spindles with total project cost of

23 crores. The unit met the cost with 16 crores from financial institution and balance

from cash accounts. The addition in capacity came in form of unit 2. Later on this unit

is converted into 100% EOU unit in 1995. During 15 Jan 1996 the company installed

the third unit, which produced 15984 spindles. Afterwards during the same year June

1996, the company installed the fourth unit, which produced 15972 spindles. In 2000,

fifth unit with installed capacity 26000 was established. Arihant has five units. The

company is maintaining the 5 ledger records for each separate unit. At present the

company has undertaken the installation of machines equipments for winding product

range and improving the quality of finished yarn thereby making production more

competitive in domestic/ international market.

--14--

PRODUCTION UNITS AT ASM

Arihant Spinning Mill has 5 production units:-

Unit No. Date of Installation No. of Spindles

1 1st March 1981 33116

2 31st August 1990 21024

3 15th January 1996 18000

4 15th June 1996 15888

5 28th March 2001 24192

Total 112220

Presently, the installed capacity of unit is 112220 spindles, which are capable of

providing around 50 MT of finished yarns per day.

MANAGEMENT

The company is being managed by Sh. S.P Oswal as a chairman and Sh. Darshan

Lal Sharma as a president and executive Director. The board of Director includes

nominee of IDBI ltd., UTI & ICICI Ltd.

BOARD OF DIRECTORS

Sh. Shri Paul Oswal- Executive Chairman

Sh. Tilak Raj Bajalia- (Nominee of IDBI Ltd.)

Sh. Yesh Pal Gupta- (Nominee of ICICI Ltd.)

Dr. Jagdish Chander Bakshi

--15--

Dr. Triloki Nath Kapoor

Sh. Sachit Jain

Sh. Darshan lal Sharma- President & Executive Director

BANKERS

State Bank of Patiala

Punjab National Bank

Union Bank of India

State Bank of India

Bank of America

Allahabad Bank

Bank of Baroda

Deutsche Bank

Canara Bank

Corporation Bank

AUDITORS

M/S S.C Vasudeva & Co., New Delhi

BRANCH AUDITORS

M/S S.S Kothari & Co. New Delhi

--16--

REGISTERED OFFICE

The registered office is situated at Chandigarh Road, Ludhiana.

ANNUAL REPORT

The Annual report of ASM is not separately published. The annual report is published by

Mahavir Spinning Mill Ltd.

--17--

PHILOSPHY AND OBJECTIVES

M/S ASM is managed professionally by an experienced and qualified team. The

company has a philosophy of in house training and development, Commitment to self-

reliant supervision at shop floor management level. The objects for which the unit (ASM,

Malerkotla) is established are set out in the Memorandum of Associations and are more

particularly to carry on the business of yarn spinning and to manufacture different types

of yarn.

Arihant Spinning Mills is progressing very well to meet it’s objectives.

COMMUNICATION

To attain the objective of fast communications all units are connected through VSAT

telephone network. All of the working is computerized in ASM with the introduction of

Entrepreneur Resource Planning was introduced at the first stage in Auro Spinning Baddi

(H.P.) in 2000-01 but in ASM, The system was implemented in Dec. 2001 under main

operation Arjun under the supervision of Mr. Sachit Jain. In ASM, this system is

applicable in all the functional departments except IR and Personal Department. In IR an

Personal Development Oracle system is applicable.

ERP system includes 3 subsystems:-

I. TIM- Textile Integrated Management

II. BPCS-Business Planning and Control System

III. Idealization

--18--

In accounts and Finance department mainly BPCS system is used. ERP system is online

system, you can punch the data from anywhere. There are centralized codes. You can

check the accounts of any company of group or any business of the company or any unit

of the business, any branch of the unit. But the condition is that data is properly punched.

The main advantage of the system is that it is transparent and helps in fast

communication. The main disadvantage of this system is slow and requires high degree

of accuracy.

EXPORTS

ASM is exporting its produces to the following countries:

EUROPE-UK, GERMANY, ITALY, BELGIUM, FINLAND, SPAIN

SOUTH EAST ASIA-SOUTH KORIA, HONG-KONG,JAPAN

SOUTH AMERICA-BRAZIL

NEWZELAND

MAURITIUS

SHRILANKA & BANGLADESH

--19--

TECHNOLOGY

The unit is equipped with latest machinery and competes with any other units in terms of

quality and productivity. Not only foreign machinery, but Indian machinery is also

equipped in this unit.

RESEARCH AND DEVELOPMENT ACTIVITIES

The unit has well equipped research and development department, which is headed by

manager of research and development. There are M.Text and B.Text Officers in Research

and Development department. They control the whole process in better way.

QUALITY POLICY OF THE ORGANISATION

The organization believes in the concept of consumer satisfaction and has a strong belief

that “Product quality is the key to success” and works on the quality policy of the

organization i.e. quality shall be built in company product to meet customer requirement

continuously. The company shall achieve this through an interface with the market place,

access to the state of art and technology ,R&D, process development and adoption of

innovative manufacturing and marketing strategies.

The quality policy shall be implemented through network of systems procedures

understood shall be integrated with the company’s main objectives.

To remain a leading manufacturer in quality

Increase market share with focus on niche segments

Improve Productivity

--20--

Cost Reduction

Reduction in percentage of seconds

The management shall remain committed to provide capital, technological and human

resources to achieve above objectives.

