Gul ahmed farbrics

INTRODUCTION

The story of textiles in the subcontinent is the story of Gul Ahmed. The group begantrading in textiles in the early 1900’s. With all it’s know-how and experience, thegroup decided to enter the field of manufacturing and Gul Ahmed Textile Mills Ltd.Was incorporated as a private limited company, in the year 1953. In 1972 it wassubsequently listed on the Karachi Stock Exchange. Since then the company hasbench marking rapid progress and is one of the best composite textile houses in theworld. The mill is presently a composite unit with an installed capacity of103,000 spindles, 220wide width air jet looms, 90 Sulzer’s, 297 conventional loomsand a state of the art processing and finishing unit.

VISION

Setting trends globally in the textile industry. Responsibilitydelivering products and services to our customers.

Mission

To deliver values to our customer through innovativetechnology and teamwork fulfilling our social andenvironmental responsibilities.

VALUES

•INTERITY

•PASSION

•CRATIVITY

•TEAMWORK

EQUIPMENTS

OPERATION

Spinning

Weaving

Pretreatment, Printing, Dyeing, Finishing

Design & Style

ACTIVITIES ACTIVITY TIME

(DAYS) IMMEDIATE

PREDECESSOR

A 15 -

B 4 A

C 10 A

D 14 B,C

E 10 D

F 7 E

G 7 F

total 60days

RELATIONSHIP DIAGRM

A

15

D

14

B

4

C

10

E

10

F

7

G

7

S

T

A

R

T

E

N

D

Critical path:

ABDEFG= 57

ACDEF G= 63 (CRITICAL PATH)

A

15

D

14

B

4

C

10

E

10

F

7

G

7

S

T

A

R

T

E

N

D

0 15

15

15

19

25

25 564939 39 49 56 63

6356564949393925

25

25

15

15

150

DESIGN24%

PRETREATEMENT7%

SPINING16%WEAVING

23%

PRINTING19%

DYEING11%

ACTIVITY TIME(DAYS)

OPERATION - QUALITY CONTROL

Quality control

Quality of product

Quality policy

Corporate Social Responsibility

At Gul Ahmed we consider it our moral duty to invest and work for the

betterment of the community and environment in which it is growing.

The Company continues to pursue the following guidelines

to be a good corporate citizen:

• Execute and implement projects to alleviate the poverty

• Providing civic amenities, health, education and housing facilities

• Support social causes

CORPORATE PROFILE - BUSINESS ACTIVITIES TEXTILES

TextileIn the textile field, activities start from the spinning of cotton as well as man made fibers and

extend to weaving, processing and finishing of all types of cotton and blended fabrics, bed linen,

home furnishings, garment manufacturing, etc.

PowerThe group has been a pioneer in the field of power generation. The textile mill runs on self-

generation with an installed capacity of more than 20 MW. Gul Ahmed Energy operates a power

plant of 136 MW capacity with a project cost of US$140 million located at Korangi, Karachi. The

sponsors of this project include the IFC and Tomen Corporation. The project has been in

commercial operation since November 1997.

ManagementManagement of the group is professionally qualified and broadly experienced. The directors have

held top positions in various textile bodies, export committees and have also assisted the

Government of Pakistan in some of the major trade talks with EC and USA authorities.

SUPPLY CHAIN MANAGEMENTWe have the very strong and effective supply chain

management, we have the We have the very strong and

effective supply chain management, we have thenumber ofitems that are major component of the Textile Industry that is

number of items that are major component of the Textile Industry

that is Cotton, Yarn, Gray, Dyes & Chemicals, Spare

parts, Packing Material, Cotton, Yarn, Gray, Dyes & Chemicals,

Spare parts, Packing Material,Stitching Accessories, General

Items etc. Stitching accessories, General Items etc.

GUL-AHMED MAIN FOCUS OF MANAGEMENT

Management commitment

Cost of quality

Quality awareness

GUL-AHMED Zero defect planning

Supervisor training

Error cause removal

Quality council

Manufacturing operations

Spinning unit

Weaving

Wet processing unit

Cotton-bales

Thread

Weaving

Greige fabric

Finished cloth

Working standards in Gul-ahmed

Establishing prices and costs. Managers can use labor and machine time standards to develop costs for current and new products, create budgets, determine prices, and arrive at make-or-buy decisions.

Motivating Workers. Standards can be used to define a day’s work or to motivate workers to improve their performance.

Comparing alternative process designs. Time Standards can be used to compare different routings for an item and to evaluate new work methods and new equipment.

Future outlook