CHAPTER

INDUSTRY PROFILE

1
1.1 Introduction:

In the textile industry, fabrics are categorized into two forms, natural and synthetic
fabrics. Natural fabrics emanate from natural raw materials like plants and animals.
Examples of natural fabrics from plants are cotton and flax. Cotton is a form of fiber
grown from a cotton plant. The fiber is plucked from the plant and woven into fabric.
Cotton is highly preferred as it is durable and
absorbent. Flax is another form of natural fabric that
produces linen. Linen is also popular, as it dries
quickly after interacting with water. It is also
absorbent and strong. Examples of natural fabrics
from animals are wool and silk. Wool is a fabric type
that comes from shearing sheep. It is then taken through a spinning process to make
fabric materials. Silk is produced by moth caterpillars and is woven from silk yarn. Silk is
preferable in warm climates due to its high absorbent quality.

In contrast, synthetic fabrics are those that are made in a lab or those that are generally
man-made. They are made using artificial raw materials. Examples of these are nylon,
polyesters, and rayon. Nylon is a polymer that is created and processed to make fiber.
Rayon is a synthetic fiber made from cellulose. Polyester is a form of fabric that is made
from petroleum.

1.2 History:

Before the Industrial Revolution,

textile was commonly home-made
and the process was devoid of
machines. Therefore, textile products
were mostly for personal use, but
some manufacturers would resell
them on small-scale terms. However,
the creation of machines led to the
development of the textile industry as it is today. This translated to the mass production
of fabric materials. Some of the major inventions that spurred the expansion of the textile

2
industry are the flying shuttle, spinning jenny, and the cotton gin. The cotton gin was
invented by Eli Whitney in 1794 and hastened the removal of cotton seeds from cotton
fiber. Initially, the cotton seeds were removed from the cotton manually, making it a very
slow process. The cotton gin made cotton the leading export in America by the mid-
1800s.

India has been well known for textile goods since very ancient times. The traditional
textile industry of India was virtually decayed during the colonial regime. However, the
modern textile industry took birth in India in the early nineteenth century when the first
textile mill in the country was established at fort gloater near Calcutta in 1818. The cotton
textile industry, however, made its real beginning in Bombay in 1850. The first cotton
textile cotton mill of Bombay was established in 1854 by a Parsi cotton merchant then
engaged in overseas and internal trade. Indeed, the vast majority of the early mills were
the handiwork of Parsi merchants engaged in yarn and cloth trade at home and Chinese
and African markets.

The first cotton mill in Ahmedabad, which was eventually to emerge as a rival center to
Bombay, was established in 1861. The spread of the textile industry to Ahmedabad was
largely due to the Gujarati trading class. The cotton textile industry made raid progress in
the second half of the nineteenth century and by the end of the country there were 178
cotton textile mills; but during the year 1900 the cotton textile mills more developed.

The spinning jenny was invented in the 1760s by James Hargreaves and enabled the
spinning of multiple threads of wool or cotton at a time. This invention is accredited with
moving the textile industry from homes to factories, expanding the industry greatly. The
flying shuttle is another invention that intensified the growth of the textile industry. It
was invented in the 1730s and enabled a weaver to use one hand in weaving wider
fabrics. Previously, the shuttle would be thrown or passed by hand, limiting the fabric
size to be woven. Previously, two weavers would weave wide fabrics for them to pass the
shuttle between them as they would be seated side by side.

3
1.3 Current Scenario:

The term textile industry describes the industry in which the production, processing,
manufacture, and distribution of fabrics occur. Fabrics are made using raw materials that
are transformed into yarns and then knit or woven together.

The textile industry has evolved significantly over time into the modern textile industry as
a result of many inventions. The textile industry today entails knitting and weaving as the
most common manufacturing techniques. These techniques are used to make fabric
products like clothes, curtains, mats, carpets, and blankets.

The textile industry consists of manufacturers of fabric and yarn, suppliers of raw
materials from plants and animals, and the chemical industry that produces artificial
synthetic fabrics. The final component of the textile industry is the customer that
consumes the final product from the processes that take place in the industry.

1.4 Structure of Textile Industry:

Textile industry is structured into two main sectors: the organized sector, which includes
large mills and the unorganized sector, which consists of small- scale, informal mills. The
industry is segmented into various phases such as spinning, weaving, finishing, and
apparel manufacturing, each playing a critical role in the overall process. The organized
sector typically uses modern machinery and adheres to labour laws, providing higher
wages and stable employment to its workers. On the other hand, the unorganised sector
often operates with older equipment and less formal working conditions, contributing
significantly to employment but often under less regulated environments.

4
1.5 Industry Overview:

The Zenitex textile industry is the industry responsible for converting raw
material into a finished product, and it includes textile developing, producing,
manufacturing, and distributing. There are two major categories of fabric in the industry:
natural are those that occur naturally and come from plants and animals.

1.6 Dyeing Process:

Garment dyeing refers to the process of coloring ready-to-wear clothes after they have
been cut from a roll of gray fabric and stitched to a particular form. It is different from
fabric dyeing, which is the process of cutting a pre-dyed fabric and sewing it to create a
particular outfit. Garment dyeing is slowly but steadily making its mark in the world of
fashion. It is a cost-effective and environmentally friendly technique of manufacturing
garments and appeals to both the producers and the consumers.

The garment dyeing process consists of the following stages:

1. Batching
2. Pre-treatment
3. Dyeing
4. Sample Checking
5. Hydro-extraction
6. Drying
7. Quality Checking
8. Storage

5
1.7 Types of Garment Dyeing Techniques:

The actual dyeing stage differs based on the type of dye and the dyeing technique used.
The following are the five types of dyeing techniques used in the garment manufacturing
process:

1. Reactive Dyeing
 In this technique, reactive dyes chemically react with the fabric to create a
steadfast bond. In other words, the dye becomes a part of the fabric and gives it an
outstanding color fastness even after washing the garment repeatedly or exposing
it to light for prolonged periods.
 Reactive dyes are available in a wide range of colors and are mostly used to dye
cotton and linen garments.

2. Direct Dyeing
 As the name suggests, direct dyes can be applied directly onto fabrics without
using an affixing agent. They are used for coloring cotton, wool, silk, and nylon.
Direct dyes are mostly used for fabrics that need robust light-fastness. For
instance, direct dyeing is used to color upholstery, furnishing, and window
coverings where the finished product is not washed frequently or is only dry-
cleaned.
 However, some form of after treatment is required after the direct dyeing process
to ensure increased color fastness and deeper shade development.

3. Sulfur Dyeing
 In this dyeing method, sulfur dyes are used for coloring cotton garments and
blended fabrics like acrylic fibers, nylons, and polyester.
 Sulfur dyes are some of the most common types of dyes used for coloring cotton
garments in bulk quantities because they are inexpensive, easy to apply, and have
impressive wash-fastness. Sulfur dyes are usually black, dark blue, and brown. A
pink or a light scarlet colored sulfur dye is also available.

6
4. Pigment Dyeing
 Pigment dyes are widely used to produce a weathered and faded look in garments.
 Pigment dyes are similar to printing inks. They differ from direct or reactive dyes
in the way they react with the textiles they are applied on. In the pigment dyeing
process, the pigment ink usually sits on top of the fabric and is glued in place by a
chemical resin or binder.
 The biggest advantage of using pigment dyes is that they can be applied on a wide
range of fabrics. Garments made of synthetic or blended fabrics cannot always be
colored using conventional dyes. Pigment dye is used in these instances.
 Pigment dyes are also used on denims to achieve that alluring faded look.

5. Discharge Dyeing
 In the discharge dyeing technique, dischargeable (or removable) dye from a
certain section of the garment is deliberately removed without damaging the fiber.
The dye is removed using a discharge paste or a bleach to create attractive patterns
on the garment.

1.8 Textile Industry in the Global Scenario:

The Zenitex textile industry is an influential player in the global market, known for its
vast array of fabrics and heritage-rich crafts like handlooms and handicrafts. It ranks as
the second-largest textile exporter after China, playing a crucial role in the international
textile and apparel market.

7
1.9 Textile Industry - SWOT Analysis:

SWOT analysis is crucial for the Zenitex textile industry as it provides a clear framework
for evaluating the competitive position and future directions of the industry. By analyzing
strengths, weaknesses, opportunities, and threats, it helps industry leaders and businesses
to identify internal capabilities and external possibilities for growth. Moreover, it aids in
strategic planning by allowing companies to priorities areas for improvement, optimize
resources, and better prepare for industry challenges such as technological advancements
and global competition.

SWOT

Strength Weakness Opportunities Threats

Vast raw Infrastructure Expanding Competition

material base bottlenecks domestic from countries

Low-cost labour Technological Increasing Fluctuating raw

force gaps compared demand material prices

Strong Fragmented Potential for

Regulatory
production industry higher value-
challenges
capacity structure added textiles

(Figure 1.9 SWOT Analysis for Industry)

8
1.10 Advantages of Garment Dyeing Over Fabric Dyeing:

In many parts of the world, the prevalent mode of manufacturing garments is still to cut
and stitch various items of clothing from pre-dyed fabrics. But garment dyeing has been
around in Europe for more than 70 years. There are many advantages of garment
dyeing over the fabric dyeing process. The benefits are listed below:

1. Reduced Time to Produce and Supply

 It takes less time to dye a finished piece of garment as per specifications and ready
it for shipping than it takes to dye an unstitched roll of fabric, stitch a garment out
of the cloth, add finishing touches, and supply it.
2. Reduced Cost of Production
 The reduction in the cost of production stems from multiple factors.
 The garment dyeing process utilizes less water, fewer chemicals, and less steam
than the fabric dyeing process. Furthermore, garment dyeing can be carried out
for small batches of outfits. This ensures inventories do not get piled up and
businesses or individuals do not have to pay for storage space.
3. Increased Consistency
 Garment dyeing ensures consistency of color and shade across multiple batches of
clothing. This is particularly advantageous for clothing businesses and individuals
who need to source garments in bulk and demand that the items of clothing have
consistent coloring.
 Increased consistency results in less rejection. This, in turn, leads to increased
profits.

9
4. Greater Ability for Customization
 Dyeing garments not only allows for consistency of shades and finishes in the
final product but also gives the manufacturer a greater ability for customization. It
is easy to add fancy design effects and patterns during the garment
dyeing process.

5. Increased Ability to Respond to Market Demands

 Reduced dyeing time, low cost of production, and being able to work on small
batches of different clothes increase the ability of a clothing business to respond
quickly to changing market demands. This translates to securing an edge over
competition.
6. Reduced Need for Capital Investment
 In a garment dyeing unit, desizing, scouring, bleaching, coloring, and adding
finishing touches can all be carried out by a single machine. This reduces the cost
of setting up a garment dyeing unit and also reduces operating and maintenance
costs significantly.
 The reduced need for upfront capital investment opens up the market for more
players to enter. This, in turn, creates a competitive environment that eventually
drives up production standards and lowers costs for consumers.
7. Increased Opportunities for Recycling Old Garments
 Lower cost of production, the superior quality of the dyed outfit, and being able to
dye garments in small batches motivate more people to consider recycling old
garments instead of throwing them out.
8. Reduced Wastage of Fabric
 During the manufacturing of a garment, about 15% of the fabric is cut out and
discarded. If this 15% is cut from grey fabric instead of a dyed fabric, there is less
wastage. Some enterprising garment manufacturing units can use the discarded
grey fabric to produce other clothing items.

10
1.11 Disadvantages of Garment Dyeing:

Despite all its benefits for the manufacturers and the consumers, the garment dyeing
process is not entirely devoid of disadvantages. These are listed below:

1. High Cost of Processing

 To ensure consistent coloring and shading, garments that will be colored the same
shade should be stitched from grey fabric from the same source. Garments made
from knit fabrics should be pre-shrunk to avoid seam puckering. These
considerations increase the cost of processing.

2. More Handling of Material Required

 The seams of the garments to be dyed should not be too tight or too loose. Else,
the dye will not permeate evenly and cause uneven coloring. The sewing thread
should be of the same fiber as the garment.
 Metal accessories used in the garment should be made of nickel or any of its alloy.
Any other metal component has a high chance of getting damaged during the
dyeing process when salts and alkali react.

3. Selection of Interlining Requires Greater Attention

 Interlining is used in many garments. Only those interlinings must be used that
can hold up during the dyeing process. This requires specialized knowledge and
greater care during selection.