A Company wide quality culture shall be created through training and motivation of

people at all levels in the organization.

--21--

AWARDS/OUTSTANDING PERFORMANCE OF VARDHMAN

TEXPROCIL AWARDS

Awarded ISO-9002/14002 in year 1993

Trading house status since 1994

1990-91 Bronze trophy for 3rd largest mill yarn export

1991-92 Bronze trophy for 3rd largest mill yarn export

Govt. Of India Awarded For Outstanding Export Performance 1993-94

1. Gold trophy for largest merchant export of yarn

2. Gold trophy for largest exporter of yarn to non quota markets

3. Bronze trophy for 3rd largest merchant export of woven fabric 1994-95

1994-95

1. Gold trophy for largest exporter of yarn to non-quota markets.

2. Gold trophy for largest merchant exporter of yarn

3. Gold trophy for largest merchants export of Grey woven fabric

4. Govt. India award for outstanding export of Art performance.

Recipient of State Award for 5 successive years

--22--

EMPLOYEES AND EMPLOYERS

WORKERS ON ROLL (UNIT 1 TO 5)

IN PRODUCTION 1658

IN MAINTENANCE 157

IN ENGINEERING 86

TOTAL WORKERS 1901

STAFF AND OFFICERS

MANAGERS 24

EXECUTIVES 27

SUB STAFF 28

STAFF/TRAINEE 74/1

OFFICER/TRAINEE 35/3

TOTAL/TRAINEES 188/4

WORKING TECHNIQUES

Arihant spinning mills runs for 24 hours in 3 shifts-:

1st Shift 7.30 to 3.30

2nd Shift 3.30 to 11.30

3rd Shift 11.30 to 7.30

--23--

PLANT AND MACHINERY

Preparatory : Blended of lakshmi Rieter (India) Rieter

Prespinning : Mainly Reiter

Spinning : Lakshmi Reiter

Post Spinning : Schla Forst and Murata

Doubling : Volkman, Leewhe & Indian TFO’S

Weaving : Trudakoma Airjet Looms/Japan

Mercerizing : Jaeggli macealotessile, Italy

PRODUCT MIX

Arihant Spinning Mills is producing cotton, acrylic, and blended yarn including

milage. Unit 3 &4 are producing blends out of Dyed fibers/ cotton for niche market in

international markets.

PRODUCTION

The production team is headed by General manager (Technical) who is M. Text

from Indian Institute of Technology and have experience of 12 years. He has the

following team

B.Text

Dip in Text

Internally trained Supervisors

--24--

FINANCIAL POSITION OF ASM

The company enjoys rating of “FAA” on fixed deposits and “pl+” for short-term

borrowings from Credit Rating Information Services of India Ltd. (CRISIL).

Management believes that the company’s liquidity and capital resources should be

sufficient to meet its expected working capital needs and other anticipated cash

requirements. The financial position of the Arihant Spinning Mills is given below.

Year Sales

(In Lacs)

Export Sales

(In Lacs)

Cash Profit

(In Lacs)

Net Profit

(In Lacs)

1999-00 21200.77 11057.50 3029.18 2101.07

2000-01 19613.05 7625.26 1949.58 993.31

2001-02 19673.97 5180.17 1734.97 289.48

2002-03 22097.50 6831.12 2547.35 919.42

2003-04 23907.44 6569.15 3437.89 1727.74

It is clear from above the table that both sales and profits are fluctuating. In the year

2001-02, due to the installation of 5th unit the profits has been decreased tremendously

but the sales after 2001-02 has been decreased tremendously but the sales after 2001-02

are increased. So we can say that the financial position of the company is good.

--25--

ORGANISATION STRUCTURE

A chart showing the organizational structure of Arihant Spinning

Mills, Malerkotla shows the various hierarchal levels of the organization.

The organization is divided into various departments headed by their

respective department heads. All the departments operate under the ultimate

control of Chief Executive Officer. The order flows directly unit to different

department heads and further down the line to respective departmental

subordinates.

--26--

ORGANISATIONAL STRUCTURE

CHIEF EXECUTIVE

GM (TECHNICAL

SR. MANAGER (UNIT 3,4,5)

SR. MANAGER (UNIT 1)

SR. MANAGER (UNIT2)

CHIEF

MANAGER (MAINTENANCE)

VICE PRESIDENT

(COMMERCIAL)

ASST. MANAGER (MKT., SALES)

COMMERCIAL EXECUTIVE

COMMERCIAL OFFICER

MATERIAL EXECULTIVE

SR.

MECHANICAL ENGINEER

ELECTRONIC ENGINEER

SR. CIVIL ENGINEER

SENIOR MANAGER.

(ACCOUNTS)

ASST.

MANAGER (ACCOUNTS)

SENIOR

MANAGER. (PLANNING)

NERIOR MANAGER

(HR &IR)

SR. OFFICER

(PLANNING & COSTING)

MANAGER (IR)

PERSONNEL OFFICER

CHIEF

SECURITY OFFICER

CHIEF ENGINEER

SR.

ELECTRICAL ENGINEER

ARIHANT CULTURE AND ITS ASPECTS

Professionalism.

System Approach..

Commitment to Quality of product and services etc.

Excellence with economy.

Cost Consciousness.

Human resource is regarded as the most valuable asset.

