Warith Textile Ltd

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Internship Report onQuality Control Measurement of Warith Textile Ltd. "

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Internship Report On

Quality Control of Warith Textile Ltd

SUPERVISED BY:

Kazi Tareq Ullah

Coordinator MBA & EMBA

School of Business AdministrationUttara University, Bangladesh

SUBMITTED BY:

Khadija Tun Cobra

ID: F2091111100318 th batch

Major in HRM

Department of Business AdministrationUttara University, Dhaka

Date: 23 rd December, 2012


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Internship Report On

Quality Control Measurement of Warith Textile Ltd

SUPERVISED BY:

Kazi Tareq UllahCoordinator

MBA & EMBASchool of Business Administration

Uttara University, Bangladesh

SUBMITTED BY:

Khadija Tun CobraID: F20911111003

18 th batchMajor in HRM

Department of Business AdministrationUttara University, Dhaka

Date: 23rd

December, 2012


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Letter of Transmittal

Date: 23 rd December, 2012

Kazi Tareq Ullah

School of Business Administration

Uttara University,

Dhaka.

Subject: Transmitting the internship report on Quality Control Measurement of Warith

Textile Ltd.

Dear Madam,

It is my pleasure to submit this internship report on the topic of Warith Textile Ltd

I have tried my best to analyze all necessary information related to my topic and present

as affectionately as possible. It is not impossible that there will be minor mistakes in

this report. But still I hope that this report will provide the appropriate analysis on the

topic of of Warith Textile Ltd.

In conclusion, I want to express my thanks to you, as without your co-operation it

would barely impossible for me to prepare this report related to my subject. If you needany help to interpret anything of this report, please let me inform.

Thanking you

Khadija Tun Cobra

ID: F20911111003

Major: HRM

School of Business Administration

Program B.B.A.


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Section 18 th (A)


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Preface

After completion our BBA final examination, Internship Program is an important part

for our post-graduation degree. For this reason, I perused my Internship Program in

Warith Textile Ltd, from 14 th October to 10 th December 2012. The duration of the

program was two months. Like other employees of Warith Textile, I worked there at

regular basis aiming to acquire practical knowledge which will help me in my practical

life. In two months, I tried with my best ability to learn about the instructions,

characteristics, natures, functions, competitiveness, workflows etc. of industry system.Warith Textile is one of the leading Industries in the country as a garments position.

With the garments functions, it is very much huge and complex.

I tried to understand these complex and huge characteristics, nature, functions etc.

However, I tried my best to blend with these situations and realized most of these

things. In a short time, it is impossible to learn all things.

In the duration of nine weeks, I also tried to gather all the information and knowledge

from different text books, brochures to understand the difficult task of the Industry. In

this report, I have presented those in proper, chronological and precise way.

At the end, I can only state that by this Internship Program I am able to complete my

BBA course from Uttara University. I found all sorts of co-operation and good work

environment in two months working with Warith Textile Ltd. Everybody concerned

with management and administration of the Industry was compassionate to me.


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Acknowledgement

A lot of concentration, effort, responsibility and study have been involved in preparing

this paper into reality. In preparing a report one needs a number assistance and guidance

from reliable sources. This report also stands on the basis of such efforts. I have

pleasure to express my gratitude to the internship and placement committee for

arranging such a program from which I have carried a lot of practical experience.

At the very outset, I would like to express my profound respect to my honorable teacher Kazi Tarek Ullah, Senior lecturer of business faculty, who is my supervisor, of

Internship Program designed for the BBA students. His continuous supervision has

inspired me to make a more feasible report based on in-depth analysis.

In preparing the report, I received active co-operations from the AVP, Second Officer,

Officers of Warith Textile. I sincerely express my heart-felt gratitude to them for their

Co-operation, which helped me to conduct and complete this Report. Those werefrankly, dynamic and helped me seriously and given me their valuable time during my

internship program. Some time I did interfere in their most important work by asking

many questions for my internship purpose and they were very polite and willing to

answers my questions with patience.

However, to my best I tried very hard and worked sincerely to prepare this report an

informative one. At last, my sincere apology goes to the readers for my conceptual & printing mistake, if there is any.


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Executive Summary

Warith Textile Ltd. started its operation in 1997. It was enlisted in Dhaka stock

Exchange & Chittagong Stock Exchange in 2002. The business lines of Warith Textile

Ltd. are manufacturing and marketing of yarn. Its factory is located in Gazipur, Dhaka.

The manufactures 100% Cotton Ring Span Yarn or Hosiery, 100% Cotton OE Rotor for

Hosiery and Knit Fabrics for 100% export oriented readymade Garments Industry. The

strategic Goals and Objectives of the Company are to strive hard to optimize profit

though conduction and transparent business operations and to create more competitivein the internal and external market.

In home, customers of Warith Textile Limited are export oriented readymade Garments

Industry. The Company also exports its products to the market of Europe & USA. The

export sells increased by 19% in 2003 over the previous year. Competition level is

increasing both in local and abroad market. Competition will be stiffer after 2005 when

multi fiber agreement will be placed out. Among the other foreign competitors Sri-lanka, China Pakistan and India are prominent.

The Company is going through continuous growth in production. The total production

increased year on year basis at the rates of 0.43% and 1.467% during 2002 and 2003

respectively. The Company operations are out on an aggregate basis and are managed as

a single opportunity segment. The Company uses Computer Aided Design (CAD),

Computer Aides Spreading (CAS) and Computer Aided Manufacturing (CAM) in its plant to increase the overall efficiency and productivity.


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Table of Content

Chapter No. Title PageNo.