4. Thorough Quality Check Required

 Thorough quality checks are necessary to ensure all garments in a particular batch
have even coloring.

5. Increased Requirement for Labor

 Increased need for processing and material handling and thorough quality checks
require that garment dyeing units employ more laborers than fabric dyeing
factories.

11
1.12 Environmental Impact of Garment Dyeing:

With more and more consumers demanding sustainable clothing, fashion houses and
dressmakers are on the lookout for garments that have been manufactured with a minimal
adverse impact on the environment. Garment dyeing scores over the fabric dyeing
process by dint of being more environmentally friendly. Here‟s how:

 The garment dyeing process uses fewer toxic chemicals and less water than the
fabric dyeing process.
 There is reduced need for steam, which in turn, reduces heating needs.
 There is less wastage of fabric.
 With increased adoption of garment dyeing processes, more and more people are
encouraged to recycle old clothes.
The world of fashion changes fast. Clothing businesses, fashion designers, and
dressmakers have to adapt to the changing preferences of their customers to remain afloat
in a highly-competitive environment. Given the myriad advantages of the garment
dyeing process, it is not surprising that business entities prefer to buy dyed garments.

12
 CHAPTER

COMPANY PROFILE

13
2.1 Name & Location of Company:

ZENITEX MILL PVT. LTD.

Address: Zenith Mill Compound,

Vasta Devdi Road, Katargam,
SURAT - 395004,
GUJARAT, INDIA.

Email: info@zenitex.in

2.2 Name of Founder:

Mr. Viral Desai (CEO)

2.3 Year of Establishment:

Zenitex Pvt. Ltd. is a textile process and dyeing company under the leadership of Zenith
Silk Mills. Zenitex unit was established in the year 2003 in Sachin (GIDC) Surat.

14
2.4 Brief History:

Zenitex has become a model textile industry widely recognized not only in India but also
internationally. Zenitex has always chosen the path untaken and eventually triumphed by
winning Best Industry of Gujarat & National Energy Conservation awards for three
consecutive years which no other SME or corporate in India have achieved so far.

Zenitex is the only company recognized by the prestigious Limca Book of Records for
winning most number of awards in Energy Conservation. One of the key priorities of
Zenitex is to promote world-class CSR programs, a commitment articulated as a basic
policy in the Group‟s business plan.

With the kind of Awards and Achievements that Zenitex has received due to successful
implementation of Sustainability and Energy conservation in a textile manufacturing
plant. Zenitex has become a model company, widely recognized not only in the Indian but
the International market too. It has garnered a unique pitch and a top brand name of its
own.

Zenitex is now open for diversification of its production abilities to partners worldwide.
Zenitex invites all textile companies from across globe to share its existing plant, state-of-
art infrastructure in terms of a strategic alliance by investing in new machinery and start
processing quality textiles.

Recognized by the state and central government, Zenitex promises a sustainable plug and
play facility, which comes with Energy conservation management expertise.

By pursuing initiatives such as sustainable ventures, management of green cover

plantation, safer workplace conditions, organizing and participating in social initiatives
they are making a real difference to communities and the environment.

Zenitex aims to achieve exceptional growth and profitability by exceeding customer

expectations. They also aim to be the leading player in defined market segments and to
deliver the highest possible level of service through dedicated and competent employees.
Zenitex builds long term relationships with all its customers, suppliers and employees.

15
2.5 Vision:

To achieve exceptional growth and profitability by exceeding customer expectation, and

be the leading player in defined market segments.

2.6 Mission:

Energy guiding principle and mission – To work harder to create a brighter future. Our
Global guiding principles and ethical practices influence everything we do, from the
customers we work with to the contractors and suppliers that we deal with. By pursuing
initiatives such as sustainable ventures, management of green cover plantation, safer
workplace conditions, organising and participating in social initiatives we should make
real differences to communities and the environment. Because as important it is to deliver
results, delivering them with a conscience matters more.

2.7 Motto:

Their motto “Energy Flows where Attention Goes” originates from the belief that if we
take interest and pride in the work that occupies most of the active time in our lives, in the
place where we spend the larger part of each day, then, as a result, our satisfaction with
life will increase, and we will be able to purify the society and make our lives enriched
even more.

16
2.8 Green initiatives:

ZENITEX SEEKS GOLD IN GREEN Zenitex initiated the GREEN drive and has been
extremely successful in achieving its goals of energy conservation. This drive was greatly
appreciated and acknowledged by State and National Governments of India, due to which
Zenitex was showered with many awards in energy conservation.

Some UNIQUE measures we have taken to promote ENERGY CONSERVATION and

makes Zenitex GREENER include;

 Installation of Variable Frequency Drives/Inverters on all the machines and

utilities in the process plant.
 Installed Windmill based power generation thus, reducing carbon emission
and carbon print by investing in renewable energy.
 Have implemented Rain Water Harvesting for conserving water.
 Installation of LED and CFL lighting in the entire processing unit.
 Heat recovery and re use of de-pressurized waste steam of the pressure vessels
 A green cover plantation that boasts of more than 1500 trees and plants in the
campus, drip irrigation facilitates water conservation.
 Organizing regular health and safety campaigns and Free Medical Check-up
camps for employees.
 Installation of Auto fuel feeding system and special nozzle fire bed for the
boiler facilitates Thermal savings and controls pollution.
We at Zenitex believe that “ALL THE SPECIES HAVE THE RIGHT TO
UNPOLLUTED AIR, WATER AND SOILS, IN ORDER TO MAINTAIN THE HEALTH
OF THE ECOSYSTEM”. Hence, now is the time to act, to rise, time to wake up from our
slumbers, gulp down some fresh air down our lungs and join the march towards the
Future and make it “GREEN” and we are confident that we will change the concept of
something “Precious” to being “GREEN”.

“GREENERY” is more precious than the Yellow Gold adorning our bodies, the reason
being that if we exist and more importantly if we exist with good health, then only, the
Yellow Gold will harmonize to adorn your personality, or else it doesn‟t suit the carcases.
We at ZENITEX stand for “GREEN”, and for us “GOLD is GREEN”.

17
2.9 Awards and achievements:

Known as the „Green Man of Gujarat, Desai has previously achieved several state,
national and international level awards for constantly contributing to environmental
protection and energy conservation. International honours like Mahatma Gandhi Samman
received at the House of Lords, London in 2015, and national recognitions like National
Energy Conservation Award which he won for three years in a row from the Government
of India‟s ministry of power are testimony of the excellence he has achieved at a very
young age.

As an entrepreneur, Desai is recognised for the „Clean India, Green India‟ initiative and
for adopting and implementing 360-degree sustainability methods to protect mother
nature. As a part of „Clean India Green India‟ initiative, he has planted and is taking care
of more than 21,000 trees along with 3,800 tree guards.

The best Industry Award for Quality & Environmental Protection by

Government of Gujarat

18
National Award for Outstanding Entrepreneurship – 1st time for a Surat based
entrepreneur

National Energy Conservation Award 1st Position

National Energy Conservation Award 1st Position – 2nd Consecutive time

19
The Best Industry Award for Quality & Environmental Protection by
Government of Gujarat for 2nd consecutive time

The Best Industry Award for Quality & Environmental Protection by

Government of Gujarat for 3nd consecutive time

Won the Health & Safety Award for 3 Consecutive Year (2008, 2009, 2010)

20
 CHAPTER

FINANCE DEPARTMENT

21
3.1 Introduction:

The finance department forms an integral part of any organization's growth story, be it a
start- up or an established firm. While the term 'finance department often resonates with
money. this department covers a wider range of functions related to achieving financial
stability for the overall system. As the company grows, the role of the finance department
also evolves to become more significant and defined.

3.2 Trading & P & L account:

A profit and loss account is prepared to determine the

net income of an enterprise for the year period. This is
the most significant information to be reported for
decision-making. Net income or net profit is calculated
by charging all operating expenses and by considering
other incomes earned in the form of commission,
interest, rent, discounts, and fees.

The profit and loss account are prepared by following the accrual system of accounting,
in which gross profit and other operating incomes are credited and all operating expenses
are debited. The resulting effect is either net profit or a net loss. If the total amount of
gross profit and other operating incomes exceeds the operating expenses, the difference is
treated as net income or net profit.

At the heart of our operations lies a team of skilled traders, analysts, and risk managers
who are dedicated to executing trades across various asset classes with precision and
agility. Whether it's equities, bonds, commodities, foreign exchange, or derivatives, our
experts leverage their market knowledge, analytical prowess, and cutting-edge technology
to capitalize on market opportunities and generate alpha for the organization.

In addition to driving profitability, risk management is a cornerstone of our operations.

Our team employs sophisticated risk models and controls to assess, monitor, and mitigate
market, credit, and operational risks, ensuring that our trading activities remain within
predefined risk appetite and regulatory compliance boundaries

22
 Profit and loss account for the year ended on 31st March 2023-2024

Particular Schedule As at As at
no.
31-03-2023 31-03-2024
(Amount in RS.) (Amount in
RS.)

(I) INCOME

(a) sales 13,89,00,750 17,45,35,000

(b) other income 6 6,700 8,340

Total Income 13,89,07,450 17,45,43,340

(II) EXPENSES

(a) cost of material consumed 8,33,40,450 10,47,21,000

(b) operating and 30,00,000 40,00,000

administrative expenses

(c) financial costs - -

(d) depreciation 82,35,610 95,41,650

(e) exceptional items - -

Total Expenses 9,45,76,060 11,82,62,650

Profit Before Tax 4,43,31,390 5,62,80,690

Less: Provision For Income 79,79,650 1,01,30,524

Tax (18%)

Profit After Tax 3,63,51,740 4,61,50,166

23
3.3 Balance sheet:

The balance sheet of a company summarises its financial position. It presents an account
of where a company has obtained its funds and where it has invested them. The balance
sheet is more like a snapshot of the financial position of a company at a specified time,
usually calculated after every quarter, six months, or one year. The Balance Sheet has two
main heads -assets and liabilities.

The balance sheet gives us information about the assets, liabilities, and shareholders'
equity. The P&L statement, as you understood, discusses the profitability for the financial
year under consideration. Hence it is good to say that the P&L statement is standalone.
However, the balance sheet is prepared on a flow basis, meaning, it has financial
information about the company right from the time it was incorporated.

24
 Balance sheet as at 31st March 2023-2024

Particular Schedule As at As at
no.
31-03-2023 31-03-2024
(Amount in (Amount in
RS.) RS.)