Emphasis on teaching and development.

Preference for human values.

Management by participation.

Open door policy in sharing ideas and suggestions.

Group synergy.

Emphasis on effective communication and coordination.

Organizational strength and acceptance to change.

Cordial environment.

--28--

MISSION AND BUSINESS PHILOSOPHY

Mission:

The mission of Arihant can be summed up in a single line i.e.“Being World

Class Spinners By Providing Highest Quality Product With Minimum Costs.”

Business philosophy: Faith in bright future of Indian textiles and hence continued expansion in areas,

which we know best.

Total customer focus in all operational areas.

Products to be a best available quality for premium market segment through TQM

and Zero Defects implementation.

Global orientation targeting at least 20% production for exports.

Integrated diversification and product range expansion.

World class manufacturing facilities with most modern R&D and process

technology.

Faith in individual potential and respect of human values.

Encouraging innovation for constant improvement to achieve excellence in all

functional areas.

Accepting change as a way of life.

Appreciating our role as a responsible corporate citizen.

From this business philosophy Vardhman’s emerges as “Strands of

Strength” which have propelled the group growth much above the industry average-an

impressive 26% over the last 5 years.

--29--

EXPECTATIONS OF THE ORGANISATION FROM ITS

EMPLOYEES

a) Work ethics

b) Hard work

c) Work standard

d) Patience

e) Honesty

f) Interpersonal relations

g) Team work

h) Mutual trust

i) Openness

j) Adaptability and Change

k) Loyalty

l) Sensitivity and quick response in action

m) Quality of communication

n) Quality of Communication

o) Subordinate development

p) Self development

q) Self supervision

--30--

QUALITY POLICY

The organization believes in the concept of customer’s satisfaction and has a

strong belief that “PRODUCT QUALITY IS THE KEY TO SUCCESS” and works on

the quality policy of the organization. The quality policy of the organization says:”-

1. Quality shall be built in the company’s product to meet customer’s requirements

continuously. The company shall achieve this through an interface with market

place, access to the state of art and technology, R&D, Process development and

adoption of innovative manufacturing and marketing strategies.

2. The quality policy shall be implemented through a network of system and

procedures understood and followed throughout the company.

3. The quality shall integrated with the company’s main objectives:-

a) To remain leading manufacturer with quality.

b) Increase the market share with focus in niche segment.

c) Improve productivity.

d) Cost reduction.

e) Reduction in percentage of seconds.

4. The management shall remain committed to provide capital, technological and

human resources to achieve above objectives. A Company wide quality culture

shall be created through training and motivation of people at all levels in the

organization.

--32--

COMPANY’S MAIN OBJECTIVES

a) To remain market leader in quality.

b) Improve productivity.

c) Cost reduction.

d) Reduction in percentage of seconds.

The management is committed to provide capital and human resources to achieve

above objectives. This company’s wide quality culture is created through training and

motivation of people at all levels in the organization.

--33--

MANUFACTURING PROCESS

Arihant spinning is a unit engaged in the production of high quality

cotton/synthetic yarns. It takes cotton as it’s raw material and processes it into yarn, being

its final product. The whole production process is being carried through different stages.

The production process can be divided into three broad categories that are Pre-Spinning,

Spinning, Post-Spinning. Pre-Spinning comprises the process from mixing to speed

frame, ring frame is spinning process, and winding and packing come under post-

spinning. An overview of the complete manufacturing process is as under.

Pre-Spinning stage:

Mixing:

Mixing is the first process of spinning operations. Under the process, cotton

received in bale form is opened and laid down on the floor for feeding into different

machines. From mixing we mean the optimum combination of different qualities of

cotton. Taking only one type of cotton is almost impossible for any spinning unit,

because of commercial consideration and supply constrains. So, an optimum combination

of different qualities of cotton is mixed to get the desired quality of yarn. This mixing is

done on the basis of technical features of cotton and the quality of yarn required.

--34--

Blow room:

In this section, cotton that is received in bale form from mixing section is

converted into lap form for further feeding into process. In this section majority of the

raw material waste such as trash. Metal particles, dust and others are being removed.

Some removal is done manually and machines do some waste removal. In this system,

material is sucked by the machines and sends to the next section after processing and

waste removal.

Carding:

In this section, the material received in lap form, from blow room section, is

converted into sliver form. A silver is thick rope of yarn. Carding is said to be heart of

spinning. As in this process, the individual fiber in the material are open and undesirable

particles are removed from the material. Yarn in sliver form is transported to next

process.

Combing:

This process is required to produce cotton- combed counts only. Cotton sliver

received from carding is process through sliver lap/ribbon lap machine and thereafter the

said material is combed to clean dust, Straightened and individualized fibers and remove

short fibers. Waste generated during this process is 18-20% approximately and output is

sliver.

--35--

Draw frame:

In this process, 6-8 slivers received from comber section are drafted into one

sliver. This is primarily done to achieve parallels and evenness in the sliver. Output of

this section is also sliver but it’s strength has been increased as compared to the sliver in

the draw frame.

Speed frame:

This is the last process of pre- spinning. In the sliver received from draw frame

section is drafted into Roving. Roving may be called the thicker layer of yarn. A part

from drafting, twisted is also a major job performed by this section. Twisted sliver has

got more strength as compared to sliver in the draw frame.