Letter of Transmittal. 03

Preface. 04

Acknowledgement. 05

Executive Summary. 06

Chapter 01

Orientation of the Report

Orientation of the Report 12-16

1.1 Background of the Study. 12

1.2 Methodology. 13

a) Primary source of data. 13

b) Secondary source of data. 13

1.3 Objective of the Study. 14

1.4 Scope of the Study. 15

1.5 Limitation of the Study. 16

Chapter 02

Introduction

Introduction. 18-20

2.1 Introduction of the organization. 18

2.2 Organizational Overview. 19

2.3 Vision. 19

2.4 Mission. 19


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2.5 Features. 20

Chapter 03

Strategic goals &objectives

3.1 Services. 22

3.2 Strategic goals and Objectives. 22-23

Chapter 04

Marketing Overview

Marketing Overview of Warith Textile Ltd. 25

4.1 Potential Customers. 25

4.2 Competitors Analysis. 25

a) Management Committee. 26

b) Standing Committee. 26

c) Audit Committee. 26

d) Employment Relations Committee. 26

e) Management Committee. 26

Chapter 05

Human ResourceManagement

Human Resource Management. 28

5.1 Human Resource Planning. 28

5.2 HR Practices of Warith Textile. 28

Chapter 06

Recruitment & Selection

Recruitment & Selection process of Warith Textile. 30

6.1 Recruitment & Selection. 30

6.2 Employee Relation. 30

a) Employee safety. 31

b) Employee health. 31

c) Employee working condition. 31


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Chapter 07

Job Analysis

Job Analysis & Sample of Job Analysis 33

7.1 Job Analysis. 33

7.2 Sample of Job Analysis 33

a) Quality control manager. 33

b) Cutting Astt. Manager (cum in-charge) 33

c) Environmental Considerations. 34-35

Chapter 08

Job Satisfaction

8.1 Employment Opportunity and Job Satisfaction 37

8.2 Things Warith does to attract top quality employees 40

8.3 Duration and procedure of leaves at Warith 43

8.4 Salary and benefits 46

Chapter 08

Incentives

Incentives 48-49

8.1 Individual incentive plans. 48

8.2 Group incentive plans. 48

8.3 Company-wide incentive plans. 49

8.4 Individual incentives plans (Piecework plans) 49

8.5 Advantages & disadvantages of Incentive Plan 49

Chapter 09

Training & EmployeeDevelopment

9.1 Training & Employee Development 51

9.2 Management Development Training 51


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9.3 Overseas Training 51

9.4 Field Forces Training & Development 51

9.5 Field Forces Refresher Course 51

9.6 Territory Manager Training 52

9.7 Distribution 52

Chapter 10

Findings,Recommendation &

Conclusion

Findings and Analysis 43

Recommendation 44

Conclusion 45

References 46


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Orientation of the Report


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1.1 Background of the Study

Garments Industry is the key financial institutions that play a vital role in the countrys

economy. Globalization in the garments sector has thrown up opportunities as well as

challenges. Competition is getting edge day by day. It paces with the continuous

development occurring in the tremendous competitive environment.

To keep pace with this situation, we need garments knowledge for future career. If we

want to build our career in garments area, only theoretical knowledge would not helpus. As internship program is established to gather practical knowledge regarding various

sector of economy, I chose to get practical knowledge regarding garments sector and I

select Warith Textile Limited as my organization to work.

The duration of my program was nine weeks and during this period, I have learned

many things. I observed that there is a great difference between theoretical knowledge

and practical knowledge. I learned many terms, functions and nature of garments

activities. I also get practical knowledge regarding organizational environment.


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1.2 MethodologyA sample survey was conducted to collect primary data using two pre-designed survey

instruments from concerned groups following an appropriate sample design. In view of

the complexities involved in generating quantitative data for assessing the real impact,

qualitative data were also collected using Focus Group Discussions (FGDs). In the

context of the unique features of the area an attempt was made to identify the strengths,

weaknesses, opportunities and threats of the garments sector.

Data Collection

This study is mainly based on secondary data available from the various divisions and

departments of Warith Textile Limited, in addition to these other necessary information

have been collected from the daily newspapers, relevant journals, annual reports of

Warith Textile Limited, Web side and publications of other relevant institutions have

also been taken into consideration.

Primary sources of data: Face to face conversation with the industrial officers & staffs.

Conversation with the clients.

Different' manuals of Warith Textile Limited.

Different circulars of Warith Textile Limited.

Discussion with Industry Officers.

Personal observation.

Desk work in different sections/departments.

Secondary sources of data:

Procedure manual published by the Warith Textile Limited.

Files and documents of the branch.

Annual report of Warith Textile Limited, 2010-2011

Different papers of Warith Textile Limited.

Unpublished data.

Different text books.


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1.3 Objective of the Study

The main objective of this study is to have some practical exposures that will be helpful

for my Final year courses in the BBA Program.

To achieve the broad objective the following specific objectives has been attained:

To find out the marketing strategy of Warith Textile Limited.

To find the financial performance of Warith Textile Limited.

Analyzing the performance of the Industry.

To find out the different procedures of the Industry.

To know the competitive strength and weakness of the Industry.

To know the marketing and expansion strategy that can help to face the potential

threats and opportunities.

To find out the relations among the various department.

To make a bridge between the theories & practical procedures of Industry day-

to-day operations. To make possible recommendations for the internship organization to improve

the services & service range so that the department can cater to the needs and

demands of customers.


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1.4 Scope of the Study

At Warith Textile Limited, I have firstly tried to acquire knowledge and experience

about the overall Industrial system. The report mainly focused on Incentive policy of

Warith Textile Ltd

Here I have discussed about overall services and functions rendered by Warith Textile

Limited, i.e. customer advance, remittance, clearing, cash department, foreign exchange

department & modern equipment used by the Industry, which have been observed

during the two months Internship program.

The report also finds out some possible recommendations, which might be taken or

accepted by the management of this Industry.