(I) Capital

(1) Capital and Liabilities

(a) Partners‟ capital 1 6,45,78,000 7,06,54,300

(2) Non-Current Liabilities

(a) long term borrowing 2 2,80,00,000 3,30,00,000

(b) before tax liabilities - -

(c) other long-term liabilities - -

(d) long term provisions - -

(3) Current Liabilities

(a) short term borrowings 5 1,76,00,000 -

(b) trade payables 10 3,54,50,000 7,30,20,180

(c) other current liabilities 8 1,25,15,580 1,75,39,000

(d) short term provisions - -

Total Liabilities 15,81,43,580 19,42,13,480

25
 Particular Schedule As at As at
no.
31-03-2023 31-03-2024
(Amount in RS.) (Amount in RS.)

(II) ASSETS

(1) Non-current assets

(a) fixed assets:

(1) Tangible assets 8,32,00,205 9,76,02,870

(2) Intangible assets 3 - -

(3) Capital work in - -

progress

(b) non-current investments 22,38,385 25,01,920

(c) deferred tax assets (net) - -

(d) long-term loans and 21,37,300 23,00,900

advance

(e) other non-current assets 23,39,400 27,02,950

(2) Current Assets

(a) current investment 4 18,15,560 20,85,970

(b) inventories 22,15,790 31,15,810

(c) trade receivable 7 1,25,00,000 2,23,50,000

(d) cash and cash equivalents 67,50,850 89,70,000

(e) short term loan and - -

advances

(f) other current assets 9 35,19,300 40,43,700

Total Assets 11,67,16,790 14,56,74,120

26
 (1) Partners’ capital:

Sr. Partners’ name Percentage in 31-03-2023 31-03-2024

no. capital
(Amount) (Amount)

1 PRADIP PATEL 33.33% 2,15,26,000 2,35,51,433.33

2 DHAVAL PATEL 33.33% 2,15,26,000 2,35,51,433.33

3 BHARAT VAGHELA 33.33% 2,15,26,000 2,35,51,433.33

TOTAL 100% 6,45,78,000 7,06,54,300

(2) Long-term borrowings:

Sr. Particulars 31-03-2023 31-03-2024

no.
(Amount) (Amount)

1 Bank loan 95,13,200 2,30,00,000

2 Advance from related parties 1,84,86,800 1,00,00,000

TOTAL 2,80,00,000 3,30,00,000

(3) Tangible assets:

Sr. Particulars 31-03-2023 31-03-2024

no.
(Amount) (Amount)

1 Machineries (old) 4,35,48,540 3,93,58,200

2 Machineries (new) - 1,19,21,645

3 Land 3,85,55,590 4,53,38,920

4 Furniture 10,96,075 9,84,105

TOTAL 8,32,00,205 9,76,02,870

27
 (4) Current investment:

Sr. Particulars 31-03-2023 31-03-2024

no.
(Amount) (Amount)

1 Equity Shares 7,63,020 8,76,107

2 Mutual Funds 10,52,540 12,09,863

TOTAL 18,15,560 20,85,970

(5) Short-term borrowings:

Sr. Particulars 31-03-2023 31-03-2024

no.
(Amount) (Amount)

1 Loan from other parties 1,76,00,000 -

(6) Other income:

Sr. Particulars 31-03-2023 31-03-2024

no.
(Amount) (Amount)

1 Dividend 6,700 8,340

(7) Trade receivables:

Sr. no. Particulars 31-03-2023 31-03-2024

(Amount) (Amount)

1 Debtors 94,80,567 1,70,55,890

2 Bills receivable 30,19,433 52,94,110

TOTAL 1,25,00,000 2,23,50,000

28
 (8) Other current liabilities:

Sr. Particulars 31-03-2023 31-03-2024

no.
(Amount) (Amount)

1 Income received in advance 1,16,39,490 16,311,270

2 Bank loan interest 8,76,090 12,27,730

TOTAL 1,25,15,580 1,75,39,000

(9) Other current assets:

Sr. Particulars 31-03-2023 31-03-2024

no.
(Amount) (Amount)

1 Dead stock 4,25,120 3,78,440

2 Material handling equipment 17,41,690 12,50,000

3 Inventories 13,52,490 24,15,260

TOTAL 35,19,300 40,43,700

(10) Trade payables:

Sr. Particulars 31-03-2023 31-03-2024

no.
(Amount) (Amount)

1 Creditors 2,48,15,000 4,38,12,110

2 Bills payable 1,06,35,000 2,92,08,070

TOTAL 3,54,50,000 7,30,20,180

29
 3.4 Common Size Statement of P&L Account:

Common size statement for the year ended 31st march 2023-2024

Particular Sche As at As at
dule
31-03-2023 31-03-2024 31-03-2023 31-03-2024
no.
(Amount in (Amount in
(%) (%)
RS.) RS.)

(I) INCOME

(a) sales 13,89,00,750 17,45,35,000 100% 100%

(b) other income 5 6,700 8,340 0.01% 0.01%

Total Income 13,89,07,450 17,45,43,340 100.01% 100.01%

(II) EXPENSES

(a) cost of material 8,33,40,450 10,47,21,000 60% 60%

consumed

(b) operating and 30,00,000 40,00,000 2.16% 2.29%

administrative expenses

(c) financial costs - - - -

(d) depreciation 82,35,610 95,41,650 5.92% 5.47%

(e) exceptional items - - - -

Total Expenses 9,45,76,060 11,82,62,650 68.09% 67.76%

Profit Before Tax 4,43,31,390 5,62,80,690 31.92% 32.25%

Less: Provision For 79,79,650 1,01,30,524 5.74% 5.80%

Income Tax (18%)

Profit After Tax 3,63,51,740 4,61,50,166 26.17% 26.44%

30
 3.5 Common Size Statement of Balance Sheet:
Common size statement for the year ended 31st march 2023- 2024

Particular Sche As at As at
dule
31-03-2023 31-03-2024 31-03- 31-03-
no.
(Amount in (Amount in 2023 2024
RS.) RS.)
(%) (%)

(I) CAPITAL

(1) Capital and Liabilities

(a) Partners‟ capital 1 6,45,78,000 7,06,54,300 40.84% 36.38%

(2) Non-Current Liabilities

(a) long term borrowing 2 2,80,00,000 3,30,00,000 17.71% 16.99%

(b) before tax liabilities - - - -

(c) other long-term liabilities - - - -

(d) long term provisions - - - -

(3) Current Liabilities

(a) short term borrowings 4 1,76,00,000 - 11.13% -

(b) trade payables 6 3,54,50,000 7,30,20,180 22.42% 37.60%

(c) other current liabilities 7 1,25,15,580 1,75,39,000 7.91% 9.03%

(d) short term provisions - - -

Total liabilities 15,81,43,580 19,42,13,480 100% 100%

31
 Particular Sche As at As at
dule
31-03-2023 31-03-2024 31-03- 31-03-
no.
(Amount in (Amount in 2023 2024
RS.) RS.)
(%) (%)

(II) ASSETS

(1) Non-current assets

(a) fixed assets:

(1) Tangible assets 8,32,00,205 9,76,02,870 71.28% 67%

(2) Intangible assets 9 - - - -

(3) Capital work in - - - -

progress

(b) non-current investments 22,38,385 25,01,920 1.92% 1.72%

(c) deferred tax assets (net) - - - -

(d) long-term loans and advance 21,37,300 23,00,900 1.83% 1.58%

(e) other non-current assets 23,39,400 27,02,950 2% 1.86%

(2) Current Assets

(a) current investment 3 18,15,560 20,85,970 1.56% 1.43%

(b) inventories 22,15,790 31,15,810 1.90% 2.14%

(c) trade receivable 8 1,25,00,000 2,23,50,000 10.71% 15.34%

(d) cash and cash equivalents 67,50,850 89,70,000 5.78% 6.16%

(e) short term loan and advances - - - -

(f) other current assets 10 35,19,300 40,43,700 3.02% 2.78%

Total Assets 11,67,16,790 14,56,74,120 100% 100%

32
3.6 Ratios and their interpretations:

A. CURRENT RATIO:

The current ratio is a financial metric used to evaluate a company's ability to pay its short-
term obligations with its short-term assets. It's calculated by dividing a company's current
assets by its current liabilities.

YEAR CURRENT CURRENT CURRENT

ASSETS LIABILITIES RATIO
2023 2,68,01,500 6,55,65,580 = 0.41

2024 4,05,65,480 9,05,59,180 = 0.45

(Table 3.6 [A] Current Ratio)

10,00,00,000
9,00,00,000
8,00,00,000
7,00,00,000
6,00,00,000
5,00,00,000 CURRENT ASSETS
4,00,00,000 CURRENT LIABILITIES
3,00,00,000
2,00,00,000
1,00,00,000
0
2023 2024

(Figure 3.6 [A] Current Ratio)

INTERPRETATION:

The current ratio of 0.41 in 2023 indicates that for every rupee of current liabilities, the
firm has approximately 0.41 rupees of current assets.

33
B. GROSS PROFIT RATIO:

The gross profit ratio, also known as the gross profit margin, is a financial metric that
assesses a company's profitability by measuring the proportion of revenue that exceeds
the cost of goods sold (COGS). It's expressed as a percentage and calculated using the
following formula:

𝐺 𝑜 𝑝 𝑜𝑓
𝐺 𝑜 𝑝 𝑜𝑓 𝑜 ∗ 100
𝑁

YEAR GROSS PROFIT NET SALES GROSS PROFIT

RATIO
2023 5,55,60,300 13,89,00,750 = 39.98%

2024 6,98,14,000 17,45,35,000 = 40.01%

(Table 3.6 [B] Gross Profit Ratio)

20,00,00,000
18,00,00,000
16,00,00,000
14,00,00,000
12,00,00,000
10,00,00,000 GROSS PROFIT
8,00,00,000 NET SALES
6,00,00,000
4,00,00,000
2,00,00,000
0
2023 2024

(Figure 3.6 [B] Gross Profit Ratio)

INTERPRETATION:

The Gross Profit Ratio for the firm improved marginally from 39.98% in 2023 to 40.01%
in 2024, indicating a modest enhancement in operational efficiency and profitability from
year to year.

34
C. NET PROFIT RATIO:

The net profit ratio, also known as the net profit margin, is a financial metric that
measures the percentage of each sales dollar that represents net income after all expenses
have been deducted. It's a key indicator of a company's profitability and is calculated
using the following formula:

𝑁 𝑝 𝑜𝑓 𝑓
∗ 100
𝑁

YEAR NET PROFIT NET SALES NET PROFIT

RATIO
2023 3,63,51,740 13,89,00,750 = 26.16%

2024 4,61,50,166 17,45,35,000 = 26.44%

(Table 3.6 [C] Net Profit Ratio)

20,00,00,000
18,00,00,000
16,00,00,000
14,00,00,000
12,00,00,000
10,00,00,000 Net Profit
8,00,00,000 Net Sales
6,00,00,000
4,00,00,000
2,00,00,000
0
2023 2024

(Figure 3.6 [C] Net Profit Ratio)

INTERPRETATION:

By the above ratio, it can be said that the net profit of the company is increased in the
year 2023 and year 2024. In 2023 net profit is 26.16% and in 2024, the net profit ratio is
increased by 26.44%. This shows the working performance. In 2023, the net profit of the
company is 4.12. This ratio is increase continuously.

35
D. DEBT TO EQUITY RATIO:

The debt-to-equity ratio (D/E ratio) is a financial metric used to measure a company's
financial leverage by comparing its total liabilities to its shareholders' equity. It indicates
the proportion of a company's financing that comes from debt compared to equity. The
formula for calculating the debt-to-equity ratio is:

𝑜
𝑓

YEAR TOTAL DEBT OWNER’S FUND DEBT EQUITY

RATIO
2023 9,35,65,580 6,45,78,000 = 1.45

2024 12,35,59,180 7,06,54,300 = 1.75

(Table 3.6 [D] Debt to Equity Ratio)

14,00,00,000
12,00,00,000
10,00,00,000
8,00,00,000
TOTAL DEBT
6,00,00,000
OWNER’S FUND
4,00,00,000
2,00,00,000
0
2023 2024

(Figure 3.6 [D] Debt to Equity Ratio)

INTERPRETATION:

In 2023, the debt-equity ratio of a company is 1.45:1, and the debt-equity ratio in 2024 is
1.75:1.

36
E. OPERATING RATIO:

The operating ratio, also known as the operating expense ratio or operating cost ratio,
measures the efficiency of a company's operations by comparing operating expenses to
net sales.

𝐺𝑆 + 𝑝 𝑔 𝑝
O g ∗ 100
𝑁

YEAR COGS+OPERATING NET SALES OPERATING

EXPENSE RATIO

2023 8,63,40,450 13,89,00,750 = 62.13%

2024 10,87,21,000 17,45,35,000 = 62.26%

(Table 3.6 [E] Operating Ratio)

20,00,00,000
18,00,00,000
16,00,00,000
14,00,00,000
12,00,00,000 COGS+OPERATING
10,00,00,000 EXPENSE
8,00,00,000 NET SALES
6,00,00,000
4,00,00,000
2,00,00,000
0
2023 2024

(Figure 3.6 [E] Operating Ratio)

INTERPRETATION:

In 2023, the operating ratio of the company was 62.13% which mean that out of total
revenue 62.13% of the revenue was operating expenses. In 2024, the operating ratio of
the company was 62.26%. Which mean that out of total revenue 62.26% of the revenue
was operating expenses.

37
F. RETURN ON ASSETS (ROA):

Return on Assets (ROA) is a financial metric used to assess how effectively a company
generates profit from its assets. It is calculated by dividing net income by average total
assets and is expressed as a percentage.

Return on assets *100

YEAR PROFIT AFTER TOTAL ASSETS RATIO

TAX
2023 3,63,51,546 11,67,16,790 = 31.11%
2024 4,61,50,161 14,56,74,120 = 31.68%

(Table 3.6 [F] Return on Assets)

16,00,00,000
14,00,00,000
12,00,00,000
10,00,00,000
8,00,00,000 PROFIT AFTER TAX
6,00,00,000 TOTAL ASSETS
4,00,00,000
2,00,00,000
0
2023 2024

(Figure 3.6 [F] Return on Assets)

INTERPRETATION:

The return on total assets ratio indicates how well a company's investment generates
value making it an important measure of productivity for a business. In case in the year of
2023 Return on Assets Ratio is 31.11%. In 2024 Return on Assets Ratio is 31.68%. It
shows higher ROA.