Spinning Stage:

Ring Frame:

This is the main section of spinning process. In this section, roving received from

speed frame section is spun into yarn. Spinning process takes place in this section. Output

of all previous section was not yarn, but this section has final output of yarn. In other

words, this is actual yarn processing stage.

--36--

Post Spinning Stage:

Doubling/Winding/Twisting:

Defects of spinning section are removed in winding section and yarn is obtained

is desired package by doubling/ winding /twisting of yarn as per market requirement and

count structure.

Reeling:

Whenever market requires the yarn in hank instead of cone form, the material

wound on winding/ doubling machines is processed through

Reeling machines to convert Cones/Cheeses into hanks.

Bundling Baling:

Hank yarn being loose in nature has to be bounded & processed into Bale form.

For this, bundling/baling machines are used.

Packaging:

After winding packaging is final process. Finished yarn, winded on cotton, is

firstly wrapped in polythene bags and then packed in corrugated boxes. These boxes are

sealed and necessary marketing is done on cartons. Marketing on carton include the yarn

count, weight, CSP, lot no., carbon no. etc. material packed in these cartons is then

transferred to finished goods godown for dispatched to respective stations.

--37--

PROCESS OF MANUFACTURE

--38--

MIXING

BLOW ROOM

CARDING

COMBING

DRAW FRAME

SPEED FRAME

RING FRAME

DOUBLING / WINDING/ TWISTING

REELING

BUNDING BALING

PACKAGING

PO

ST

SP

INN

ING

STA

GE

PR

E-S

PIN

NIN

G S

TAG

E

SPINNING STAGE

PRODUCT RANGE

1. Cotton

Combed yarn

Melange yarn

Carded yarn

Tyre cord yarn

2. Synthetic

Acrylic

3. Blended Yarn

Polyester cotton yarn

Acrylic cotton yarn

Cotton viscose yarn

--39--

VARIETY OF PRODUCTS

100% Cotton Yarn

100% Acrylic yarn

Melange yarn

Blended yarn

--40--

HR PHILOSPHY

Employees in Vardhman are its most valuable resources and development of business and of employees must go hand in hand.

Every employee is special and unique in his own field and has infinite potential potential to make contribution to the organization.

Merit is the most important criteria for recruitment and reward. Creativity and innovation in technology and management through our

people is our competitive edge. HR processes facilitate consistent improvement in performance,

productivity and effectiveness through mutually agreed stretched targets.

Continuously strives to improve quality of work- life for total job satisfaction and social harmony for the employees.

HR prepares people to accept and adapt to change and learning as a way of life.

HR promotes high standards of discipline at the workplace and compliance with the laws of the land.

Prepares youth for executive role in business as a major social responsibility.

--41--

P. & I. R. DEPTT.

ROLES AND DUTIES OF I. R. DEPARTMENT IN ASM

1. CHIEF MANAGER (P. & I. R.)

He is responsible for overall coordination and control of the activities of

I. R. Departmenent.

2. MANAGER (P. & I. R.)

a. He is responsible for recruitment, training & welfare of all workers.

b. He is responsible for recruitment records of skill grading production & engineering department.

c. He is responsible for other functions or IR Department

d. including compliance of all statutory provisions under various enactment.

3. LABOUR – CUM – LIASION OFFICER

He is responsible to establish liaison with outside Government and Non- government agencies. He is also responsible for duties as assigned to shift Labour Officers.

--42--

4. SHIFT LABOUR

He helps in arranging collecting required work force for different

Department in his respective shift. He handles minor, routine grievances of the

workers. Besides above he also conducts the preliminary interviews in case of new

recruitment.

5. LABOUR WELFARE OFFICER

He is responsible for arranging all activities relating to welfare of workers

like conduct of sports, canteen, crèche, rest room etc. He is also responsible for

colony administration i.e. allotment of accommodation with the approval of Head

of IR Depot. Above he is also responsible to attend daily base Grievance of colony

resident for their prompt redressal.

6. LADY WELFARE OFFICER

She conducts preliminary interview in case of recruitment of

female workers/ trainees. She is also responsible for handling

all minor, routine grievances supervising all welfare activities

related to female workers.

7. ASSISTANCE OFFICER

He is responsible for supervising all activities relating to payments to

workers, preparation of all statutory reports & returns. He is also responsible to

reconcile all account heads with Accounts Deptt.

--43--

8. TRAINING OFFICER

Training Officer is responsible to import training to general trainees during

the initial days of their recruitment as well as to skilled workers. He shall conduct

this programme in Training Centre. He is also responsible for supervising the

training of trainees on shop floor and should look after their well being beside

taking up the cases for promotion as and when due.

9. SR. ASSISTANT (WAGES)

He is responsible for preparing all vouchers relating to payments of loan &

advances, full & final payments, unpaid wages, bonus, leave with wages etc. and

shall maintain records relating there to.

10. ASSISTANT ( E. S. I. / P.F.)

He is responsible for preparing all maintaining all records & returns

--44--

THEORETICAL FRAME WORK OF THE STUDY

INTRODUCTION

After employees have been hired, trained and remunerated, they need to be retained and maintained to serve the organization better. Welfare facilities are designed to take care of the well-beings of the employees. Welfare means faring or doing well. It is a relative concept, relative in time and space. In the term Labour welfare includes such services, facilities as amenities as may be established in or in the vicinity of undertakings to enable the persons employed in them to perform their work in healthy, congenial surroundings and to provide them with amenities conducive to good health and high morale.