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1.5 Limitations of the Study

Despite my sincerest endeavor in preparing a perfect report, some of the limitations are

inescapable. These are as follows:

Within such a short period of time (nine weeks), it was not possible for me

to study everything.

The officers are so much busy that they cannot properly co-operate with me,

which are a problem.

Industry s policy of not disclosing some data and information for obvious

reason, which could be very much useful.

To analysis SWOT of emerging market is a wide spread survey material.

However, time constraint restricted the report to specific feature.

The study requires experience to be fruitful but it was completely absent to

me.

Sometimes the officials were reluctant to give proper information regarding

their activities because they felt hesitation and ambiguity to give data and

information.

Lack of personal knowledge and experience.


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Introduction


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Introduction

2.1 Introduction of the organization

Warith today symbolizes a name a state of mind. But its journey to the growth and

prosperity has been no bed of roses. From the inception in 1958, it has today burgeoned

into one of the top line conglomerates in Bangladesh. Warith Textile Ltd., the flagship

company, is holding the strong leadership position in the garments industry of

Bangladesh since 1985 and is now on its way to becoming a high performance global

player.

They strive for practicing good governance in every sphere of activities covering inter

alia not being limited to, disclosure & reporting to shareholders holding AGM in time,

distribution of dividends and other benefits to shareholders, reporting/dissemination of

price sensitive information, acquisition of share by insiders, recruitment & promotion of

staff, procurement & supplies, sale of assets etc. all that directly and indirectly affect the

interest of concerned groups the shareholders, the creditors, suppliers, employees,

government and the public in general.

In 200, Warith Textile started its operation as an individual company. Within a very

short span of time Warith Textile has already drawn the attention of the consumers by

providing quality products and preferred services. Their dedications to quality, uniform

products, customer service and competitive prices have given us unique position in the

market.

New products are continuously being developed and evaluated for our growing market.


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2.2 Organizational OverviewKey to their success is the commitment they confirm, quality product they produce, and

the delivery they make in time reasonable price they offer. The imported branded

machineries from the world famous manufacturer of USA, UK, Germany, Japan,

Switzerland, Italy and Spain did add something extra to their business credentials. They

try to improve the workmanship and professional skills of the staff working with

through imparting in house and local training.

Quality is their top priority and they always look for the excellence choosing the best

options. Reliability, quality in the service, corporate culture of team work, operational

cost effectiveness, unique workmanship compliance system & customers satisfaction

are their prime concerns and they always devote best professional efforts to keep things

getting better holding the valued customers on track. They care to respond to the

customers needs, choice, tastes and fashion to promote business t ies for long. Nothing

delights them more than the cus tomers satisfaction.

They have a tradition to welcome the initiatives of the people interested in them to

improve the policy input.

2.3 Vision They view business as a means to the material and social wellbeing of the investors,

employees and the society at large, leading to accretion of wealth through financial and

moral gains as a part of the process of the human civilization.

2.4 Mission Their Mission is to produce and provide quality & innovative healthcare relief for

people, maintain stringently ethical standard in business operation also ensuring benefit

to the shareholders, stakeholders and the society at large.


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Strategic Goals and Objectives


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3.1 Services

As stated earlier the business line of this Industry is manufacturing and marketing of

yarn. It manufactures:

100% Cotton Ring Span Yarn For Hosiery

100% Cotton OE Rotor Yarn for Hosiery

Knit Fabrics for 100% export oriented readymade Garments Industry.

It also performs the following services:-

Dying & Post Mercerization.

Fabric Dying

3.2 Strategic goals and Objectives

The Industry sets the following objectives for it to achieve:

To strive hard to optimize profit through conduction of transparent.

Business operations within the legal and social framework with malice to none

and justice for all.

To create more jobs with minimum investments.

To be competitive in the internal as well as external markets.

To maximize export earning with minimum imported in-puts.

To reduce the income gap between top and bottom categories of Employees.

Thus the Industry focuses to pole-star its mission that fulfill the objective with emphasis

on the quality of the product , process and services blended with good governance that

help build the image of the most enable corporate citizenship at home and abroad . The

Industry wants to produce such society friendly goods and services that go to satisfy the

wants of all the relevant party without disturbing or damaging the socioeconomic and

ecological, balance of the mother earth and the process of human civilization leading to

peaceful co-existence of all the leaving beings. The Industry always strives for top


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quality products at the least cost reaching the lowest rungs of the economic class of

people in the country. The Industry values its obligation to the greater society as well as

it strives to protect the interests of its shareholders and to ensure highest return and

growth of their assets.


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\

Marketing Overview


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4. Warith Textiles Limited - Marketing Overview

4.1 Potential Customers

The target market for products produced in Square Textiles Ltd. And Square Spinning

Ltd. is Export Oriented Readymade Garments Industry. Readymade Garments exporter

that is Knit Fabrics, Sweater and Denim manufacturer. In Bangladesh Beximco Kitting,

Grameen Knitwear, Shasha Denim, Knit Concern etc. are the customers. Target marketfor products produced in Square Fashion Ltd. is Europe and U.S.A. Square Textiles

does not direct sales in overseas market but sometimes India, Pakistan & other countries

take their yarn.

4.2 Competitor Analysis

Only in few years back textile sector in Bangladesh was left behind but currentscenarios is different. In recent years a mentionable figure of money has been invested

in this industry. Government is also encouraging this sector. Government is making

some favorable policies and minimizing the regulations, so that this sector can be grown

up. Among the domestic companies Square is one of the leading one. The other

potential competitors are Padma Textiles, Shamim Textile etc. Competition will be

severe after 2005, that is, during the post multi fiber agreement period. World market

will be Quota free at that time. So Bangladesh will have to compete with countries likeSri Lanka, China, Pakistan, Vietnam etc. strategies set by the Top Management with

periodic performance reporting for guidance. The Executive Management is responsible

for preparation of segment plans / sub segment plans for every profit centers with

budgetary targets for every item of goods & services and is held accountable for

deficiencies, with appreciation for outstanding and exceptional performances. These

operations are continuously carried out by the Executive Management through series of

Committees; sub Committees, Committees & standing Committees assisting the linemanagement.