38
G. DEBT TO TOTAL ASSETS:

Debt to Total Assets ratio is a financial metric that shows the proportion of a company's
assets financed by debt.

Debt to total assets

YEAR TOTAL DEBT TOTAL DEBT TO TOTAL

ASSETS ASSETS

2023 9,35,65,580 11,67,16,790 = 0.80

2024 12,35,59,180 14,56,74,120 = 0.85

(Table 3.6 [G] Debt to Total Assets)

16,00,00,000
14,00,00,000
12,00,00,000
10,00,00,000
8,00,00,000 TOTAL DEBT
6,00,00,000 TOTAL ASSETS
4,00,00,000
2,00,00,000
0
2023 2024

(Figure 3.6 [G] Debt to Total Assets)

INTERPRETATION:

The Debts to assets ratio are very important in determining the financial risk of the
company. In the over case in 2023 debt to total assets ratio is 0.80 and in 2024 debt to
total assets ratio is 0.85. It shows the company's debt to total the assets ratio is less than 1
so that the company is in safer zone.

39
H. ASSETS TURNOVER RATIO:

The Assets Turnover Ratio is a financial metric used to evaluate how efficiently a
company is utilizing its assets to generate revenue. It measures the amount of sales or
revenue a company generates relative to the value of its assets.

𝑁 𝑆
Ass s T v
𝑜 𝐴

YEAR NET SALES TOTAL ASSETS ASSETS TURNOVER

RATIO

2023 13,89,00,750 11,67,16,790 = 1.19

2024 17,45,35,000 14,56,74,120 = 1.20

(Table 3.6 [H] Assets Turnover Ratio)

20,00,00,000
18,00,00,000
16,00,00,000
14,00,00,000
12,00,00,000
10,00,00,000 NET SALES
8,00,00,000 TOTAL ASSETS
6,00,00,000
4,00,00,000
2,00,00,000
0
2023 2024

(Figure 3.6 [H] Assets Turnover Ratio)

INTERPRETATION:

The Assets Turnover Ratio has increased significantly from 1.19 in 2023 to 1.20 in 2024.
This indicates that the company has improved its efficiency in utilizing its assets to
generate sales revenue.

40
I. QUICK RATIO:

A quick ratio, also known as the acid-test ratio, measures a company's ability to pay off
its current liabilities with its most liquid assets. It excludes inventory from current assets,
focusing on cash, marketable securities, and accounts receivable.

𝑄𝑢 𝑐𝑘 𝐴
Quick Ratio
𝐶𝑢 𝑛 𝐿

YEAR TOTAL CURRENT TOTAL CURRENT QUICK RATIO

ASSETS + LIABILITIES
INVENTORY
2023 2,10,66,410 6,55,65,580 = 0.32

2024 3,34,05,970 9,05,59,180 = 0.37

(Table 3.6 [I] Quick Ratio)

10,00,00,000
9,00,00,000
8,00,00,000
7,00,00,000
6,00,00,000 TOTAL CURRENT
5,00,00,000 ASSETS + INVENTORY
4,00,00,000 TOTAL CURRENT
3,00,00,000 LIABILITIES
2,00,00,000
1,00,00,000
0
2023 2024

(Figure 3.6 [I] Quick Ratio)

INTERPRETATION:

Over the years 2023 to 2024, the company significantly improved its quick ratio from
approximately 0.32 to 0.37, indicating enhanced liquidity and better capability to meet
short-term obligations with liquid assets.

41
3.7 Accounting Procedure:

Accounting is an academic field that can be

defined as a process of reporting, recording.
Summarizing, and interpreting economic data.
Introduction to accounting is essential for any
organization as it helps in making better
decisions that lead to effective choices. This is
done by providing information on the financial status of the business.

Accounta
Data Entry CA Audit IT return
nt

(Figure 3.7 Accounting Procedure)

There is a simple accounting procedure applied in innovation at Zenitex. The company

collects the data of sales, purchases, bank statements, and the other departments. Their
accountant does the entry of every data in their software MCS (Mehta computer service).
After that, those data entry sheets go for the audit to their charted accountant does the
audits and prepares the income tax return file.

42
 CHAPTER

PRODUCTION DEPARTMENT

43
4.1 Introduction:

Production is the process of converting the raw materials and the other inputs into the
product for finished goods. So that the utility of the input is created, and the needs of
consumers are satisfied.

Dyeing and printing processes are value-added treatments for most textile materials. A
dyeing process is the interaction between a dye and a fibre, as well as the movement of
dye into the internal part of the fibre. Generally, a dyeing process involves adsorption
(transfer of dyes from the aqueous solution onto
the fibre surface) and diffusion (dyes diffused
into the fibre). In addition to direct absorption,
dyeing may also involve the precipitation of dyes
inside the fibre (vat dyes), or chemical reaction
with the fibre (reactive dyes). From the view of
colouration, printing can be considered as partial
dyeing with different colours on fabric to form an
attractive pattern. A dyeing or printing process is
complicated, since it involves fibre kinds, yam or fabric structures, dyes and chemical
auxiliaries, as well as dyeing technology. In order to achieve the required dyeing or
printing quality, all factors that may influence the dyeing or printing process must be
precisely controlled.

4.2 Plant location:

Zenith Mill Compound, Vasta Devdi Road, Katargam, Surat - 395004,

Gujarat, India.

44
4.3 Plant Layout:
Plant layout can be defined as, “A technique of locating machines, processes and plants
services within the factory so as to achieve the greatest possible output of high quality at
the lowest possible total cost of manufacturing.”
Plant layout is a physical arrangement of various buildings, production department,
technical utilities, personal utilities and location of various machines within each
production department.
It is the spatial arrangement and configuration of departments, work stations, machinery
and equipment used in the conversion process. It is a method of placing and arranging the
pattern on fabric in the most economical manner to minimize the length of fabric being
consumed.

(Table 4.3 Plant Layout)

45
4.4 Raw Material:

India is endowed with huge stock of raw material and vast areas of raw material zones but
the process of industrialisation has been very slow and it remained largely centred around
port cities of India. Textile industry has been the major structural base upon which Indian
industrialisation started. As a major consumer and export base industry it occupies the
most crucial place in agriculture industry and rural urban frame of India. Its north western
part suits for production of wool north eastern for Jute, south western for Cotton and
south easter for Silk. Studies on the industrial development of India have been carried out
by Alagh (1973), Chattopathyaya and Raza (1975), Raza and Kundu (1978), Pa-pola
(1979), Chakrabarti (1982), Sundesra (1982), Kothwala (1982),Ghosal (1984), and
Pathak (1984).

Location of raw materials is of prime significance in determining the industrial location.

Raw material for textile industry is cotton, jute, wool raw silk and synthetic goods. India
being a vast country presents major variations in the availability of industrial raw
materials. Its north western part specialized in raw wool, eastern part in jute, south
western part in cotton and southern eastern part in silk.

Raw Material Use:

1. Getting textile raw material

2. Fibre making
3. Yarn manufacturing
4. Fabric manufacturing
5. Wet processing
6. Garments
manufacturing/clothing
7. Fashion design
8. Textile calculation
9. Marketing

46
4.5 Heavy machinery used

Modern dyeing machines are made from stainless steels. Steels containing up to 4 percent
molybdenum are favoured to withstand the acid conditions that are common. A dyeing
machine consists essentially of a vessel to contain the dye liquor, provided with
equipment for heating. Cooling, and circulating the liquor into and around the goods to be
dyed or moving the goods through the dye liquor. The kind of machine employed depends
on the nature of the goods to be dyed. Labour and energy costs are high in relation to total
dyeing costs, the dyer‟s aim is to shorten dyeing times to save steam and electric power
and to avoid spoilage of goods.

A widely used machine is

the conical-pan loose-stock
machine; fibres are held in
an inner truncated-conical
vessel while the hot dye
liquor is mechanically
pumped through. The fibre
mass tends to become
compressed in the upper
narrow half of the cone, assisting efficient circulation Levelling problems are less
important because uniformity may be achieved by blending the dyed fibres prior to
spinning.

The Hussong machine is the traditional apparatus, it has a long, square-ended tank as
dyebath into which a framework of poles carrying hanks can be lowered. The dye liquor
is circulated by an impeller and moves through a perforated false bottom that also houses
the open steam pipe for heating. In modern machines, circulation is improved especially
at the point of contact between hank and pole. This leads to better levelling and
elimination of irregularities caused by uneven cooling.

47
4.6 Production Process:

In Zenitex the way a fabric is dyed is called the process flowchart of wet processing
technology.

Some of the steps of a dying process can be removed or added as per buyer requirement.
Suppose if buyers want more precise dyed fabric, one should merchandise the fabric
during the dyeing pre-treatment process.

All the initiatives are towards the maintenance of quality in production, health, and safety
practice which is an outcome of
intensive research and development
combining state of the art technology
with innovative thinking, practical
knowledge and experience. A rigid
quality assurance system is imposed
during the stages of manufacturing,
before, during and after production.
During dyeing & finishing of cloth, constant sampling takes place to assure consistent
quality throughout the production cycle.

Zenitex Technical Team follows all safety measures, work issues and ensures successful
and excellent completion of work by maintaining high standards. They provide safety
training not only through instructive, carefully designed technical literature but by
personal visits by highly qualified and experienced personnel with the essential technical
equipment

48
The dyeing or wet processing Flow chart

Grey Fabric Inspection

Sewing For Stitching

Singeing

Desizing

Scouring

Bleaching

Mercerizing

Dyeing

Finising

Inspection

Folding

Packaging

(Figure 4.6 Production Process)

49
Step-1 Grey fabric inspection:

It is the process of identifying weaving faults in

the fabric just after the grey fabric production in
the loom.
In Zenitex, the main purpose of the grey folding
department is to inspect the fabric for
weaving defects and to generate quality
reports of the fabric inspected. It also
prepares the fabric for delivery to the processing department as per the present
requirement or demand. It stores the grey goods in the roll form, until they are issued to
the processing. It also mends all the repairable defects prior to rolling & storage.
This process is to check that they can deliver the product to the processing department as
required in roll for which is easy to work on and to prevent the defects prior the dying and
processing.

Step-2 Sewing or stitching:

The basic process of sewing involves fastening off

fabrics, leather, furs or similar other flexible
materials with the help of needle and threads.
Sewing is mainly used to manufacture home
furnishings. Sewing is an important process in
apparel making.
Such industrial sewing in Zenitex Pvt. Ltd. is done by industrial sewing machines. The
cut pieces are generally tacked, or temporarily stitched at the initial stage. The complex
parts of the machine then pierces thread through the layers of the cloth and interlocks the
thread.
Industrial sewing is rather a difficult operation that requires numerous preparations and
mathematical calculations for the ideal seam quality, while appearing to be a simple
process. The ability to handle flat sheets of fabric with holes and slits into smooth,
wrinkle-free designs requires a great level of expertise and experience. These flat sheets
of fabric can curve and fold in three dimensions in very intricate ways.

50
Step-3 Singeing:

The company (Zenitex Pvt. ltd) uses this

process To produce a smooth surface finish on
fabrics made from staple fibres first the fabric
surfaces are brushed lightly to raise the
unwanted fibre ends.
Then the fabric is singed with or passed over
heated copper plates or open gas flames. The fibre ends burn off. The fabric is moved
very rapidly, and only the fibre ends are destroyed. As soon as the fabric leaves the
singing area, it enters a water bath or desizing bath. This stops any singing afterglow or
sparks that might damage the cloth.