Labour welfare has two aspects- negative and positive. On the negative side, labour welfare is concerned with counteracting the baneful effects of the large- scale industrial system of production –especially capitalistic. On its positive side, it deals with the provision of opportunities for the worker and his family for a good life as understood in its most comprehensive sense.

--45--

TYPES OF WELFARE ACTIVITIES

The meaning of labour welfare may be made be clearer by listing the activities and facilities, which are referred to as welfare measure.

Moorthy gives a comprehensive list of welfare activities in his monumental work on labour welfare. He divides welfare measures into two broad groups, namely:

1. Welfare measures inside the work place; and2. Welfare measures outside the work place.

Each group includes several activities.

Welfare Measures Inside the Work Place

(I) Conditions of the Work Environment:

(a) Neighbourhood safety and cleanliness; attention to approaches.(b) Housekeeping, up keeping of premises- compound wall, lawns, gardens and so

forth, egress and ingress, passages andwhitewashning of walls and floor maintainac.

(c) Workshop sanitation and cleanliness, temperature, humidity, ventilation, lighting, elimination of dust, smoke, fumes, gases.

(d) Control of effluents.(e) Convenience and comfort during work, that is, operatives` posture, seating

arrangements.(f) Distribution of working hours and provisions for rest hours, meal times and

breaks.(g) Workmen’s safety measures, that is, maintenance of machines and tools, fencing

of machines, providing guards, helmets, aprons, goggles, and first aid equipment.(h) Supply of necessary beverages, and pills and tablets, that is, salt tablets, milk,

soda.(i) Notice boards, posters, pictures, slogans, information or communication.

(II) Conveniences:

(a) Urinals and lavatories, washbasins, bathrooms, provision for spittoons; waste disposal.

(b) Provision of drinking water; water coolers.(c) Canteen services: full meal, mobile canteen.(d) Management of workers` clock rooms, rest rooms, reading room and library.

--46--

(III) Workers` Health Services:

Factory health center, dispensary, ambulance, emergency aid, medical examination for workers; health education, health research; family planning services.

(IV) Women and Child Welfare:

Antenatal and postnatal care, maternity aid, crèche and child care, women’s eneral education, separate services for women workers, that is, lunch rooms, women’s ecreation (indoor); family planning services.

(V) Workers` Recreation:

Indoor games; strenuous games to be avoided during intervals of work.

(VI) Employment follow up:

Progress of the operative in his/ her adjustment problems with regard to machines and workload, supervisors and colleagues; industrial counseling.

(VII) Economic Services:

Co- operative, loans, financial grants; thrift and saving schemes; budget knowledge, unemployment insurance, health insurance, employment bureau, profit- sharing and bonus schemes; transport services; provident fund, gratuity and pension; rewards and incentives; workmen’s compensation for injury; family assistance in times of need.

(VIII) Labour-Management Participation:

(a) Formation and working of various committees, that is, works committee, safety committee, canteen committee; consultation in welfare area, in production area, in the area of administration, in the area of public relations.

(b) Workmen’s arbitration council.(c) Research bureau.

(IX) Worker’s Education:

Reading room, library, circulating library, visual education; literary classes, adult education, social education, daily news review, factory news bulletin, co- operation with workers in education services.

--47--

(X) Welfare Measures Outside the Work Place:

(i) Housing bachelors` quarters, family residences according to types and rooms.(ii) Water, sanitation, waste disposal.(iii) Roads, lighting, parks, recreation, playgrounds.(iv) Schools; nursery, primary, secondary and high school.(v) Markets, co- operatives, consumer and credit societies.(vi) Bank(vii) Transport(viii) Communication: post, telegraph and telephone.(ix) Health and medical services: dispensary, emergency ward, out- patient and in- patient care, family visiting; family planning.(x) Recreation: games; clubs; craft centers cultural programmers, that is, music clubs, interest and hobby circles; festival celebrations; study circles; reading room and library; open air theater; swimming pool; athletics, gymnasia.(xi) Watch and ward; security.(xii) Community leadership development: council of elders; committee of representatives; administration of community services and problems; youth and women’s clubs.

The Factories Act, 1948

The welfare amenities provided under the Act are given below:]

(a) Washing facilities (S.42)(b) Facilities for storing and dry clothing (S.43)(c) Sitting facilities for occasional rest for workers who are obliged to work standing

(S.44)(d) First- aid boxes or cupboards-one for every 150 workers and ambulance facilities,

if there are more than 500 workers (S.45)(e) Canteens if employing more than 250 workers (S.46)(f) Shelters, rest rooms and lunchrooms, if employing over 150 workers. (S.47)(g) Crèche, if employing more than 30 women. (S. 48)(h) Welfare officer, if employing 500 or more workers. (S.49)

--48--

With regard to labour welfare, the Act contains provisions for

1. Appointment of a labour welfare officer; and2. Welfare of workers.

Labour Welfare Officer:

Schedule 49 of the Act provides that in every factory wherein 500 or more workers are ordinarily employed, the employer shall appoint at least one welfare officer. The officer is expected to act as an advisor, counselor, mediator and liaison officer between the management and the labour. Specifically, his/ her duties include the following:

1.Supervision of (i) safety, healthy and welfare programmes like housing, recreation, and sanitation services.(ii) Working of joint committees;(iii) Grant of leave with wages; and(iv) Redressel of workers` grievances.