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Management Committee

Comprising top executives, deal with entire organizational matters.

Standing Committee

Standing Committee comprises the following committee:

Audit Committee

Internal Audit Committee

ISO Audit Committee

Social / Environment Committee

Performance Evaluation Audit Committee

Employment Relations Committee

Remuneration Committee

Work Environment Committee

Performance Evaluation Audit Committee

Management Committee

Product Planning & Development Committee

Quality Control & Research Committee

Production & Inventory Management Committee

Export Promotion Committee

Square Textiles Limited - Human resource management


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Human Resource Management


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5. Human resource management

5.1 Human resource planning

Warith has a personal and administrative Department. Warith is one of the biggest

employers in Bangladesh. The total number of employees is 1,223. For the employees

there is systematic in house training in home and abroad. To motivate the employees,

along with salary and benefits the company provides various facilities like free meals ,

free transportation , 24 hour medical center , on site sports . Production and

accommodation facilities include full time supply of safe drinking water, adequate

lighting and ventilation facilities from sheet.

5.2 HR Practices of Warith Textile

Recruitment.

Training. Performance Management.

Labor relation.

Employee relation.

Job analysis.

Job design.

Selection.

Development.

Incentives.


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Recruitment & Selection Process


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6. Recruitment and Selection process in Warith Textile

6.1 Recruitment & Selection

Recruitment is the process through which the organization seeks applicants for potential

employment. Selection refers to the process by which it attempts to identify applicants

with the necessary knowledge, skills, abilities and other characteristics that will help the

company achieve its goals, companies engaging in different strategies need different

types and numbers of employees. The strategy a company is pursuing will have a direct

impact on the types of employees that it seeks to recruit and selection.

Source of recruitment

There are two kinds of source Warith uses for recruitment .They are

1. External source

2. Internal source.

We try to discuss all relative sources which are used for recruitment in Warith.

Employee relation

Employers and employees each have their own sets of needs and values, and successful

relationship between these two sides requires that some sort of balance be struck. This

balance often takes the form of a psychological contract, an understood agreement

between employer and employees that defines the work relationship. This contract withor without support of a formal collective bargaining, agreement influence the outcome

achieve by each side.

Warith group the various into three channel categories those are:

1. Employee safety.

2. Employee health.

3. Employee working condition.


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1. Employee safety

Warith provide the employee safety .It ensure the all kinds of job safety such as

insurance of each employee not this it provide insurance to the labor.

2. Employee health

Free medical checkup, provide health care and also provide necessary medical facilities

for each employee.

3. Employee working condition

The working condition of employee is very hygienic Warith is ISO 9001-2000 Certified

company.


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Job Analysis


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7. 1 Job analysis

Job analysis is the procedure for determining the duties and skill requirement of a job

and the kind of person who should be hired for it .The supervisor or HR specialist of

Warith Textile normally collects one of the following types of information:

Work activities

First he or she collects information about the job actual work activities such as

marketing, sewing, production. This list also include how, why and when the worker performance each activity.

Education and qualification

Collects the information about education background and qualification.

Experience

Experience must be needed for any job in Warith Textile.

7.2 Sample of job analysis of Warith:

7.2.1 Quality control manager

Qualification

Master in any subject.

Bachelor/diploma in textile and clothing or related discipline will be given.

Preference

Must have at least 7 years practical experience in similar position in any garments

factory.

7.2.2 Cutting Astt. Manager (cum in-charge)

QualificationMasters/ bachelor in any subject preferably commerce.


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Bachelor/diploma in textile and clothing or related discipline will be given.

Preference

Must have at least 7 years practical experience in similar position in any garments

factory.

Autonomy

Autonomy refers to the freedom and independence to plan and schedule the work and

determine the procedures used to carry it out.

Task identityTask identity means doing something from beginning to end rather than just part of it.

Task significance

It is the degree to which a job has substantial impact on an organization.

Feedback

Feedback is the degree to which employees can tell how well they are doing based on

information from the job.

7.2.3 Environmental considerations

Social expectations

In designing jobs, the surrounding social expectations must be considered to avoid

possible worker dissatisfaction.

Workforce availability

Job requirements should be balanced against the availability of the people who are

required to do the work.

Autonomy

Autonomy refers to the freedom and independence to plan and schedule the work and

determine the procedures used to carry it out.


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Task identity

Task identity means doing something from beginning to end rather than just part of it.

Task significance

It is the degree to which a job has substantial impact on an organization.

Feedback

Feedback is the degree to which employees can tell how well they are doing based on

information from the job.

7.2.4 Environmental considerations

Social expectations

In designing jobs, the surrounding social expectations must be considered to avoid

possible worker dissatisfaction.

Workforce availability

Job requirements should be balanced against the availability of the people who are

required to do the work.

Work practices

Work practices are set methods of performing work. These methods may arise from

tradition or the collective wishes of employees.


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Job Satisfaction


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8.1 Employment opportunities and Job satisfaction

Warith views its people as the prime capital of the Industry. The Industry represents a

world of opportunity, challenge and fulfillment. This is a performance driven

organization, which believes that performance comes from belongingness and

ownership and they alwa ys reward the performers in all aspects. Functional skills

development focuses on developing & sharpening the technical skills of their people

that they may be the best-in-class in their areas of expertise - technology, marketing,

sales, finance, customer analytics, strategy, human resource, internal audit, regulatory &

legal.