Step-4 Desizing:

Desizing is the process of removing the

starch or desize the covering of the warp yarn
using enzymes.
In Zenitex Pvt. Ltd. there are various types
used depending upon the kind of sizing agent
to be removed. The fabrics are wet out in the
water and allowed to lie damp for several hours. The method is most popular for using
enzymes that have been used till this wet processing. This enzyme is named after the
compound break down.
The other method is acid hydrolysis. This method can remove metal contamination from
the fabrics, but it might affect the cellulose since chemically starch and cellulose are very
similar. This method also uses hydrogen peroxide and per sulphate that will degrade the
starch with serious attack

51
Step-5 Scouring:

Scouring is a preparatory treatment of

certain textile materials. Scouring removes
soluble and insoluble impurities found in
textiles as natural, added and adventitious
impurities, for example, oils, waxes, fats,
vegetable matter, as well as dirt. Removing
these contaminants through scouring prepares the textiles for subsequent processes such
as bleaching and dyeing
Use a large enamel or stainless steel pot, fill the pot at least half full and place one ounce
of soda ash into the pot per pound of cotton or linen fabric/fibre. Place fabric into water;
swish it around using a stainless steel spoon and boil the water.
Adjust heat to a low boil/hard simmer and allow to boil for two hours. stir the fabric
every 15 minutes to make sure that the fabric is being adequately scoured.
After two hours remove the fabric, allow it to cool down until the fabric comes at room
temperature. Remove the fabric from the water and rinse.

Step-6 Bleaching:

Bleaching is one of the steps of wet processing.

The process by which the natural color of
a fibre can be removed and make the textile
material pure white and bright is called
bleaching. In Zenitex, oxidizing bleaching
agents are used because they do not contain
chlorine most often are based on peroxides, such as hydrogen peroxide, sodium per
carbonate and sodium perforate. While most bleach is oxidizing agents, some are
reducing agents such as sodium dithionite and sodium borohydride.
They are also used in many industrial processes, in bleaching of wood pulp. Bleach is
also used for removing mildew, killing weeds and increasing the longevity of flowers.

52
Step-7 Mercerizing:

Mercerization in Zenitex Pvt. ltd, a chemical

treatment applied to cotton fibres or fabrics to
permanently impart a greater affinity for dyes
and various chemical finishes. Mercerizing
also gives cotton cloth increased tensile
strength, greater absorptive properties, and,
usually, a high degree of lustre, depending on
the method used.
The treatment consists of immersing the yarn or fibre in a solution of sodium
hydroxide(caustic soda) for a shorter period of time, usually less than four minutes. The
material is then treated with water or acid to neutralise the sodium hydroxide. If the
material is held under tension during this stage, it is kept from shrinking appreciably and
if no tension is applied, the material may shrink by as much as one-fourth. Higher-quality
cotton goods are usually mercerized; to make them look brighter, long-lasting from less
dye.

Step-8 Dyeing:

Dyeing is the process of adding a colour to or

change the colour of (something) by soaking it
in a solution impregnated with a dye.
Zenitex as a manufacture prefers piece dyeing,
which allows stocking of white goods,
reducing the risk of being overstocked with
cloth dyed in colours that have not been
ordered. The dye used depends on the type of material and the specific requirements to be
met. For some purposes, high light fastness is essential; but for others it may be
inconsequential. Factors considered in dye selection include fastness to light, reaction to
washing and rubbing (crocking), and the cost of the dyeing process. Effective preparation
of the material for dyeing is essential

53
Step-9 Finishing:

Finishing, as the term implies, is the final step in

fabric production. Hundreds of finishes can be
applied to Zenitex Pvt. ltd, and the methods of
application are as varied as the finishes.
Cotton fabrics are probably finished in more
different ways than any other type of fabrics.
Some finishes change the look and feel of the cotton fabric, while others add special
characteristics such as durable press, water repellency, flame resistance, shrinkage control
and others. Several different finishes may be applied to a single fabric.

Step-10 Inspection/Quality maintenance:

Quality maintenance in dyeing and wet

processes is crucial to ensure that textiles and
garments meet desired specifications and
customer expectations.

Color Consistency: Regularly monitor dye

concentrations, temperature, and processing
times to ensure consistent color shades across batches.

Even Dyeing: Ensure fabrics are dyed uniformly without streaks or uneven color
distribution.

Chemical Control: Measure and control chemicals (e.g., pH modifiers, levelling agents)
to optimize dye uptake and color fastness.

Water Management: Implement processes to minimize water usage, reuse water where
possible, and treat wastewater to meet environmental standards.

54
Step-11 Folding:

After completing pressing, the garments are folded with a

predetermine area.

Garments are folded according to the buyer‟s direction,

requirements in a standard area.

Folding classification depends on the fabric types.

Step-12 Packaging:

Packing is concerned with designing and producing of

appropriate package for a product.

It can be described as a coordinated system of

preparing goods for transport, warehousing, logistics,
sale and end.

Packaging means a case, container, wrapper or other receptacle for packaging goods. It
can be made of metals, plastic, wood, paper, glass, laminates, polyester.

IMPORTANCE:

Physical protection: Protection from mechanical shock, vibration, electrostatic discharge

compression, temperature.

Barrier protection: A barrier from oxygen water vapour, dust etc.

Information transmission: packages and labels communicate how to use, transport,

recycle or dispose of the package or product.

55
4.7 Material Handling Equipment (TexPro):

TexPro is a market intelligence tool designed to empower the Textile, Apparel and
Technical Textiles sector with high-quality data and information.

TexPro offers an unsurpassed platform to access quantitative data with unique insights.
Whether it is the APPAREL industry or the NONWOVENS & TECHNICAL TEXTILES
industry. TexPro provides data intelligence with precise forecast & analysis, assisting
businesses to take strategic and calculative decisions to reduce market risk.

 Get Current Raw Material Prices

 Import-Export Data with Analysis
 Textile Market Trends
 Tariff & Non-Tariff Regulations
 Financial Performance of Top Brands & Retailers
 Important Government Notifications

56
4.8 Aggregate production planning (APP):

Aggregate Production Planning (APP) is crucial for a dyeing textile company like Zenitex
to efficiently manage production levels, optimize resources, and meet customer demands
while minimizing costs. An effective Aggregate Production Planning process, Zenitex can
achieve operational efficiency, optimize resource utilization, meet customer expectations,
and maintain a competitive edge in the dyeing textile industry.

Understanding Demand and Capacity

Setting Objectives

Developing the Aggregate Plan

Implementation Steps

Monitoring and Control

Integration with IT Systems

Continuous Improvement

(Figure 4.8 Aggregate Production Planning)

1. Understanding Demand and Capacity

 Demand Forecasting: Analyze historical sales data, market trends, and customer
orders to forecast future demand accurately.
 Capacity Assessment: Evaluate the production capacity of dyeing machines,
drying equipment, and other facilities to determine the maximum output
capabilities.

2. Setting Objectives

 Balancing Supply and Demand: Aim to align production levels with forecasted
demand to prevent overproduction or underproduction.

57
3. Developing the Aggregate Plan

 Production Planning Strategies: Choose appropriate strategies such as level

production, chase demand, or a combination of both based on demand variability
and production flexibility.
 Inventory Levels: Plan safety stock levels and inventory buffers to meet
fluctuations in demand and minimize stockouts.

4. Implementation Steps

 Sales and Operations Planning (S&OP): Align sales forecasts with production
plans and financial goals through cross-functional collaboration.
 Resource Allocation: Allocate resources such as labor shifts, machine hours, and
raw materials based on production requirements and availability.

5. Monitoring and Control

 Regular Reviews: Conduct regular reviews of the aggregate plan to identify

deviations, inefficiencies, and opportunities for improvement.
 Contingency Planning: Develop contingency plans to address unforeseen events
such as machine breakdowns, supplier delays, or changes in market conditions.

6. Integration with IT Systems

 Forecasting Tools: Use advanced forecasting tools and software to improve

accuracy in demand forecasting and production planning.

7. Continuous Improvement

 Training and Development: Provide on-going training and development for

employees involved in production planning to enhance skills and knowledge.

58
4.9 Master Production Schedule (MPS):
It is defined as the process of deciding amount & timing of all the items to be
produced over a specific planning horizon.

A master production schedule is a plan for individual commodities to be produced

in each time period such as production, staffing, inventory, etc.
The Master Production Schedule (MPS) has been planned to outline the
production quantities and schedule for each product in each period.

1. Forecasted Demand:
- The demand for each company product has been forecasted based on
historical sales data, market trends, and customer feedback. Factors such as
seasonal product, special events, and promotions.

2. Available Production Capacity:

- The production capacity of their bakery has been assessed, taking into
account factors such as equipment, labour, and space availability.

3. Lead Time Analysis:

- The lead times required for each product have been evaluated based on the
production process, including ingredient preparation, mixing, baking,
cooling, packaging, and any additional time for customization.

59
4. Safety Stock:
- The safety stock levels for each product have been determined. Safety stock
has acted as a buffer quantity to account for unexpected variations in
demand or production disruptions, ensuring sufficient inventory to meet
customer needs during certain circumstances.

5. MPS Calculation:
- The production quantities and schedule for each product have been
calculated using the forecasted demand, available production capacity, lead
times, and safety stock.

6. Production Schedule:
- The schedule has outlined when each product will be produced and in what
quantities, considering factors such as equipment availability, staffs, and
delivery timelines.

7. Material and Ingredient Planning:

- Material and ingredient planning have been carried out based on the
production schedule. Adequate inventory levels have been ensured to
support the production quantities specified in the MPS.

8. Capacity Planning:
- The production schedule and quantities have been adjusted as needed to
optimize resource utilization and prevent overloading or underutilization.

9. Communication and Coordination:

- The MPS has been shared with their production team, suppliers, and other
relevant stakeholders.

10. Monitoring and Adjustments:

- Regular monitoring of the actual production output and comparison with the
MPS has been done. Any problem has been tracked, and adjustments to the
schedule or quantities have been made as necessary.

60
4.10 Capacity Requirement Planning (CRP):

It is technique to determine how much man hours & machine hours needed to be
meet production objective specified in master production schedule and material
requirement planning.

Capacity Forecasting
Requiremen
Review Current Capacity
t Planning
Determine Lead Times

Calculate Production Capacity

Identify Capacity Constraints

Resource Planning

Production Schedule

Inventory Management

Monitor and Adjust

Continuous Improvement

(Figure 4.10 Capacity requirement Planning)

1. Forecasting:
- Forecasting has involved analyzing historical sales data and market trends to
forecast customer demand for their company products. Seasonal variations
products, special events, and upcoming promotions or marketing campaigns
have been considered.
2. Review Current Capacity:
- Their current production capacity has been assessed by evaluating factors
such as equipment, labour, and space availability.
3. Determine Lead Times:
- The lead times required for each product have been calculated based on the
production process, including ingredient preparation, mixing, baking, cooling,
packaging, and any additional time for customization.

61
4. Calculate Production Capacity:
- The maximum production capacity of their company has been calculated by
considering the lead times and available working hours. The number of
products that can be produced in a given period, such as per day or week, has
been estimated.
5. Identify Capacity Constraints:
- Any bottlenecks or constraints that may limit their bakery's production
capacity have been identified. This could be limited oven space, insufficient
cooling or storage capacity, or a shortage of skilled labour.
6. Resource Planning:
- Resources have been planned effectively based on the forecasted demand and
calculated production capacity. The number of staff required for each
production process.
7. Production Schedule:
- A production schedule has been developed that optimizes the utilization of
resources while meeting customer demand. Factors such as equipment
availability, staff shifts, and delivery timelines have been considered.
8. Inventory Management:
- An inventory management system has been implemented to track ingredient
usage, monitor stock levels, and ensure timely replenishment.
9. Monitor and Adjust:
- Production output has been regularly monitored and compared with the
forecasted demand. Any discrepancies have been tracked, and the production
plan has been adjusted accordingly.
10. Continuous Improvement:
- Their CRP plan has been continuously evaluated and improved based on
feedback, performance data, and changing market conditions. The forecast
accuracy, production efficiency, and customer satisfaction levels have been
regularly reviewed to refine their capacity planning process.

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4.11 Material Requirement Planning (MRP):

The whole process of material requirement planning or preparation of material

requirement planning is indirectly depending upon the customer orders in Zenitex Pvt.
LTD. Because when the customer gives orders then they also specify the material to be
used. Thus order placed by the customer with their specification plays a dominant role in
material requirement planning.

Manager purchase the raw material that will be used fully to satisfy the customers
demand Before deciding the required quantity of the material to be needed for the
production, the inventories are deducted from
the requirement. The fresh materials are
placed after calculating the inventories.
The prime objective of this in this company is
to trigger timely purchase action of various
dependent demand items. Which raw material
is required urgently and provides to convey
which can be delayed required details of MRP to purchase department.