2. Counseling workers in (i) Personal and family problems; (ii) Adjustment to their work environment; an (iii) Understanding their rights and privileges.

3. Advising management in matters of (i) Formulating welfare policies;

(ii) Apprenticeship training programmes; (iii) Complying with statutory obligations to workers; (iv) Developing fringe benefits; and

(v) Workers education.

4.Liaisoning with workers so that they may (i) appreciate the need for harmonious industrial relations in the plant;(ii) Resolve the disputes, if any;(iii) Understand the limitations under which they operate; and(iv) Interpret company policies correctly.

5. Liaisoning with the management s as to appraise the later about workers` viewpoints on organizational matters,

--49--

FAMILY WELFARE FACILITY IN ARIHANT SPINNING MILLS

Arihant is an honorable unit which providing employment to many works with providing the employment company also provide the employment unit also concentrate on welfare facility of the workers & their family.

For the welfare of their family & children company provide playground and Manoranjan Bhawan.

For their health company provide medical facility like E.S.I., Dispensary & Doctor Personal visit in their colony.

To encourage their child for extra curriculum Activities Company held competition.

For the health of workers, company distribute the work hours and provision for Rest hours, Meal times & Breaks.

Supply of necessary beverage, pills & tablets that is, salt tablets, milk soda.

Co-operative loans, financial grants, bonus schemes, Health insurance, Transport service, Provident fund, gratuity and Pension rewards and incentive, workman’s compensation for injury, family assistance in time of need.

--50--

RESEARCH METHDOLOGY

RESEARCH METHODOLOGY

Research methodology includes the following steps to carry out the project under study.

Research approach: - Descriptive research approach has been applied to this research study because it includes survey and fact finding enquiries of different kinds. It helps to know the state of present affairs.

Type of Research: - Field Research is used in which Personal Interview method is apply. In this method researcher used schedule with open and closed questions

. Data Source: - Primary data has been collected for the research study.

Approach Instrument: - Primary data has been collected through schedules i.e.2 questionnaires were framed separately for parents and children.

Data Analysis: - Data analysis is based upon classification, tabulation, Scaling Technique: -Likert Scaling Technique Type of Universe: - To serve the objective of the study finite universe has been selected. The universe includes the workers family living in the colony.

Sample Size: - A sample of 52 respondents comprises 26 respondents’ parents living in the colony and 26 children living with their family.

Sampling Procedure: - Stratified and Convenient sampling technique has

been applied to the research study. Population has been devised into 2 strata

named as following: -

1. Workers family living in the colony2. Children who is living in the colony.

--51--

DATA ANALYSIS & FINDINGS

Workers’ Family in a Glance

Table 1.Education Wise:

QualificationNo. Of Families % Of Families

Uneducated 10 38Primary/ Middle 10 3810/ 10+2 6 24Total 26 100

Table 2.Income Wise:

IncomeNo. Of Families % Of Families

0-2000 11 422001-3000 11 423001-5000 4 16Total 26 100

Table 3.Education and Income wise: (Figure in %)

Income Qualification

0-2000 2001-3000 3001-5000 Total

Uneducated 30 8 - 38Primary/ Middle 3 27 8 3810/ 10+2 8 8 8 24Total 41 43 16 100

--52--

Workers’ Family and Children

No. Of children according to qualification and income of parents:

Figure 1.

Inference: The above analysis shows that there is negative correlation among the

education, income and number of children. In other words, education and income has

great effect upon the size of the family. Uneducated or less educated parents (up to

middle standard) have big families. The reason being that they don’t know the positive

aspects of small family. According to some parents, children are the blessing of God and

some parents said that if there were more male members (sons) in the family, there would

be more sources of income. So, the families having more girl children first or only one

son in the family, are in the favour of producing more and more children in the desire of a

son. In addition, they think that single son can’t secure their future because future is

--53--

uncertain and there may be any mishappening with the son or he may be afflicted to any

serious disease. These families have lower income but more number of children and

always consider that they can’t provide proper facilities to their children because of small

package. They think that their income should be increased but size of family shouldn’t.

But they never think even don’t recognize the fact of slogan,“Small family is a happy

family”.

--54--

Consciousness of Parents towards Child Education

Child EducationFigure 2.

Inference: The above figure states that only 62% children are going to school, while

100% parents are strongly agree with the statement of “ education is necessary for

children”. This analysis can be more specified with the help of following figure:

Reasons not to send:

The analysis of following figure3 states that 3.5% children are not eligible to go to

school. In other words they are below the age of 3 years. 19% children are of 5 years old,

who are not going to school. According to their parents children below the age of 5 years

can’t care for themselves. In addition, their education charges like admission fee, books,

stationery and hiring a rickshaw etc. increase their expenditure. There are 8% children

with the age of 6-15 years old, who never got admitted in the school. The reason being

that their parents has lack of money.

--55—

Figure 3.

However, 7.5% children out of 38% got admitted in the school but couldn’t continue their

studies. The reason being that 1.5% children (female) got married and 6% are working in

the mill. These 7.5% children couldn’t go for further studies after getting education up to

5th to 8th standard because their parents couldn’t afford for their higher classes.