Warith cares about their people and their development. Here they will find opportunities

for continued education and training. The organization is also working on the process

and strategies to empower their people through leadership program. Warith is

committed to help their people learn, develop & enhance their functional skills,

leadership capabilities & personal effectiveness. Their leadership development focuses

developing leaders who think before they act and act according to the values that the

organization embraces. Along with that they run Group Accelerated Development

Program and Opco (Operating Country) Development Program. They carefully design

their training and developme nt activities keeping in mind the industrys best practices .

Warith Offers a market competitive rewards package that is designed to make employee

feel as an integral part of the team and directly involved in the company's success. Their

asset is their diversified workforce who is making the mark in the industry to create a

unique workplace. Performance Management System (PMS) helps the employee

make the most of their working life at Warith. The process supports the employees in

identifying and delivering against challenging goals that impact the organization. It

helps the employee to plan how they will develop skills and leadership behaviors for

their current position and for the years ahead. The company diversified workforce is the

main asset of their organization. Warith believes diversity is one of the key factors for

success in any organization and hence they focus in this area consciously.


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8.2 Things Warith does to attract top quality employees

It is HRs vision to handhold the company, be its strate gic partner, adding value in each

step taken towards making Warith Textile Limited the Employer of Choice. Warith

engages their employees and inspire them to achieve excellence.

8.2.1 They provide Exposure to Their Employees

Warith Textile Limited recognizes the necessity to engage with the educational

institutions of the country, as they want to be the Employer of Choice. They aim toally themselves with the best private and public universities of the country. Sponsoring

career fairs and counseling sessions with graduating students they impart a flavor of the

corporate world and provide the employees with an exposure to best practices. This

helps them in procuring the top students by inviting them to their internship program.

8.2.2 They Enhance Their Employees

Wraiths policy is to hire the best talents in the job market and groom them to perform

even better. The organization robust Performance Management System aids in

identifying their talent, assessing their employees s kill set and providing development

initiatives in form of training and job rotation. Employees are evaluated which uphold

their transparency.

The Performance Management System helps identify areas of improvement for each

employee. Their Competence Development Unit does a training need analysis, coming

up with a calendar of training sessions that focus on the areas identified for

improvement. Thus, they equip their employees with the required skills to achieve and

enhance in their career.

They recognize the passion to perform in their employees. The group to be groomed

into future leaders nurtures the top performers of the company. The Group Accelerated

Development Program serve as a breeding ground for future leaders, giving their

managers international exposure and propping them for global challenges where the


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employees would be given opportunities to serve an Operating Company within the

Warith. Moreover, the company also arranges for job rotations and assigns employees

to projects so as to create breath to their careers as well. Such initiatives inspire

employees to be creative and take ownership of responsibilities.

8.2.3 They Empower Their Employees

At Warith, they empower to share their voice. Their introduction to CXO chat and blog

sites provides the platform for employees to be heard. Moreover, their Employee

Satisfaction index survey gauges the opinion in areas, which concern working

environment and cultural issues. They respect the opinion of their employees and strive

to accommodate their views so as to ensure a conduced work environment that thrives

with passion and facilities performance. Moreover, they are particularly attentive to

equipment requirements. Their employees are provided with necessary computers,

phones and Internet connection so that the employees are connected to the world for

professional needs and personal ease.

8.2.4 They Enrich Their Employees

At Warith Textile Limited, they aim to enrich the lives of their employees with targeted

benefit packages that take off the burden of personal obligations. The benefits are

designed in a manner to exemplify their concern for their employees well-being not

only in terms of life, but also in terms of living standard. Child support, determined

hospitalization costs, transportation are few examples of benefits they provide.

8.2.5 They Ensure Their Employees

Maintaining the highest ethical standards and integrity in their operations is a crucial

factor at Warith. Therefore, the company has introduced their Guiding Principles that is

they expect their employees to embed in his or her mind and upholds in ones

responsibility. Their code of Ethics safeguards their ethical standards by clearly

defining their way of working. With such systems in place they ensure that they do

business with a conscience and safeguard their employees from exploitation.

It should be noted that all their employees are obliged to sign a Letter of Understanding

(LOU) after reading the Code of Ethics. They expect their employees to exemplify the


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Guiding principles in their work and regulate their actions by the stipulations in Code of

Conduct.

8.3 Duration and procedure of leaves at Warith

8.3.1 Annual Leave

Management Annual Leave Entitlement

General Manager 25 Working Days

DGM & AGM 22 Working Days

Senior Manager 20 Working Days

Manager 18 Working Days

Assistant Manager 16 Working Days

Executive 14 Working Days

Non-Executive 14 Working Days

50% of the entitlement of the annual leave can be accumulated or carried forward to the

next service year and rest can be lapsed if not availed.

8.3.2 Medical Leave

Employee medical leave is entitled for 14 days for all level of executives. Employee

must have to produce medical certificate for medical leave. There is no provision of

accumulation of medical leave.

8.3.3 Quarantine Leave

Quarantine Leave is leave of absence from duty necessitated by orders not to attend

office in consequence of the presence of infectious diseases in the person, family or

household of an employee. The authority up to maximum grants such leave 15 working

days. However, the employee concerned has to submit a medical certificate from a

registered medical practitioner.


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8.3.4 Accident Leave

Employees who get injured by an accident occurred while on duty is allowed Accident

Leave with full pay for the period required for full recovery and become fit to join

duties. If the accident causes partial or full disablement and the joining to duties is

uncertain, then Management is going to decide on accident.

8.3.5 Maternity Leave

A female employee who has been employed for period of not less than ninety days

during the nine months immediately preceding her confinement shall be granted ninety

consecutive days maternity leave on full pay. Maternity leave shall be granted after

twenty-eight weeks of pregnancy and application for maternity leave shall be made not

less than two months prior to date on which it is desired that the maternity leave shall

commence. Such entitlement applies for two times during her service with the company.