As far as data of schedule is concerned, the customers also specifies its requirement and
according to that buy the raw materials on the basis of the delivery schedule, if a supplier
can supply the material according to the production schedule he can be selected.

Within the production department they normally use trolleys to carry the raw material.
They also use other material [handling equipment like bins, lift, containers etc. They also
have a facility to store the material handling equipment.

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4.12 Quality Maintenance:

Quality control techniques at Zenitex Private Limited involve several steps and
processes to ensure that the clothes they sell adhere to high-quality standards.

Inspection

Sampling

Colourfastness Testing

Fabric Testing
Measuremen
t and Fitting

(Figure 4.12 Quality Maintenance)

 Inspection: Each saree undergoes a detailed examination to identify defects

such as stains, tears, loose threads, or other imperfections.
 Sampling: Rather than inspecting every single saree, a representative sample
from each batch is selected for inspection.
 Colourfastness Testing: Given the variety of colours and patterns in clothes,
testing the colourfastness of the dyes is crucial.
 Fabric Testing: Clothes are made from various fabrics like silk, cotton,
chiffon, or synthetic materials. Fabric testing ensures that the materials meet the
required standards for strength, durability, shrinkage, pilling, and other
properties.
 Measurement and Fitting: Consistency in measurements and fitting is
essential, given the different sizes of clothes. Quality control includes verifying
the accuracy of measurements, ensuring a good fit, and checking that the blouse
pieces or accessories provided are appropriate.
These quality control techniques ensure that the clothes sold at Zenitex Private Limited
meet customer expectations and maintain high standards of quality.

64
 CHAPTER

MARKETING DEPARTMENT

65
5.1 Introduction:

Broadly defined, marketing is a social and managerial process by which individuals and
organizations obtain what they need and want through creating and exchanging value
with others. In a narrower business context, marketing involves building profitable, value
laden exchange relationships with customers. Hence, we define marketing as the process
by which companies create value for customers and build strong customer relationships in
order to capture value from customers in return. Zenitex
company's products have high quality. So Zenitex company
probably not working on marketing at such level. Zenitex
Company involves business activities. Company is majorly in
manufacturing business from last 36 years and currently
working. Zenitex company also work for greenery and promote
go green. In the era of social media, they also work for digital market. They have personal
apps for online marketing.

5.2 Life of Product and Service:

This company make different types of fabrics and they work on dyeing process too. They
completely engaged in making of banglori fabric, chemical lace, fancy fabric, polyester
chiffon fabric, sequence fabric, matty fabric, digital print fabric etc. Zenitex is also have
their personal huge online marketing app. Which is Jianna exclusive luxe fabric. they sale
their fabrics through jianna online app Zenitex company have personal app for stoles
accessories too. Which are Caressa scarves - stoles accessories.

5.3 Number of Customer:

Their production is done on large scale. So, the product is in

bluk. They sell the product to the big merchant only. They have
more than 300 customers. To them they are providing the goods
and services. Examples are Surat textile market, Jalsagar textile
industries pvt. Ltd, Kesariya textile etc. They represent a specific type of buyer only.
They also have export department. So that they have out sider customers too.

66
5.4 Marketing Plan:

A marketing plan is part of a business plan, which describes all of the important aspects
of s business, such as its goals, values, mission statements, budgets and strategies. The
terms marketing plan and marketing strategy are often used interchangeably because a
marketing plan is developed based on an overarching strategic framework.

A marketing plan for a Zenitex company Set for a specific

market strategy that identifies marketing goal & objectives
with time specific actions for achieving them. Zenitex includes
the design and manufacturing of textile & other fabrics.
Distribution channels include manufacturer. importers and
retailer. As or result of the wide scope of distribution channels includes manufacturer, and
retailer. Marketing plan goals should align with a company's overall business goals and
objectives. The lake of clear marketing goal can derail the best efforts before any action is
put into place, not all customers are same. A target market represents a specific type of
buyer that a company has identified as potentially interested in the company's product or
service.

5.5 Major Competitors:

- Hitesh Textile Mills Limited

- Mazda Fabric Processors Limited
- Raibag Mahila Textile park Private Limited
- Navinchandra purshottamdas And Co Ltd
- Silk and Art-silk Manufacturers Association

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5.6 Specific Distribution Channel:

Zenitex, being a textile business operating in the B2B (business-to-business) sector,

would typically engage in a B2B distribution channel to deliver its textile products to
other businesses. Zenitex B2B distribution channel involves a network of intermediaries,
digital platforms, and direct sales efforts to effectively deliver its textile products to
businesses across various industries. The focus is on meeting the specific needs of B2B
customers, ensuring product quality, and maintaining efficient supply chain operations.

- Manufacturer‟s website
- Dealers
- Wholesalers
- Value-added retailers
- Retail sales agents
- Sales representatives
- Digital marketplaces affiliates

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5.7 Product Life Cycle:

(1) Introduction:

During the introduction stage, the product is new in the market and large numbers of
customers are not familiar with the product. The time span of this stage will be short if
the product is quite consistent with customers‟ demand otherwise it is likely to be long.

(2) Growth:
Growth stage increases with the increase in the growth rate of sales and earning profit.
Customers satisfied with first purchasing continue to purchase and canvas for the
product amongst other customers.

(3) Maturity Stage:

 In the beginning sales increases but at declining rate.

 In the second stage sales remain stable.
 In the third stage sales begin to decline.
(4) Decline:

In this stage sales begin to diminish absolutely as the product is gradually replaced by
better products or substitutes. Sales get stagnated for some time and thereafter begin to
decline profit also starts declining and number of customers also decline.

69
5.8 Market Segmentation:

Zenitex, a textile company, employs market segmentation strategies to effectively target

its diverse customer base. Zenitex can product development, marketing campaigns,
pricing strategies, and distribution channels to better meet the diverse needs of its
customers. This approach enhances customer satisfaction, improves marketing ROI, and
strengthens Zenitex's competitive position in the textile industry.

Geographic Segmentation:

Zenitex divides its market based on geographical factors such as region, climate, and
urban versus rural areas. This allows the company to offer textiles that are suitable for
different climate conditions and align with local fashion trends and preferences.

Demographic Segmentation:

Zenitex considers demographic variables including age, gender, income, occupation, and
education level. Different age groups may have varying preferences for textiles Income
levels influence purchasing power, allowing Zenitex to offer different product lines and
price points to cater to both budget-conscious and premium segment customers.

70
Psychographic Segmentation:

This approach focuses on customers' lifestyles, values, interests, and attitudes. Zenitex
identifies segments based on consumers' lifestyle choices their fashion preferences, and
their attitudes towards quality and brand reputation.

Behavioral Segmentation:

Zenitex analyses customers' purchasing behaviors, usage patterns, and benefits sought
from textiles. Behavioral segmentation helps the company identify loyal customers who
make frequent purchases, as well as occasional buyers who may respond to promotional
offers or seasonal collections.

5.9 Positioning Strategies:

The company has well reputed perception in the market; this gives the company an
advantage over its competitors. The company is known for its quality assurance.

Product
Attributes
Strategies
Pricing Product
Strategies Categories

Product
Positioning Competition
Benefits Strategies Strategies
Strategies

(Figure 5.9 Positioning Strategies)

71
5.10 Promotion Tools used by Zenitex:

Zenitex, as a textile company, can utilize various promotional tools and strategies to
effectively reach its target audience and increase brand visibility. Zenitex can effectively
communicate its brand message, showcase its product offerings, and drive sales growth
in the competitive textile industry. Each tool should be tailored to align with Zenitex's
marketing objectives, target audience preferences, and overall business strategy.

Advertising:

 Print Advertising: Ads in industry magazines, trade publications, and

newspapers.
 Online Advertising: Display ads on relevant websites and social media
platforms.
 Digital Campaigns: PPC advertising, banner ads, and sponsored content.

Sales Promotions:

 Trade Discounts: Discounts for distributors and wholesalers.

 Promotional Pricing: Temporary price reductions on selected products.
 Volume Discounts: Incentives for large-volume purchases.

Public Relations (PR):

 Press Releases: Distribution of news about new products and company

achievements.
 Media Relations: Building relationships with journalists and securing media
coverage.
 Events and Sponsorships: Participation in trade shows and sponsoring relevant
industry events.

Digital Marketing:

 Social Media Marketing: Engaging with B2B customers on platforms like

LinkedIn.

72
  Content Marketing: Creating informative articles and blog posts related to
textile trends.
 SEO: Optimizing website content for better search engine rankings.

Trade Shows and Exhibitions:

 Participation in industry-specific trade shows to showcase products and network

with buyers.
 Demonstrating new collections and innovations to attract attention.

Collaborations and Partnerships:

 Collaborating with designers, fashion brands, or influencers to create co-branded

collections.

5.11 4Ps Discussion:

MEANING:-
A marketing mix includes multiple areas of focus as part of a
comprehensive marketing plan. The term often refers to a common classification that
began as the 4Ps:

73
A. Product:

A product is any good or service that fulfils consumer needs or desires. It can also be
defined as a bundle of utilities that comes with physical aspects such as design, volume,
brand name etc. The type of product impacts its perceived value, which allows companies
to price it profitably. It also affects other
aspects such as product placement and
advertisements.

A shade card which has more than 300 color

of dyed cloth sample cutting. All the samples
are coded and a big sample for finish, feel is also attached. No other textiles process house
has so many color as a product range. For Zenitex clients & customers we have started
various facilities and services.

B. Price:
According to Philip Kotler, “Price is the element in the marketing mix that creates sales
revenue, the other elements are costs.”
In Zenitex, there is no fluctuation in price during recession or boom period. The price is
revised every 3-4 years by looking at market condition competition, government policy
etc.

There are two types of costs:

- Fixed cost
- Variable cost

Fixed cost:-
Fixed cost is the costs, which remain always same whether, produce large quantity.
Therefore, companies always try to use their full capacity of production because with
increase in production the fixed cost decreases.
Variable cost:-
Per unit variable cost rises as the quantity produced decreases. Following factors are
included in variable cost:

74
C. Place:
According to G.B. Gill, “A channel of distribution means a system consisting of different
marketing intermediaries through which products or services are distributed from the
place of manufacturer to the utilities consumer.

 Specific distribution channel:

- Direct Channel
- Indirect Channel

Direct Channel - In direct channel, the company sells the products in the market. They
do not include any intermediaries.
Indirect Channel - Zenitex Pvt. Ltd is mainly concerned with the production of
industrial goods, which need not long distribution channel. Zenitex sells the product to
other companies or directly in the market.
Zenitex is not having any intermediaries for selling their product. Zenitex do not have
any branch office.

D. Promotion:
According to Philip Kotler, “Promotion means a set of efforts made by the company for
stimulating the demand for its product or products without making any alteration in
product mix, price and channels of distribution.

 Advertising:

According to Philip Kotler, “Advertising is any paid form of non-personal presentation

and promotion of idea, goods or services by identified sponsors.” Zenitex does not have
strong advertising in the market as it is into dyeing industry in large amount and so far it
does not require a strong boundary for advertising.

75
5.12 Pricing Method:

They always have to make perfect pricing technique to attract the customers. If the price
of product is too low the customer refuses to purchase the product as they will doubt the
quality of products. If the price is too high the customer refuses
to purchase the product as they will not agree to pay that price.

So that the price of products always had to decide by correspond

to the cost of customer concepts. Because of this method
probability of a purchase will be the maximum. Pricing method
of Zenitex Company is depending on the product. Mastery of pricing and costing is
crucial for an apparel manufacturer in today's fast - face, global market place. Their
annual turnover growth is approximately 44.2 percentages. The Zenitex company product
a market price is depend on different products different price and also depend on quality
of the product.

5.13 Sales Force of Company:

Sales force is linking between company and customers. There first step of setting out an
objective for sales force. They do balance of time between a prospective customer and
current customer. Sales to the people should be aware how to analyse market data been
provided and their Data collection and convert them into marketing strategies. Deciding
the structure of the Sales force. The marketing structure of their sales is dependent on the
strategies of the Zenitex Company.

5.14 B2B Marketplace:

Fibre2Fashion's B2B Marketplace is a leading E- trade

Business platform for the textile & apparel value chain that
offers a stage for suppliers, manufacturers, exporters,
buying houses, importers as well as trade agents to
facilitate buying & selling. The marketplace helps you
navigate through make to order & wholesale platforms.