--56--

School PreferenceFigure 4.

Inference: The above analysis shows that 71% children are going to Private schools and

29% children are going to Govt. schools. On the parents’ side, 100% parents do prefer

Pvt. Schools on the basis of better education and other facilities like transportation etc.

Moreover, the workers don’t belong to the Punjab state. Therefore, it’s difficult for their

children to get education with Punjabi medium in Govt. schools. They get admitted in

Govt. schools only after passing 8th standard in Pvt. Schools. Hence 29% children are

those who are pursuing 9th standard and upward.

The reason being that their parents can’t afford expensive higher education in Pvt.

Schools and because of their helpless workers send their children in Govt. Schools for

high classes.

Hence, education doesn’t affect the schools preference but income does.

--57--

Check Home WorkFigure 5.

Inference: As per above analysis 81% parents check homework of their children. But

there are 62% families (Table 3) somehow educated i.e. 38% up to middle standard and

24% up to 10+2 standard. In addition, rest of 19% parents who are illiterate but are

conscious about child education. Although they can’t check home work but their elder

siblings serve the purpose and they provide them tuition facility also. 8% parents are

neutral about the statement because a single child is not going to school of these families.

On the other hand, 54% children admit that their parents check homework and 46% said

that their parents don’t but elder siblings do.

--58--

Tuition Facility

Figure 6.

Inference: Education of parents does not influence the mindset about tuition facility. But

income of parents plays a vital role in providing tuition facility to children. All the

parents (educated or uneducated) are agree with the statement that extra coaching should

be provided to the children. As 54% parents are providing tuition facility to their

children. The most crucial factor behind this favorableness is that the workers belong to

the states other than Punjab. But here in Punjab in Govt. schools rather in Pvt. schools

Punjabi is a compulsory subject. That’s why children do need of tuition for Punjabi

subjects.

--59--

Moreover, only 46% children are getting tuition facility, while 54% parents said they

have needed it. It means children need extra coaching and parents do want to provide the

facility but they can’t provide because of lack of money. 38% parents said that their

children don’t have any need of tuition because there are one or more elder siblings in the

family to teach younger ones.

8% parents belong to the neutral category whose nobody child is going to school.

--60--

Consciousness of Parents towards Child Health

Inference: All the parents (educated or uneducated) having less income or more provide

meals to their children thrice a day. School going children also take their lunch with

them. Hence, proper meals might be sign of nutrition food and good health.

Education doesn’t affect the food ingredients provided but income at large. The following

figure can specify the same:

Figure 7.

As the above analysis states that 54% parents provide Tea to their children because they

can’t afford for milk etc. in addition, most of the families whose income is less than Rs.

2000 p.m. provide black tea to their children.

Size of the family has great effect on the food provided to the family. Small families

having income more than Rs. 2500 p.m. provide milk. fruit, curd and sometimes Bourn

vita etc. to the children in meals. Therefore, even less educated families with more

income provide nutrition food to their family.

--61--

Consciousness of Parents towards Extra Curricular Activities

Awareness about the competitionsFigure 8.

Inference: Analysis of figure 8 states that 92% parents are aware about the competitions

which company held for them. There are 8% parents living in the Dhuri colony can’t get

any information about the competitions etc. In figure 9 only 61% parents allow their

children to participate in the competitions held by the mill. The rest of 39% don’t allow.

The reasons not to allow are as under:

1. According to some parents workers’ children can never compete the other

children.

2. If a child participate in the competition and defeat the game, he feel insulted in the

colony.

--62--

Figure 9.

3. Mostly parents don’t allow participating their children up to the age of 10 years.

4. Mostly girl children are demoralized to participate.

Further analysis predicts that neither education nor income has any affect on parent’s

decision in participating the competitions etc.

--63--

Participation of ChildrenFigure 10.

Inference: This figure states that only 42% children participate in games and competitions

etc. held by the mill. In addition, these 42% children are male children. On the other

hand, 58% children who don’t participate are mostly (34%) girl children who are not to

be allowed or demoralized in participating. The rest of 24% children out of 58% can’t

participate due to following reasons:

1. Lack of proper information.

2. Competition is held on school days.

3. Lack of motivation from both sides i.e. parents and the mill.

--64--

Attitude of Families towards Medical Welfare

Satisfaction with the medical facilitiesFigure 11.

Inference: As per above analysis 61% families are satisfied with the medical welfare

provided by the mill. According to them treatment provided inside the mill is satisfactory

for petty diseases. Moreover, ESI and Ambulance facility is also provided to them when

it is needed. All the medical facilities are available for 24 hours and they don’t have any

trouble to avail the same.

4% families who are well educated and have income up to Rs 5000 p.m. don’t know

about the quality of medical facility. They always go out side for treatment.

35% families are not satisfied with the medical facilities. According to them same

medicine for different ailments is given in the dispensary. Some families said that

dispensary’s medicine doesn’t suit them. Therefore, they always prefer Private Clinic to

get treatment.

--65--

Attitude of Families towards Housekeeping

House ConditionFigure 12.

Inference: the above figure states that there are only 12% families have maintained their

houses in a good way. 50% families fall in average category and the rest of 38% families

in bad category.