Leave on account of miscarriage prior to the twenty-eight week of pregnancy shall not

be considered as maternity leave as medical leave.

8.3.6 Paternity Leave

Male employees are entitled for three working days paternity leave. One employee can

avail paternity leave up to two times during his tenure.

8.3.7 Compassionate Leave

Employees are entitled for three working days compassionate leave in case of death of

their parents, spouse and children to cope up with the shock.

8.3.8 Hajj Leave

Only permanent employees (service length minimum 2 years) can take Hajj Leave of 20

consecutive days (including holidays) for Holy Hajj with prior approval of the

Management. An employee can avail Hajj Leave once in his or her service tenure with

Warith.


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8.3.9 Leave without Pay

The company may grant an employee, at its discretion, no pay leave on important

personal ground upon approval of the divisional head, provided that the employee has

exhausted his or her annual leave. Functional Heads are responsible to approve for such

leave depending on the circumstances

8.3.10 Compensatory day-off

An employee when required to work on any weekly holiday or govt. holiday shall be

given a substitute day off which should be taken within one month of that date or will

be forfeited. Employees may take day off leave instead of any weekly or Government

holiday if he or she works on that day for at least eight hours in one day. The leave must

be taken within the following month and necessary documents (attendance register)

must be produced for the approval. On the other hand, the employees will not be

entitled for day off leave if they take holiday allowance for the day.

8.3.11 Encashment of annual leave

If any employees leave application is rejected for two times in a year, he or she is

eligible for applying for the leave encashment up to a maximum of ten days. The

encashment is based only on Basic salary.


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8.4 Salary and benefits

Monthly salary is transferred to employee individual salary account each month with

other allowances less deductions such as income tax, contributory provident fund etc.

Each employee receives a monthly pay statement detailed gross pay and deduction. The

Gross or Average amount of employees in various Grades are given below:

Position Grade Amount

MD / CEO 32 Confidential

Chief Officers (CTO, CMO , CFO) 27 Confidential

General Manager 26 Confidential

Assistant General Manager (AGM) 25 250,000

Senior Manger 24 200,000

Manager 23 150,000

Deputy Manager (DM) 22 90,000

Senior Assistant Manager / Senior

Engineer

21 60,000

Assistant Manager / Engineer 20 50,000

Senior Executive / Engineer 19 45,000

Executive / Assistant Engineer 18 40,000

Executive/Assistant Technician 17 35,000

Allowance

Allowances are paid with monthly take-home salary, namely house rent, medical

conveyance and utility.

Festival Bonus

Warith usually awards two bonuses in a year on occasion of Eid or Christmas as

Festival bonus. The amount is normally equals to the basic salary.


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Other Variable Bonus

Warith offers other variable bonuses like; performance bonus (related with individual

performance) and company performance bonus (special bonus for company

performance or success) to the employees.

Soft Furnishing Allowance

This allowance is paid as a part of house maintenance of the staffs. Only executive and

above (permanent) are entitled for the allowance. This allowance is paid on yearly basis

at the end of the year.

Job Level Yearly Allowance (Tk)

Top Management 20,000

Senior Management (DGM & AGM) 15,000

Manager 8,000

Assistant Manager 6,000

Executive 4,000

Overtime Allowance

Only Executives (Grade 17,18,19,20 and 21) and Non- Executive (Grade 1,2,3,4 this

grade involves Building Assistant) are eligible for overtime. Maximum ceiling for

overtime is 48 hours in a month (except Grade 1 and 2).

Salary Review

Salary is reviewed periodically with consistent with the living standard and competitive

salary package offered by other multinational organizations as Warith claims.

Provident Fund and Gratuity

The contribution in Provident Fund is 10 % of the basic salary from both sides,

employee are eligible for company contribution after five years of membership of the

fund. Employee is also entitled to a gratuity payment.


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Group Life Insurance

Warith management has approved a group life insurance policy under which, death,

permanent partial disability and permanent total disability are covered. Moreover, the

insured amount for life is 36 times gross salary.

Child Birth Benefit

All regular employees are entitled for Child Birth Allowance as per stated below:

Manager and above: (Both employee and spouse) Tk 15,000 per delivery

Assistant Manager and below: (Both employee and spouse) Tk 10,000 per

delivery.

Hospital Fund Policy

All employees are entitled for the benefit (all permanent employees and their families,

all probationers and their families and all contractual employees and their families

including Non Executives) as per the level pf emplacement or Grade. (Family means

spouse and children up to 25 years old). An employee can claim for two-hospitalization

cost per year. An employee should take prior approval from the Head of Human

Resources in writing in advance of any pre-planned hospitalization. In case of

emergency the employee is ask to inform the Human Resource, Immediately.

Hospitalization expense includes:

Consultation fees while admitted

Investigation expense (ECG, X-Ray, MRI, CT Scan etc) while admitted

Artificial limbs, eyes, casts, braces and crutches

Post hospitalization physiotherapy up to two sessions

Rental or wheel chair or hospital bed, if advised by physician

Ambulance service to and from the hospital

Treatment by Radiotherapy or Chemotherapy

Two follow up visits after discharge from hospital


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Accommodation Allowance

An employee who is required to travel out station on company business beyond a radius

of 33 Km from his office (within Bangladesh) and requires a stay of 24 hours or more

shall be entitled for following claims

a) Hotel Rental

b) Rental without Receipts


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Quality Control


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Quality Control Measurement

Quality Control: Activities or programs whose purpose is to ensure that all quality

specifications for products or services are being met and are of consistently high

quality.

Quality Assurance: Activities or programs whose purpose is to demonstrate and ensure

that products and services meet specifications and are consistently of high quality.

Quality Audit: The process of examining the elements of a quality management system

in order to evaluate how well they comply with quality system specifications.

Quality Circle: A carefully selected group of employees who voluntarily meet on a

regular basis to identify problems and make recommendation by using various

techniques for analyzing and solving work-related problems.