76
5.15 CRM practices:

Customers are very first and very imp for each and every organization. Customers are the
only reason for running a business because they are the first priority to serve. Every
organization aims to earn more and more profit as they can and only the best and secure
source is customer buying pattern.

To fulfil the need or goal organization tries to keep very

good contact with customer through which they be loyal to
organization and always prefers to buy from same
particular organization again and again. Customer relation
management here means how an organization manage
their behaviour with customer to make them their
permanent customer and loyal too.

It is their daily protocol to conduct inspection and Test Plans for all machined
components, because they believe in the fact that the job is not finished until the
paperwork is complete. As it has four fields and is mostly specialized in hardware, they
do prefer customer response first. And ask the customer after two or three-months
feedback.

5.16 Market to Order:

Source qualified suppliers, buyers, manufacturers, exporters, importers & buyers of

apparel products, fabrics, yarns, home textiles, fibres and allied sectors globally for your
textile apparel & fashion business to meet your custom requirements and make trading
easy.

77
5.17 Jianna Exclusive luxe Fabric:

Jianna Product:

5.18 Caressa Scarves – Stoles Accessories:

Caressa Product:

78
 CHAPTER

HUMAN RESOURCE DEPARTMENT

79
6.1 Introduction:

A human resource department is the division of a company that is responsible for

effectively managing a company's human resources, which are its employees. The HR
department is responsible for managing employees. The attendance of the employees,
their late comings, leaves etc., are totally maintained by the HR department. The HR is
also responsible for the payroll activities. Starting with the employee salary and
everything related to it is under the HR
department.

In this changing culture HR department also

evolved, in the present day world HR
department acts as a bridge between the employee and the organization. Everything
related to the employee and organization has to go through this bridge to happen. The HR
departments work structure has completely changed in the modern day world. It involves
recruitment, selection, training, planning, organizing, staffing etc.

6.2 Recruitment:

Recruitment Is the Process of Actively Seeking Out,

Finding and Hiring Candidates for A Specific
Position or Job. The Recruitment Definition Includes
the Entire Hiring Process, From Inception to The
Individual Recruit's Integration into The Company.

The Recruitment Definition and Process Vary from

Company to Company, There Are Some Basic Steps
That Any Employer Can Take to Make Recruitment Smoother and More Successful.

There Are Many Different Types of Recruitment Methods That Organizations Use to
Attract the Best Staff. Not Every Job Has the Same Requirements, And Each Company
Has Different Needs. That Means Employers Have to Use Hiring Tactics That Will Match
Their Environment and Appeal to The Candidates They're Looking For.

There Are Two Types of Recruitment Internal Recruitment and External Recruitment.

80
INTERNAL RECRUITMENT: Is When You Source Candidates to Fill a Role from
Within Your Existing Workforce.

EXTERNAL RECRUITMENT: Is When You Go Outside of Your Company to Attract

People You has Never Met Before.

6.3 Process of Recruitment:

Preparing

Sourcing

Screening

Selecting

Hiring

Onboarding

(Figure 6.3 Process of Recruitment)

Step 1: Preparing
Once the job opening is approved internally, the recruiter contacts the hiring manager.
This step is about gathering details about the open position. During the discussion, the
recruiter has to gather information, like the required skills, roles, responsibilities, etc.

81
Step 2: Sourcing
Once the job description is ready, the next step is to start the sourcing. It refers to
identifying and contacting qualified candidates rather than waiting for the candidate to
apply for the position. A recruiter uses a variety of job portals to pull the resumes, but
it is not essential that for every position, sourcing is required.

Step 3: Screening
The Screening of a candidate can take place in many ways. Generally, the first step is
Resume screening. If the resume meets the criteria required for the job opening, then
the next step is the phone screening, in which, the recruiter can cover topics, like the
candidate‟s availability, current role, and responsibilities, current salary, salary
expectations, notice period, etc.
Step 4: Selecting
This process is about sending the assignments, psychometric tests and scheduling
interviews, participating in the interview process, and also keeping the hiring manager
in the loop for the whole process.

Step 5: Hiring
This step includes the final discussion with the candidate about salary, joining date, etc.
Once the joining date is confirmed, the offer letter is released. In some cases, this step
also includes background checks.

Step 6: On-boarding
Once the candidate has accepted the offer letter, the process is not over yet. This is
where the pre-boarding period starts. This is the time between the joining date and when
the offer letter was accepted. And it‟s very important to be in touch with your candidate
during this period to keep them engaged.

82
6.4 Selection:

“It is process of differentiation between applications in

order to identifying those with greater likelihood of
success in job”

Finding The Interested Candidates Who Have

Submitted Their Profiles for A Particular Job Is the
Process of Recruitment, And Choosing the Best and Most Suitable Candidates Among
Them Is the Process of Selection.

The Selection Process in Organizations Is Directed Towards Finding the Right Talent for
Vacancies Within the Organization. Typically, It Is to Filtering Through a Series of
Funnels to Find the Solution Via Elimination.

Selection Process Is a Decision-Making Process. This Step Consists of a Number of Test.

A Candidate Who Fails to Qualify for Particular Test Is Not Eligible for Appearing for
The Subsequent Test. Selection Is the Process of Putting Right Men on The Right Job.

6.5 Process of Selection:

Prelimin
ery
interview Receivin
Final g
Selection Applicati
ons

Screenin
Medical Slection g
Examinat
process Applicati
ion
ons

Checking
Prelimin
Referenc
ary Tests
es
Employ
ment
Interview

(Figure 6.5 Process of selection)

83
1. Preliminary Interview

Once a requirement is posted, a company may receive hundreds of thousands of

applications. In a granular pre-process, the preliminary interview is conducted to weed
out all candidates.

2. Receiving Applications

Once candidates pass the preliminary interview, organizations must aim to standardize the
application process. The application could gather a broader understanding of the
candidate, such as hobbies and interests.

3. Screening Applications

The screening committee constitutes various team leads, department members, inter-
department associates, and coordinators who would be working closely with the selected
candidates..

4. Preliminary Tests

Preliminary tests are an essential part of the job selection process. They assess the
aptitude, IQ, emotional intelligence, proficiency, and personality of candidates.

5. Employment Interview

The selection interview is the crux of the entire process. It could be defined as an in-
person conversation that puts candidates on their feet.

6. Checking References

Although in-person interviews provide a fair idea about the candidate, contacting
references allows employers to verify their understanding.

7. Medical Examination

Modern companies are viewing medical fitness (both mental and physical) as a cost
function. Some employers view this matter seriously and consider this a preliminary
phase during the screening stage.

8. Final Selection

The recruitment and selection in HRM receive an offer/appointment letter from the
organization.

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6.6 Number of employee:

Zenitex has currently 350 employees among 340 are worker

and 10 people working as executive level. Executive level
employees include production manager, social media marketing
manager, finance manager etc.

6.7 Attendance maintenance:

Zenitax Has Biometric Attendance Device to Maintain

Attendance of Employees, They Have Double Assurance
System for Keeping Attendance Records as They Also
Kept Manual Attendance Register for Maintain
Attendance of Employees.

6.8 Training and Development:

Training Is the Process of Increasing the Knowledge and Skills for Doing a Particular Job.
It Is an Organized Procedure by Which People Learn
Knowledge and Skills for Definite Purpose. The Purpose
of Training Is Basically to Bridge the Gap Between Job
Requirement and Present Competence of An Employee.
Training Is Aimed at Improving the Behaviour and Performance of a Person. It Is a Never
Ending or Continuous Process.

On-The-Job Training (OJT): In This Method, The Trainee Is Placed on A Regular Job
and Taught the Skills Necessary to Perform It. The Trainee Learns Under the Guidance
and Supervision of The Superior or An Instructor. The Trainee Grasps Everything by
Observing and Handling the Job.

Internship Training: It Is a Joint Programme of Training in Which Educational

Institutions and Business Firms Cooperate. Selected Candidates Carry on Regular Studies
for The Prescribed Period. They Also Work in Some Factory or Office to Acquire
Practical Knowledge and Skills.

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6.9 Employee Safety Mechanisms:

Employee safety refers to providing a safe working environment for employees by

incorporating safe equipment and safe procedures at the workplace to ensure worker
safety. Employee safety is important to maintain a good safe work environment to
improve morale and efficiency, which in turn contribute to the
growth and profitability of the company.

Safety management refers to the act of protecting the physical

well-being of the employees. It also involves minimisation of
the risks of accidents at the place of work. Organizations have
also realized that the cost of maintaining safety is less than the cost associated with the
accidents.

Safety measures undertaken in an organization reduce the rate of accidents and increase
industrial efficiency and, thus, can reduce absenteeism and labour turnover to a large
extent. The safe operation of industrial plants is the responsibility of the top management
and senior managers.

6.10 Performance Appraisal:

Zenitax Have Practice of Performance Appraisal on Yearly Basis, They Provide Gifts and
One Third Monthly Salary as Bonus as Way of Performance Appraisal.

6.11 HR Specific Policies:

HR policies are the guidelines on how a company manages the people under its
employment. These policies tend to shape the company's culture and
the way they operate-from the recruitment team's hiring tips to the
way employees do their work to reach productivity.

That is why coming up with the policies of a company is a crucial HR

role. They provide the guidelines for every decision they need to make within the
organization. From acceptable dress codes to the reason for an employee's termination,
these policies help the HR department map out the rules and regulations.

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6.12 Wage and Salary Administration:

Zenitax Have HR Person Who Looking After Wages and Salary for
Employees. They Pay Hourly Wages to Workers and Fixed Salary to
Other Employees. Wages are given to the workers on daily basis. The
wages vary from 400 Rs. To 1200 Rs. It is determined by the work
they do and their hours invented in the work.

6.13 Fringe Benefit Provided:

Zenitax have not any policy regarding fringe benefits. Although they provide medical
assurance to their employees. They provide medical reimbursement for medical expenses
of employee and their spouse.

6.14 Leave Rules:

Zenitax have some rules for leave policies, they have provided monthly one paid leave
subjected to prior approval of managerial person before three days. They allow monthly
three leave for sick leave. They deduct salary for Sunday having composite leave.

6.15 Performance Appraisal:

Zenitax Have Practice of Performance Appraisal on Yearly Basis, They Provide Gifts and
One Third Monthly Salary as Bonus as Way of Performance Appraisal.

6.16 Promotion - Transfer Rules:

Zenitax Have Single Unit of Business, So They Don't Have Any Rules for Transfer of
Employees. Regarding Promotion They Have Not Schedule Any Specified Rules but
They Assure According Employees Work Performance They Promote Their Designation
as Financially as Well As Position Wise.

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6.17 Grievance Handling Procedure:

A Grievance Procedure Is a Formal Way for On Employee to Raise a Problem or

Complaint to Their Employer. The Employee Can Raise a Grievance If They Feel Raising
It Informally Has Not Worked. They Do Not Want It Deal with Informally.

There Are Many Causes of Grievances Such as Unsuits. Factory Working Conditions,
Unsatisfactory Wages and Salaries Too Much Work Load Or Pressure and Problems
Relating to Supervision and Work Groups.

Identifying
Grivances

Define
Correctly

Collect
Data

Analyse
And Solve

Prompt
Redressal

Implement
And Follow
Up

(Figure 6.16 Grievance Handling Procedure)

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 CHAPTER
7

CORPORATE SOCIAL
RESPONSIBILITY

89
7.1 Introduction:

Zenitex Mill Pvt. Ltd. A job based textile dyeing and processing unit - an SME situated in
Surat, Gujarat. The fabric we Dye and Process are Polyester and Nylon.

We further feel blessed in introducing ourselves as India's most awarded SME, which has
won the "National Energy Conservation Award" for 3 consecutive times and also the
"Best Industry of Gujarat (Quality & Environmental Protection) Award" for 3
consecutive times apart from many other awards the most recent being the India Today
"Make in India Emerging Entrepreneurs Award (Textiles & Garments Category)".

Being an SME CSR is not mandatory for us, however, the philosophy that we adhere to,
i.e. "A Business That Makes Nothing but Money Is a Poor Business", imbibes in us our
responsibilities towards the society in which live. Moreover, the belief that," Whatever
we do, be it Business or Social Service. We do it with our hearts", this feeling of love
and giving has given birth to our Social Responsibility/community welfare initiative
named Hearts @work Foundation.