There is no hard and fast rule or rule of thumb to measure the attitude of families towards

housekeeping. Therefore, to serve the observation method has been applied and some

questions related to the housekeeping are asked. Under this method house condition at the

time of interview has been divided into three categories wise: Good, Average and Bad.

The criteria for the each category has been set up as under:

--66--

Good: Properly cleaned and maintained. No web or dust, use dustbin and polythin to

dispose off the wastage of house, use Phenol to clean the floor, kept thing in right place.

Average: Properly cleaned but don’t use dustbin, phenol . just clean the floor with water

only. Not properly maintained.

Bad: Bad houses are those where nothing is maintained or cleaned properly. Don’t

dispose off wastage of house properly and in time.

--67--

CONCLUSION

Conclusion

It is concludes from the whole study that education plays a vital role in all the shamus of workers life. As there are mostly uneducated workers living in the colony. They have less Income but more no. of children. It happens only because of illiteracy. They don’t know the importance of family planning. A big family creates many problems for children and their parents. As they can not provide proper education, nutrition food etc.to their family. Moreover a big family imposes much Burdon of expenses and the family. Therefore workers should provide maximum knowledge & education.

--68--

SUGGESTIONS

Suggestions

1. The mill should provide Scholarship to the students who want to go for higher

studies on the basis of their previous performance and teachers’ references.

2. There should be small library for students who want to gain more knowledge.

3. There is more wastage of stale food in the colonies. So a “Gaushala Gadi” should

be visited once a week to collect the stale food.

4. Workers should be enlightened more and more about family planning and AIDS.

5. The workers who have more than 3 children should not to be allowed to reside in

mill’s colony. It will ensure family planning.

6. In these days nobody is using Manoranjan Bhavan because most of the families

have their own T.V. sets at home. So to utilize that place, children (below the age

of 5 years) should be given primary education there.

7. Females living in the colony have much spare time after finishing their household

work. They should be provided other activities like binding of books, making

sweets covers, paper polythin, bags used in production unit etc. It will generate

income for them.

8. Mill should encourage girl children to participate in competitions like Mehandi

putting, Rangoly designing, Knitting etc.

9. Green environment should be maintained in the colonies. For this purpose the

children should be implanted greenery or plants. So that they can know the value

of planting.

--69--

10. Proper information and in time about the competition etc. to all the workers living

in the colony.

--70--

APPENDIX

QUESTIONNAIRE (Parents)

Name : Qualification

Tenure : Sex

MONTHLY INCOME:

CHILDERN 1 2 3 4 5 6

MALE/FEMALE

AGE

CLASS

SCHOOL

1. Education is necessary for children. Strongly Agree Agree Don’t Know Disagree Strongly Disagree

2. Which School is better for your child?a) Private b) Govt.c) Both Why ……………………….

3. Extra coaching is necessary for children Strongly Agree Agree Don’t Know Disagree Strongly Disagree If not agree then why …………………

4. Do you check the home work of your child?a) Yes b) No If not then why …………………

5. Do you satisfied with the Medical facilities provide by Company?

Satisfied Neutral Dissatisfied If not satisfied then why………………………

--71--

6. Do you know about the competition which company held for you?a) Yes b) No

7. Do you allow your children to participate in the competition?a) Yes b) No

8. A working women can’t fully care for her child. Strongly Agree Agree Don’t Know Disagree Strongly Disagree Why ………………… 9 A clean Home is sign of good health Strongly Agree Agree Don’t Know Disagree Strongly Disagree Why ………………… House condition that time……………………….. 10. Do you have dustbin in your Home?a) Yes b) No If yes then where is ……………..

11. Do you use Phenol to clean your House? a) Yes b) No If not then why …………………

12. Do you believe playing is also necessary for good health? Strongly Agree Agree Don’t Know Disagree Strongly Disagree

13. Do you give permission to your child to play in playground? a) Yes b) No If not then why …………………

14. What do you provide to your child in food Breakfast? Breakfast ………………. Lunch ………………. Dinner ……………….

15. Any type of suggestion to improve your welfare facility ? …………………………………………………………….

--72--

Questionnaire (Children)

Name :

Father’s Name :

Class : 3rd to 6th Grade7th to 9th Grade

10th to 12th

School :

Sibling :

Age :

1. Do you go to school? a) Yes b) No If not then why…………………………..

2. Which school do you prefer for study? (a) Government (b) Private (c) Both Why…………

3. Is your parents check your home work? a) Yes b) Not If not then why…………………………..

4. Do you need any extra coaching for your study? a) Yes b) Not If not then why…………………………..

5. Do you take breakfast daily? (a) Yes (b) No If not then why……………………………………

6. Do you take Lunch for your School? (a) Yes (b) No If not then why ……………………………………

--73--

7. Do you get milk daily? (a) Yes (b) No If not then why ……………………………………

08.Do you like to participate in competition which company held for you? (a) Yes (b) No If not, then why …………………………………

09.Do you like to play in playground? (a) Yes (b) No (c) I like but can’t go…… Why ………..

10. Do you get any position in your Class? Study (a) Yes (b) No Games (a) Yes (b) No Others (a) Yes (b) No

11. What do you want to be in your life? ……………………………………..

--74--

BIBLIOGRAPHY

Research Methodology : C. R. Kothari

Human Resource Management : C. B. Gupta

Organization Behavior : Robbins

Organization Behavior : Fishers

Web Site : www.vardhman.com

--75--