Practical considerations in developing QC systems

Implementing QC procedures requires resources, expertise and time. In developing any

QC system, it is expected that judgments will need to be made on the following:

Resources allocated to QC for different source categories and the compilation

process;

Time allocated to conduct the checks and reviews of emissions estimates;

Availability and access to information on activity data and emission factors,

including data quality;

Procedures to ensure confidentiality of inventory and source category

information, when required;

Requirements for archiving information;

Frequency of QC checks on different parts of the inventory;

The level of QC appropriate for each source category;

Whether increased effort on QC will result in improved emissions estimates and

reduced uncertainties;

Whether sufficient expertise is available to conduct the checks and reviews.


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Elements of a QC system

The following are the major elements to be considered in the development of a QCsystem to be implemented in tracking inventory compilation:

An inventory agency responsible for coordinating QC activities;

A QC plan;

General QC procedures (Tier 1);

Source category-specific QC procedures (Tier 2);

Reporting, documentation, and archiving procedures.

For purposes of the QC system, the Tier 2 QC approach includes all procedures in Tier

1 plus additional source category-specific activities.


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ISO 9001 - Quality Management Standard

ISO 9001 is the internationally recognized standard for the quality management of

businesses.

ISO 9001

It applies to the processes that create and control the products and services an

organization supplies.

It prescribes systematic control of activities to ensure that the needs and

expectations of customers are met.

It is designed and intended to apply to virtually any product or service, made by

any process anywhere in the world.

ISO 9001 is one of the standards in the ISO 9000 family.

The benefits of implementing ISO 9001

Implementing a Quality Management System will motivate staff by defining their keyroles and responsibilities. Gain ISO 9001 certification by completing our Free Quote

form. Cost savings can be made through improved efficiency and productivity, as

product or service deficiencies will be highlighted. From this, improvements can be

developed, resulting in less waste, inappropriate or rejected work and fewer complaints.

Customers will notice that orders are met consistently, on time and to the correct

specification. This can open up the market place to increased opportunities.
http://www.isoqar.com/uk/standards/iso9000/ISO-9000.aspxhttp://www.isoqar.com/uk/standards/iso9000/ISO-9000.aspx


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Reliable and accurate quality control is an important element in industrial textile

manufacturing. For many textile products, a major quality control requirement is

judging seam quality. Presently, this is still accomplished by human experts, which is

very time consuming and suffers from variability due to human subjectivity.

Consequently, investigations about automated seam quality classi_cation and an

implementation of an automated seam classi_cator are highly desirable. Such a system

would be useful not just to objectify quality control of textile articles but it can also

provide a basis to perform online adjustment of sewing machine parameters to achieve

smoother seams.


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Applications of quality control

Presently, seam quality control is performed visually by human experts. Two main

purposes of quality control can be distinguished:

1. The continuous control during manufacturing and the end control of seams in

garments :

A direct control of the manufactured products should prevent faulty articles to

be sent to sale. If necessary, they have to be resewn or sorted out.

2. The control of seam specimens :The expert does not inspect the _nished article itself, but so-called seam

specimens, which are manufactured especially for the purpose of _nding

optimal settings for the sewing machine parameters, such as yarn suspension,

stitch length, transport type and velocity, etc. In practice the expert sews on a

trial basis elongated seam specimens using different settings for the machine

parameters. Afterwards he or she inspects the results and re-sets the parameters.

An automated system could be realized for both types of control application. Yet an

automatic control of the seam specimens (issue 2) is easier to achieve, because seam

specimens are simpler fashioned than complex textile articles.

Smoothness as a measure of seam quality

The design of the presented automated quality control system is guided by criterions

that human experts use to inspect the seams. In textile industry, experts use a common

standard procedure for the examination of the seam specimens. This procedure

considers _ve different, discrete grades of quality. from grade 5 (best) to grade 1

(worst). The experts judge seam quality by comparing the seam specimen with images

of _ve reference specimens, which de_ne the _ve grades. The grade of the reference

specimen, which is most similar to that one to be judged, de_nes the grade to be given.

The most important criterion for comparison is the smoothness along the seam. In badsewn specimens the smoothness is disturbed by waves, whereby two main types of


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waviness can be distinguished: one of high frequency adjacent to the seam center and

another one further away with a lower frequency (compare _gure 2).


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Incentives


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10. Incentives

Compensation fluctuates according to:

A pre-established formula

Individual or group goals because group goals are different from individual

goals

Company earnings.

An incentive adds to base pay.

It controls costs because the employee is being paid for his/her extra effort and for the

benefits brought to the organization.

Motivates employees.

Incentive Pay Categories.

Individual.

Group.

Company-wide.

10.1 Individual incentive plans

Quantity of work output (How many units produced)

Quality of work output (What was the quality of the product or service being

produced or served)

Monthly sales (How much sales was generated)

Work safety record (How many hazard or errors are being reduced.

Work attendance (If the absent is reduced or attendance is good)

10.2 Group incentive plans

Customer satisfaction

Labor cost savings

Materials cost savings

Reduction in accidents


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Services cost savings

10.3 Company-wide incentive plans

Company profits

Cost containment/prevention

Market share

Sales revenue

10.4 Individual Incentive Plans (Piecework plans)

Awards based on individual

production vs. company standards

Awards based on individual

performance standards using

objective & subjective criteria

Quantity and / or quality goal

10.5 Advantages and disadvantages of Individual Incentive Plan

Advantages

Helps relate pay to performance

Promotes equitable distribution of compensation

Helps retain best performers

Compatible with individualistic cultures and societies

Disadvantages

May promote inflexibility

Unrealistic standards may hamper employee motivation

Setting performance standards is time consuming

Factors beyond employees control may affect outcomes

Factors not rewarded may be overlooked


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Training & Employee Development


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Training & Employee Development in Warith TextileTheir Training & Development enables their people to enhance their employees skills,

keep them updated with recent changes. They offer both on-the-job and off-the- job at

both theoretical and practical training opportunities through a range of Local, Regional

and International Training programs that include both functional and managerial levels

on the basis of Training Need Assessment. Training Need Analysis (TNA) is conducted

by Department Heads and Human Resource Department jointly on the basis of job

analysis.