MISSION HEART@WORK
To complete the 360degree sustainability circle in which a healthy environment (Tree
Plantation, Water conservation, Green Energy), economic prosperity by taking care of
welfare & health of the employees to allow them work better and give a better output and
social responsibility and community welfare are pursued simultaneously to ensure the
wellbeing and quality of life of present and future generations

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7.2 Vision of HEARTS@WORK:

The future would be Green with trees and greenery all around with fresh air to breathe
and clean water to drink, use of Green Energy will replace the fossil fuels, hence, it will
provide good health to enjoy life and each individual would understand and adhere to our
social responsibilities towards the society in which we live.

7.3 Rehabilitation of Jobless Diamond Workers-2008:

It all began in 2008, when due to the global recession the diamond industry in Surat was
hit severely. Out of the 2500 Diamond units 1250 units shut down, due to which
thousands of workers were rendered jobless.

 This created a situation wherein, mass suicides started to take place.

 At that time Mr. Viral Desai, who then was only 30 years of age, took up the
challenge of rehabilitation of these jobless diamond workers.
 He organized camps, made application forms and got them filled by those who
desired to have an alternate job.

Mr. Viral Desai, Zenitex and their Hearts@work foundation provided training to 1500
employees in their textile facility and then through his network provided them jobs in
similar companies.

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7.4 Biker's Rally / Quit Tobacco Campaign - 2009:

In May 2009 Hearts@work foundation the Zenitex initiative, exclusively, supported and
organized the Biker's Rally and feet rally for "Quit Tobacco Campaign". Due to the high
margin of migratory workers working in and on the outskirts of Surat in factories and
mills, and their loneliness without their families and kids, make them vulnerable to this
vice of tobacco, as it gives them a temporary kick and in time, they become addicted to it
and many of them in the long run ger diagnosed of life ruining oral cancer/mouth cancer.
To spread the Awareness about the same, this Quit Tobacco Campaign was organized.
More than 5000 people participated on two days.

7.5 Free Breast Cancer Check-Up Camp-2010:

In October 2010 Hearts@work foundation the Zenitex initiative in association with

"Sanjeevani Rath (A Gujarat Research Initiative)" organized a free cancer check-up camp.
600 people were screened and more than surrounding industries and villages participated
in the awareness and quit tobacco, quit alcohol programme.

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7.6 Pink Ribbon Day-2010:

25th October is celebrated as a Breast Cancer Awareness Day/Pink Ribbon Day, in 2010
on that day Surat became the pink city of the world. Hearts@work supported this cause
by illuminating 100 prominent buildings/monuments in Surat.

600 auto rickshaws carried pink balloons and banners to spread the awareness. 2000 girls
from Wadia Women's college also participated. This activity attracted attention from the
world-renowned Harvard University, as the only City in the world marking the Pink
Ribbon Day at such a large scale.

7.7 World No Tobacco Day - 2012:

In May 2012, on World "No Tobacco Day", Hearts@work foundation organized a unique
charity event. The purpose of which was to create awareness on a macro level. This
proved to be biggest effort in the world. 2192 people got screened; a team of 40
computers with CCTVs, 50 doctors, 100 nurses and 200 volunteers participated in the
biggest camp of the world. This was a historic day for the city of Surat, for the state of
Gujarat and for India.

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7.8 "Clean India - Green India" Campaign 2016-17- Phase-1:

On Sunday, 5th June 2016, World Environment Day was celebrated by Hearts@work in a
unique way by launching its "CLEAN INDIA-GREEN INDIA" campaign.

Wherein, trees would be planted throughout the year wherever, we will find place for
planting and people who are willing to take care of the trees for at least six months to one
year until the young plants are strong enough to take care of themselves on their own. The
beautiful campus of V.R. Popawala Children Home was chosen as the inaugural venue.
Along with the kids there, 200 "AsoPalav" trees were planted. Since, children are the
future and futures are for them..

7.9 Youth Empowerment Programmes:

Under the auspices of Hearts@work foundation, Zenitex organized various "Youth

Empowerment" programs. Zenitex also signed an MoU with the Government of Gujarat
to give training to Youth for 4 topics namely: 1) Entrepreneurial Training and Soft skill
Development of 600 ITI students; 2) Entrepreneurial Development for college students by
organizing industry visits; 3) Anti-Tobacco Drive; 4) Importance of Environmental
Protection and Energy Conservation.

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7.10 "Clean India - Green India" Campaign 2016-17- Phase-2:

17th June was selected for the 2nd phase of tree plantation Drive as a Tribute On the
birthday of the living legend... The Pioneer of Green Mumbai Movement... The man who
inspired a generation...PADMASHREE, SHREE NANA CHUDASAMA. A total of 2500
trees were planted at the above cited venues. 1000 tree guards were also provided for the
protection of the trees planted along the road and in open areas.

SWEET WATER TREES: Rajasthani, Bankam, Pilto Palm, Gulmahor, Asopalav, Rain
tree, Kashid, Neem, Piplo/Banyan Tree.

SALT WATER TREES: Kajelia, Karanj, Bengali Bawal

FRUIT TREES: Aamil, Aamri, Jaambu, Guava/Jamrookh

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7.11 "Clean India - Green India" Campaign 2016-17- Phase-3:

Hearts@work foundation celebrated International Yoga Day 2017 in style by giving a

strong message on health as well as environment protection which is an important part of
overall health and peace of mind. Hearts@work organised a program at Dr S. & S. S.
Ghandhi College of Engineering and Technology, Surat. This was followed by tree
plantation program at the college campus where 850 trees and 250 bottle plants were
planted by the joint efforts of Hearts@work volunteers, college students and college staff.

The choice of plants planted by the foundation was also unique and meaningful as they
have chosen plants which are 4ft to 8 ft height and already nurtured in the plants‟ nursery
for a minimum of 2 - 3 years. This would help them grow faster and add greenery to the
campus very soon.

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 CHAPTER

SAFETY DEPARTMENT

97
8.1 Introduction:

Managing safety and health is an integral part of

managing a business. Businesses need to do a risk
assessment to find out about the hazards and risks
in their workplace and put measures in place to
effectively control them to ensure these hazards
and risks cannot cause harm to workers. Industrial
safety management is how you create and maintain
a work environment that is both safe and efficient. You use it to minimize risks, keeping
both the assets and people in the facility safe. Without good safety management, you run
risks of unscheduled downtime and accidents.

8.2 Fire Extinguisher:

Fire extinguishers are most important because they can

protect your building and employees in the case of a fire.
Correctly placed and maintained extinguishers can help put
out or slow down the spread of a fire, giving the people
inside more time to escape and limiting property damage

Every industrial company should follow ISO guidelines for fire and safety systems. 150
7165:2017 specify the principal requirements intended to ensure the safety, reliability, and
performance of portable fire extinguishers. It is applicable to a fully charged extinguisher
having a maximum mass of 20 kg.

8.3 Workmen's Compensation Policy:

Workmen Compensation Act, 1923 covers for people working in factories, plantations,
mines, construction sites, mechanically propelled vehicles, and hazardous premises. This
is an employee compensation act that mandates employers in all the mentioned segments
to pay compensation to their employees or workmen for accidental injury or death. The
act is created with the intent to strengthen workers and their families financially in case of
an unfortunate event at the workplace.

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8.4 life Insurance Policies:

A life insurance plan is a contract between an insurance policyholder and an insurance

company, where the insurer promises to pay a sum of money in exchange for a premium
after a set period or upon the death of an insured person. Life insurance offers you and
your family financial protection.

8.5 General Insurance Policies:

Unforeseen circumstances include accidental damage to the property, which a large

industry may face during its operation. Minor accidents and breakdowns or theft may lead
to major shutdown or huge expenses. Electronic equipment and machinery are expensive
and often involve large sums invested in and across vast areas. Any major shutdown may
lead to potential loss and this would have long-term repercussions.

8.6 Health and Safety Policy:

A health and safety policy is an organization's statement regarding its commitment to

maintaining a safe and healthy work environment. A health and safety policy describes a
course of action that has been chosen to influence workplace decision-making and guide
actions related to workplace health and safety.

8.7 Any Other Safety Mechanisms:

A safety mechanism is designed to manage safety risk in the workplace, occupational

safety is defined as the reduction of risk to a level that is as low as is to prevent people
from getting hurt.

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 FINDINGS

Zenitex Pvt. Ltd. showed favorable financial trends from 2023 to 2024, with increased
gross and net profit margins reflecting enhanced sales performance and cost efficiency.
The company also improved its financial stability as evidenced by a lower debt-equity
ratio, indicating reduced reliance on debt financing. Operational efficiency remained
stable, with a slight increase in the operating ratio. Improved return on assets (ROA) and
a manageable debt to total assets ratio further underscored Zenitex's effective financial
management and strategic positioning for growth.

Zenitex's foray into the fashion industry marks a strategic expansion into garments,
emphasizing unique product offerings that embody universal human values. Their design
philosophy, rooted in the principle of Lisiverse, underscores reciprocity and
interconnectedness. The company's approach to plant layout ensures efficient production
by optimizing the arrangement of machinery and utilities, minimizing manufacturing
costs while maximizing output quality.

Zenitex utilizes a diverse range of promotional tools and strategies to enhance its market
presence in the textile industry. Through effective advertising in industry publications and
online platforms, targeted sales promotions like trade discounts and promotional pricing,
and robust public relations efforts such as press releases and media relations, Zenitex
strengthens its brand visibility and communicates its product excellence. Additionally,
leveraging digital marketing techniques including social media engagement and SEO
optimization, alongside active participation in trade shows and strategic collaborations,
Zenitex effectively engages with its audience, drives sales, and fosters sustainable growth
in the competitive textile market.

The company's HR policies prioritize fairness and non-discrimination, aligning with

government regulations to ensure equal opportunities for all employees. While Zenitex
lacks formal transfer rules due to its single business unit, it promotes employees based on
performance evaluations, conducting yearly performance appraisals with bonuses and
gifts. This approach supports employee development and maintains organizational
productivity.

100
 CONCLUSION

Textile fibres provided an integral component in modern society and physical structure
known for human comfort and sustainability. Man is an ancient friend of fashion. The
quest for better garment and apparel led to the development of textile fibre production
and textile manufacturing process.

A textile manufacturing process involves the production or conversion of textile fibre

through a defined process in a product. The resultant textile product can be a finished
product ready for consumer market, or it may be an intermediate product to be used as an
input (raw material) substance to produce another textile product.

In general the conventional post-fibre formation

processes may mainly be classified as physical and
chemical textile manufacturing processes. A physical
textile manufacturing process is required to convert the
textile fibre into yarn; nonwoven, woven, knitted,
technical textile; special finishing effects; etc. The
chemical textile manufacturing processes include sizing, desizing, scouring, bleaching,
mercerization, dyeing, printing, special chemical finishing, etc.

The chapters in this book are to share the development work in yarn manufacturing,
fabric manufacturing, garment, and technical textiles. It is a collection of research and
academic works in areas of textile manufacturing by the authors with expert background
in the topic. The content may serve as a useful learning through the research work and the
literature review as the subject tutorial.

101
 SUGGESTIONS

During the transport of the fabric in the dyeing floor and also during the loading of the
M/C, fabrics are soiled for the contact with floor. This makes the fabric/ part of the fabric
dirty. It may require more scouring/bleaching agent or may create stain making it faulty.

The dyeing floor is water most of the time: it should be cleaned all the time.

The illumination of the dyeing shade should be enhanced. It may exert the worker fatigue

LTD. Many times the dosing pipelines are clogged due to the careless dosing of

chemicals, The M/C stoppage time should be analysed and minimized. The maintenance
should be carried out when the M/C is out of action.

102
 BIBLIOGRAPHY

https://www.tofler.in/zenitex-private-limited/company/U17119GJ1986PTC008816
https://www.fibre2fashion.com/sustainability-plus/zenitex/
https://zenitexpvtltd.wordpress.com/
https://www.indiassmallgiants.org/zenitex.html
https://www.dnb.com/business-directory/company-
profiles.zenitex_mill_llp.64f430be15ed131d09a059baa3b933fa.html
http://www.heartsatwork.in/
http://www.zenitexfashions.com/
http://www.zenitex.in/

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