Management Development Training

Round the year, management development training is organized for managers &

executives at their Corporate Headquarters, Dhaka Unit & Pabna Unit. Their own and

renowned resource persons from home & abroad conduct the training sessions. They

also send their employees to renowned local training institutes for specialized training.

Overseas Training

They send their employee to abroad for training program depending on availability of

appropriate topics. Technical persons of their factories attend the Factory Assessment

Test (FAT) in various parts of the world for smooth operation of equipments.

Field Forces Training & DevelopmentEach year, a significant number of Field Forces complete their induction training

program and joined to their respective markets and appear at examination in every

month for further development.

Field Forces Refresher Course

For updating product knowledge and selling skills of field forces, Refresher Course is

organized in four different regions in every month.


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Territory Manager Training

Twice in every year, mid-level managers of sales participate in the training program

titled Sales Territory Management at a regular basis.

Distribution

Every year a number of Distribution Assistants (DA), Data Entry Operators (DEO) go

under induction training program immediately after initial recruitment. Each month,

Refresher course for DA, Driver and Packers is organized in two different depots for

updating their knowledge.


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FINDINGS, RECOMMENDATION AND

CONCLUSION


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Findings and Analysis

Warith Textile Ltd is one of the most successful garments in Bangladesh. It has a very

mature Human Resource Department. It follows clear set of rules to run the HR

Department. Their employee recruitment and selection process, skill development

process, employee-employer relationship is up to the standard. While making this report

I saw few lacking in different aspect, which Are:

While recruiting from inside Warith Textile Ltd doesnt give a circular to the

employees.

This Garment just discusses among the managers and decides on the position.

The employees get no chance to express their will to join get particular position,

at least a chance. To us, this is a problem which needs to be rectified because

everybody deserves a fair chance.

According to a HR Manager Imran Islam, most applicant get nervous while the

interview. So, many of them cant perform to their potential. It is a very bad

thing for Warith Textile Ltd. The Garment also doesnt try to make the applicant

comfortable in the interview.

Even though Warith Textile Ltd offers a broad spectrum of training and

development programs there are very few opportunities to enjoy them.

The jobs need to be done are very much repetitive, tedious and most of the time

employees need to work for usual office hours. Boredom usually leaves few

spaces the employees to enjoy on the training programs.


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Recommendation

To overcome this internal recruiting problem what we suggest is a redesign of

their internal selection process of Employee. It is because everybody should

have a fair shot at the vacant position.

The first thing the garment has to do after a position is vacant is that it should

give an inside circulation to call for application from the employees. The

employees have to be notified about the vacancy. This can be done through

sending an e-mail or letter, which they already have. The best way would be to

post a notice on the office notice board beforehand. This way the garment wouldhave done the best it can do to get the best employee from the garment. Even

after that if some qualified person doesnt apply then its the employees who

missed the chance.

Sometimes while selecting from inside, there is a potential chance of any kind

of favor. This thing has to take care of. The screening of the application should

only be on the basis of qualification, nothing else.

The interview should be proper and formal. The garment shouldnt take it easy because its the employees giving interview. Any kind of negligence could lead

to a potential wrong decision, which may harm the company for a very long

time.

Taking the advantage of technological improvement the garment can share more

information and thus upgrade training and development process. Moreover the

company need to be aware not only about developing more training techniques

but also about ensuring that employees have enough time to enjoy them. Thegarment should provide the employees a flexible work schedule.


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Conclusion

Warith Textile Ltd is a way ahead in terms of its business, strength, vision, management

services, and human resources. It works in the most advance way possible in all

their activities that make it easy for them to achieve their desired goal with a less effort.

For Warith Textile Ltd to flourish in the country, coordinated effort has been made by

all its departments. Not to mention HR department among them outstands in all

respects. They are always ahead of current thinking with new practices, concepts and

management techniques. HRM department operates at the center of the business,

managing the dynamic people, policies and practices. Skills and competence areensured to align with that of corporate objectives.

The garment is trying to be very flexible and is capable of adjusting to any change

whatsoever. This is very important for any garment to operate successfully in

Bangladesh, where many strong competitors are present. Warith Textile Ltd

establishment and success with the HR department has greatly contributed to a highly

motivated labor force compare with other companies. The garment is trying to establisha flexible HR system, so that top management can constantly stay updated concerning

the performance level of their respective personnel. They are trying to develop effective

and morale boosting compensation packages. The company's employees are very

willing to accept changes.


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References

Annual report of WARITH TEXTILE LTD limited of 2009.

Annual report of WARITH TEXTILE LTD limited of 2010.

Annual report of WARITH TEXTILE LTD limited of 2011

Frazer, Lyn m. And omission Aileen understanding financial statements, 6 th edition,

2001 prentice hall of India.

Khan, m y and join pk, financial management, 3 rd edition, 2002, Tata McGraw-

hill. Brigham, Eugene f and Houston Joel fundamental of financial management,

4thdition, 2004, Thomson.

Ross, Stephen a, Wethersfield, Randolph a, and Jordan, Bard ford d, fundamentals

of corporate finance, 6 th edition, 2003, tata Mc Graw-hill.

Davis, Keith and Newstrom , John W. (1997) . Organizational Behavior: Human

Behavior at Work. 11th Edition Pp 208-210. McGraw-Hill, New York.

Documents

Warith Textile Ltd